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City Council Packet - 12/18/2014
City Council Ground Rules Meeting December 18,2014,3-6 pm Agenda Facilitator: Lenny Borer • DiSC results (and about the DiSC) (estimated time 3:00-3:30) • Groundrules discussion(3:30-4:30) • Discussion of meetings—what does the Council expect?(4:30-5:15) • Problem solving as a Council(5:15-5:30) • Board and Committee Liaison assignments for 2015 (5:30-6:00) FAC I LITATOR REPORT EVERYTHING DISC 0 ASSESSMENT TO ACTION. (5 People) Wednesday, December 17, 2014 This report is provided by: Lenny Borer 1500 SW Fifth Avenue Suite 1903 Portland OR 97201 503.246.0220 www.LennyBorer.com by Wiley i�; EVERYTHING DiSC Facilitator Report Overview Introduction Everything DiSCo Facilitator Report Everythin• DISC®and Your Grou• For more than 30 years, DiSC®has helped people improve performance, deal more effectively with conflict, and value differences. DiSC recognizes that the first step toward change is to understand why we act the way we do. This report is designed to equip facilitators with data about the diversity of interpersonal styles in the groups they work with. Use the table of contents below to determine what information best suits the purpose of your intervention and your facilitation style and strategy. Table of Contents Page 3 Your DiSC Culture: Explores the DiSC culture of your group. This section includes: Two group maps that show each group member's dot on the Everything DiSC Map—one by primary style,the other by primary and secondary style. An explanation of DiSC culture. A breakdown of the percentage of group members who tend to be fast-paced& outspoken versus cautious&reflective; and questioning&skeptical versus accepting& warm. Pages 7-8 The D Culture: Describes the Dominance or D culture and explores what it is like for the different DiSC styles to work in the D culture.Also lists group members who fall in the D region and provides issues to consider in a D culture. Pages 9-10 The i Culture: Describes the Influence or i culture and explores what it is like for the different DiSC styles to work in the i culture.Also lists group members who fall in the i region and provides issues to consider in an i culture. Pages 11-12 The S Culture: Describes the Steadiness or S culture and explores what it is like for the different DiSC styles to work in the S culture.Also lists group members who fall in the S region and provides issues to consider in an S culture. Pages 13-14 The C Culture: Describes the Conscientiousness or C culture and explores what it is like for the different DiSC styles to work in the C culture.Also lists group members who fall in the C region and provides issues to consider in a C culture. Page 15 Data Summary:This alphabetized Individual Data Table allows you to look up group member DiSC styles more quickly. It is provided for groups of all sizes. Small-Group Bonus Pages:These pages are generated only for smaller groups: A Quick Reference Chart that lists group members who have primary styles in each quadrant.This page will not appear if there are more than 16 people in a single DiSC quadrant. The Group Map with Names is generated for groups of 26 or fewer. ©2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,Is prohibited. DiSC Group Map Your DISC® Culture Everything DISC®Facilitator Report The Everything DiSC® Map below shows the distribution of DISC®styles in your group. Each black dot represents one person. The percentages reflect the proportion of people who fell in each of the four DiSC regions. Group Size: 5 20% ACTION 40% Primary D e4,,, Primary i Style �'�`' • �s� Style z, r • '9s etiv • n � o z r- W D —J • 0 Q D V --I .,. o \ ,,,,, . . 40% • 0% Primary 9c Primary C Style �G� • Q'S S Style Y yCy QQO 5� STABILIT'( ©2009 by John Wiley&Sons,Inc.All rights reserved. w Reproduction in any form,in whole or in part,is prohibited. 3 EVERYTHING DISC Detailed Group Map Your DiSC® Culture Everything DISC°Facilitator Report The Everything DiSC®Map below shows the distribution of DiSC®styles in your group, broken out by primary and secondary style. Each black dot represents one person. ACTION F ,� iD - tiTy(J �J� + • / s��9 1 �\ • n z IS I-- w D CO 0 CD u .....- / Si 4 / o - / C; C G ' ' S y QO 5 STABILITY 1 , D I S C DC 0.0% iD 40.0% Si 0.0% CS 20.0% D 0.0% ; i 0.0% S 0.0% C 20.0% Di 20.0% iS 0.0% SC 0.0% CD 0.0% 1 i 0 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,is prohibited. 4 EVERYTHING DiSC DISC® and Group Culture Your DiSC® Culture Everything DiSC`2'Facilitator Report Just as individuals have unique styles, groups also tend to develop their own styles or cultures.This culture is an informal combination of behaviors,values, and attitudes that most people in the group take for granted. Put in the simplest terms,group culture is"the way we do things." Although not everybody agrees with or flows with the culture, most group members feel the pressure that a culture exerts to act in a certain way. DISC®does not address all elements of culture, but it helps you understand many important priorities, needs,goals,fears,emotions, and behaviors within your culture. Why is group culture important? Group culture has a large impact on the behavior, attitudes, and satisfaction of each group member. People who fit into the culture often feel right at home in the group. But for other people, the culture leads them to feel like strangers in a strange land.The environment makes them uncomfortable. Culture also has implications for the group as a whole. It affects such things as the pace at which work gets done, how outsiders are treated,the attention paid to details,or risks that the group takes.These in turn influence the success of the group in meeting its goals. Where does group culture come from? Group culture is not simply the average of all the people in the group. A number of different factors determine group culture, such as: The style of the group leaders The most pronounced styles within the group The type of work the group does The historical culture of the group The cohesion or tension within the group The goals and mission of the group These are just some of the factors that help shape group culture. Understanding the origins of the group's culture may be important if you hope to change it. O 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction In any form.In whole or In part,Is prohibited. EVERYTHING DISC Your DiSC® Culture Your DiSC® Culture Everything DISC®Facilitator Report How do I know the group's DISC®culture? Just as you can learn to read individuals' styles,you can also learn to read the DISC®style of a group. ■Does this group culture promote caution and reflection(S and C styles), or does it favor a fast pace and outspokenness(D and i styles)? Consider that 60% of your group members are fast-paced and outspoken, while 40%are cautious and reflective. AND ■Does this group culture have more of a questioning and skeptical orientation (C and D styles), or is it more accepting and warm (i and S styles)? Consider that 60%of your group members tend to be questioning and skeptical, while 40% are accepting and warm. 100 - 100 - -c 80 — 80 — U as c ° 60 — 60 — a) a) o.� 40 — 40 — m J= a � o _c 20 - 20 - 0 0 2 aa) Fast-Paced/ Cautious/ Questioning Accepting/Warm a_ o Outspoken Reflective Skeptical As you examine the graphs above, consider the following points: The pace of group members is more active than thoughtful.This group probably contains a number of assertive people who are quick decision makers.This often creates a dynamic and fast-paced culture. Consider whether this sets the pace for the rest of the group. A number of these group members have a tendency to be more questioning and skeptical than accepting and agreeable.They probably prioritize logic and objectivity over empathy and personal feelings. This often contributes to a culture that is task-oriented, matter-of-fact, and unsentimental. Consider whether this describes the group's culture. Other considerations You also may want to think about what is important to this group.What behaviors does it reward and what behaviors does it criticize?The following pages describe each of the four DiSC cultures. Read through these descriptions and decide which ones, if any, describe your group. The following information on group culture is designed to help you understand some of the challenges and frustrations that group members might face. As well,this will help you recognize their unique contributions, particularly those who differ from the dominant culture. Finally, understanding culture will allow you to understand some of the difficulties with which your group might struggle. ©2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,is prohibited. FRY Ti-{If l{ DiSC The D Culture The D Culture Everything DISC®Facilitator Report The percentage of group members(20%)whose dots fall in the Dominance region is about the same as the average group taking this profile(22%).The hallmarks of a D culture are quick decisions, direct answers, and a competitive atmosphere.This culture values solid results and powerful growth. Trust is given to those who are direct and straightforward. People who thrive in this setting tend to be hard-driving individuals who relish challenges and the thrill of victory. Interpersonal communication may suffer in this culture, however, and those who are less assertive may feel overwhelmed. In addition, such a culture may sometimes struggle with high turnover and a stressful environment. The D Culture Rewards: The D Culture Criticizes: Independence Oversensitivity Decisiveness Hesitation Directness Overanalysis Victory Foot-dragging Results Weakness Working in the D Culture The D Culture offers benefits and challenges for people with each of the four DiSC®styles. People in the D Region (20%of the Group) People in the D region tend to embrace this culture's aggressive pace.They see the environment as ideal for achieving their goals and moving their careers forward.Their desire to win every encounter is based not only on what they believe is best for themselves, but for the organization as well. In this way, their determination is likely to earn them the respect of colleagues, who may look to them for leadership. However, their assertiveness makes them prone to conflicts with peers, especially those who share their D tendencies. People in the i Region (40%of the Group) People in the i region may appreciate the speed with which their ideas are implemented and the enthusiasm that the environment cultivates. In addition, their energetic approach to projects can be a great benefit to the organization. The organization, however, may not be as exuberant in recognizing their work as people in the i region expect.The organization simply expects exceptional results. People in the S Region(0%of the Group) People in the S region often find a niche as a sympathetic ear among the hard-charging negotiations and constant striving of this culture. They tend to help the organization by applying their people skills whenever they can. However,they may often feel hurt and stressed in a setting that they see as cold or harsh. People in the C Region (40%of the Group) People in the C region may appreciate that business is at the forefront in this culture.They're pleased that achieving goals is a top priority and that time is not spent on small talk.With their dedication to resolving the details and analyzing the consequences,these individuals can be a great asset to organizations with this culture. Still,they may encounter difficulties with the hectic pace and immediate results that this environment demands. m 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,is prohibited. EVERYTHING DiSC The D Style Within Your Group The D Culture Everything DISC®Facilitator Report The columns below list the people who have D in their style(as either primary or secondary)and those who don't. Consider how these two groups might misunderstand each other.And if this group has a D culture, consider how those who are low in D may react to that culture. Note: If the number of group members below exceeds the maximum that can fit,the list will be continued at the end of this report. With Primary Without Primary or Secondary D or Secondary D John Goodhouse Jason Snider John Cook MARLAND HENDERSON Marc Woodard Issues to Consider If this group has a D culture, your group may want to consider the following questions: For group members • How do people who aren't in the D region feel about this culture?What are their frustrations and challenges? • How does the group listen to those in the other regions? • How do people in the D region respond to those who don't share their style? • How open is your culture to the i, S, and C styles?How do they bring balance to your group? o Do people in the i region feel that they get the personal recognition they deserve? o Do people in the S region feel like they get feedback that is too cold and insensitive? o Do people in the C region feel that they are given time to think concepts through and make the right decisions? For the group as a whole • What are the advantages and drawbacks of the D culture for your group? • How does the D culture support and inhibit the success of your group? • Does your group take the time to calculate risks? • Does the group waste time with power struggles? • Does status get in the way of good decision making? • Could feedback be given in a more constructive way? 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,In whole or in part,is prohibited. 8 EVERYTHING DiSC The i Culture The i Culture Everything DISC^Facilitator Report The percentage of group members(40%)whose dots fall in the i region is somewhat higher than the average group taking this profile(28%).The hallmarks of an i culture are an energetic atmosphere, an optimistic approach, and plenty of time spent in meetings or socializing.This culture values effective teamwork and creative approaches to problems.Trust is given to those who are open and expressive. People who excel in this setting tend to be charismatic individuals with keen social skills. However,those who aren't as people-oriented may be frustrated with the emphasis on group activities and social niceties. In addition, poor planning and low tolerance for routine tasks may sometimes prevent such a culture from actually implementing any bold ideas. The i Culture Rewards: The i Culture Criticizes: Creativity Rulemaking Enthusiasm Caution Optimism Overanalysis Collaboration Introversion Passion Insensitivity Working in the i Culture The i Culture offers benefits and challenges for people with each of the four DiSC®styles. People in the D Region(20%of the Group) People in the D region probably appreciate the fast pace and exciting developments that this culture encourages. Their eagerness to tackle new challenges keeps the cycle of creativity moving,which inspires their colleagues and benefits the organization. However,they may grow impatient with prolonged meetings, and the culture's emphasis on people's feelings may strike them as unnecessary or even counterproductive. People in the i Region (40%of the Group) People in the i region may find no better fit than this culture.They tend to thrive on energetic approaches and constant interaction with peers, both of which are in abundance in this environment.This culture's priorities suit these energetic people to such a high degree that their natural zeal may propel the organization forward. But flaws, such as disorganization and spotty planning, can be magnified when people in the i region are active in this setting. People in the S Region (0%of the Group) People in the S region are likely to respond well to the warmth and collaboration of this culture.And although they may not be the most vocal in group settings, they still like the fact that social graces are appreciated in this environment.They tend to focus on steady performance and avoid calling attention to themselves, which allows the organization to function more effectively. Still,the speed of change in this culture may be too much for them sometimes, and their need for concrete direction is likely to go unmet. People in the C Region (40%of the Group) People in the C region may gain satisfaction in this culture by embracing the value of their work. In fact,their efforts are essential to the organization's structure, because they're likely to maintain order in an otherwise frantic environment.Although they may be seen as cynical, they undertake the research, analysis, and detail-oriented tasks that others avoid. However, they may become annoyed at the lack of clear guidelines and rules in this culture.They also may resent the pressure to be extroverted and optimistic. o 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction In any form,in whole or In part,Is prohibited. 9 EVERYTHING DiSC The i Style Within Your Group The i Culture Everything DISC®Facilitator Report The columns below list the people who have i in their style(as either primary or secondary)and those who don't. Consider how these two groups might misunderstand each other.And if this group has an i culture, consider how those who are low in i may react to that culture. Note: If the number of group members below exceeds the maximum that can fit,the list will be continued at the end of this report. With Primary Without Primary or Secondary i or Secondary i John Goodhouse Jason Snider John Cook MARLAND HENDERSON Marc Woodard Issues to Consider If this group has an i culture, your group may want to consider the following questions: For group members • How do people who aren't in the i region feel about this culture?What are their frustrations and challenges? • How does the group listen to those in the other regions? • How do people in the i region respond to those who don't share their style? • How open is your culture to the D, S, and C styles?How do they bring balance to your group? o Do people in the D region feel that too much time is wasted socializing? o Do people in the S region feel like they have enough structure and stability? o Do people in the C region feel that potential problems are ignored and analysis is undervalued? For the group as a whole • What are the advantages and drawbacks of the i culture for your group? • How does the i culture support or inhibit the success of your group? • Does your group waste too much time socializing? • Is your group as organized and efficient as it needs to be? • Does your group follow through on ideas and innovations? ©2009 by John Wiley&Sons,Inc.All rights reserved. 0 Reproduction in any form,in whole or in part,is prohibited. EVERYTHIN, DISC The S Culture The S Culture Everything DISC®Facilitator Report The percentage of group members(0%)whose dots fall in the S region is much lower than the average group taking this online profile(23%). The hallmarks of an S culture are stability, predictability, and friendliness. This culture values strong teamwork and a manageable work-life balance. Trust is given to those who are sincere and considerate. People who thrive in this setting tend to avoid conflict and include everyone in the group's victories. People in this culture naturally support each other and rely on a systematic approach to work. However, such a culture may lag in innovation or in its willingness to take on bold challenges. The S Culture Rewards: The S Culture Criticizes: Cooperation Aggressiveness Loyalty Pushiness Humility Disruptiveness Thoughtfulness Nonconformity Team focus Sudden change Working in the S Culture The S Culture offers benefits and challenges for people with each of the four DiSC®styles. People in the D Region (20% of the Group) People in the D region strive to get results in this culture. Their preference for action may cause them to make bold decisions and take daring risks. Such adventurous behavior can benefit the organization, which otherwise may struggle to move forward decisively. However, their assertive behavior may be seen as rude or pushy. People in the D region, on the other hand, may feel that the environment is too"touchy-feely." Further, the calm, orderly culture often seems dull to them, and they may look elsewhere for challenges. People in the i Region (40% of the Group) People in the i region tend to supply much of the excitement in this culture. They can bring enthusiasm to projects and coordinate the social activities that bond colleagues and build a sense of community. Others, however, may get frustrated that they aren't as organized and reliable in their habits as the culture expects. At the same time, people in the i region are likely to become bored at the laidback atmosphere that this culture encourages. People in the S Region (0% of the Group) People in the S region tend to appreciate the comforting routine that this culture provides. They're likely to respond well to the security of the environment, and they may look forward to the collaboration that is a large part of this culture. The organization can come to depend upon their loyalty and follow-through. However, they may not be challenged to improve their performance, accept new responsibilities, take chances, or make major changes. People in the C Region (40%of the Group) People in the C region tend to appreciate the fact that precision and analytical skills are respected in this culture. They seldom feel pressure to rush through projects in this environment, and they're likely to appreciate its methodical approach. They get the opportunity to benefit the organization by ensuring refined and accurate outcomes. However, they may be seen as too cold. People in the C region, in turn, may feel that the group is too sensitive and accommodating when making decisions. ©2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,is prohibited. EVERYTHING DiSC The S Style Within Your Group The S Culture Everything DISC®Facilitator Report The columns below list the people who have S in their style(as either primary or secondary)and those who don't. Consider how these two groups might misunderstand each other.And if this group has an S culture, consider how those who are low in S may react to that culture. Note:If the number of group members below exceeds the maximum that can fit,the list will be continued at the end of this report. With Primary Without Primary or Secondary S or Secondary S MARLAND HENDERSON John Goodhouse Jason Snider Marc Woodard John Cook Issues to Consider If this group has an S culture, your group may want to consider the following questions: For group members • How do people who aren't in the S region feel about this culture?What are their frustrations and challenges? • How does the group listen to those in the other regions? • How do people in the S region respond to those who don't share their style? • How open is your culture to the D, i, and C styles?How do they bring balance to your group? o Do people in the D region feel that the group moves too slowly and that people are too sensitive? o Do people in the i region feel like they have enough excitement? o Do people in the C region feel that the group makes decisions based on people's feelings rather than facts? For the group as a whole • What are the advantages and drawbacks of the S culture for your group? • How does the S culture support and inhibit the success of your group? • Does your group take enough risks?Does it avoid changes even when they are needed? • Does the group avoid making necessary but tough decisions just because they might upset others? • Do people have enough incentive to push themselves for more extraordinary results? ®2009 by John Wiley&Sons,Inc.All rights reserved. A Reproduction in any form,hi whole or In part,is prohibited. 12 EVERYTHING DISC The C Culture The C Culture Everything DiSC®Facilitator Report The percentage of group members(40%)whose dots fall in the C region is somewhat higher than the average group taking this online profile(27%). The hallmarks of a C culture are quality,accuracy, and order. Such a culture values high standards, careful analysis,and diplomacy. This group prides itself on getting perfect results. The group is cynical toward new ideas, and trust usually has to be earned. Members are often loyal but only to those they respect.The culture values punctual, hardworking, and dependable members.The group, however, may miss opportunities because it spends so much time researching and analyzing. It may resist growth for fear of lowering its standards. The C Culture Rewards: The C Culture Criticizes: Accuracy Mistakes Completeness Illogical behavior Attention to detail Lateness On-time performance Spotty research Dependability Exaggerated enthusiasm Working in the C Culture The C Culture offers benefits and challenges for people with each of the four DISC®styles. People in the D Region (20%of the Group) The double checking and deep analysis typical of the C culture will frustrate some people in the D region.They may be itching to get things moving, but they're expected to weigh the pros and cons and calculate risks. On the other hand, they may appreciate the skeptical and task-oriented nature of the group.They may also like working with people who are willing to let them take the lead. People in the i Region(40% of the Group) Many people in the i region will get bored with the C culture's continuous attention to accuracy.They may be expected to develop organized,systematic procedures for putting their ideas into action. If they aren't rigorous in their thinking,the group may be critical.Their socializing may be frowned upon, and they may feel that the group cares more about the task than it does about its people. On the other hand, the enthusiasm, optimism, and high energy of people in the i region may be a rare and invaluable asset to the group. People in the S Region(0%of the Group) Most people in the S region will like the stability of the environment. And without the pressure to be extroverted and outgoing,they will most likely feel at ease. But because the culture often expects people to work alone, some people in the S region may miss the feeling of collaboration and team spirit. The fact-oriented nature of the group may leave them feeling like important emotions are ignored or dismissed. People in the C Region(40%of the Group) People in the C region usually feel right at home in this environment. They appreciate the reserved, businesslike culture that values quality and dependability.They share the group's systematic approach, and they probably support the lack of direct conflict.They may, however, feed into an overly analytical culture that doesn't take chances and resists change. ®2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction In any form,in whole or in part,Is prohibited. 13 EVERYTHING DiSC The C Style Within Your Group The C Culture Everything DISC®Facilitator Report The columns below list the people who have C in their style(as either primary or secondary)and those who don't. Consider how these two groups might misunderstand each other.And if this group has a C culture, consider how those who are low in C may react to that culture. Note: If the number of group members below exceeds the maximum that can fit,the list will be continued at the end of this report. With Primary Without Primary or Secondary C or Secondary C John Cook MARLAND HENDERSON John Goodhouse Jason Snider Marc Woodard Issues to Consider If this group has a C culture, group members may want to think about the following questions: For group members • How do people who aren't in the C region feel about this culture?What are their frustrations and challenges? • How does the group listen to those in the other regions? • How do people in the C region respond to those who don't share their style? • How open is your culture to the D, i, and S styles?How do they bring balance to your group? o Do people in the D region feel stifled by the systematic pace of the group? o Do people in the i region feel bored or criticized? o Do people in the S region feel isolated and socially unconnected? For the group as a whole • What are the advantages and drawbacks of the C culture for your group? • How does the C culture support or inhibit the success of your group? • Does your group take enough risks? • Does the group spend too much time ensuring accuracy when it should be acting? • Does the group attend to the emotional and social needs of its members? ®2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,In whole or in part,Is prohibited. 14 EVERYTHI DISC Individual Data Table Data Summary Everything DiSC®Facilitator Report The list below shows the DISC®style of each group member. Names are grouped by primary DiSC style. Grou. Member DISC S le Grou• Member DiSC Style John Goodhouse Di Jason Snider iD Marc Woodard iD John Cook C MARLAND HENDERSON CS ©2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,is prohibited. Quick Reference Chart Small-Group Bonus Page Everything DISC®Facilitator Report The Everything DISC®Map below shows the percentage of your group whose primary style falls within each DISC® quadrant.This bonus page is only generated for groups with 16 or fewer participants per DISC quadrant. 20% of the Group ACTION 40% of the Group c,„,\\' John Goodhouse Di Jason Snider iD �/ /LG, Marc Woodard iD S) 0 O V r w 03 O 4 § s i v John Cook C 0 MARLAND CS Z �9 C y 5�QQ STABIL-1r( 40%of the Group 0%of the Group O 2009 by John Wiley&Sons,Inc.All rights reserved. w Reproduction in any form,in whole or in part,is prohibited. (6 Group Map With Names Small-Group Bonus Page Everything DiSC®Facilitator Report The Everything DiSC®Map below shows the names and dot locations of all group members. This bonus page is only generated for groups of 26 or fewer participants. ACTION ,C:, -8 yam. \ , O 2 IS ! ry w ! 03 41. \ • -CH V 1 C I -7L, A OA. ,' Q S7`ABIL1N The list below indicates which letter on the Group Map corresponds to your group members. Group Member DISC Style Group Member DISC Style A John Cook C B John Goodhouse Di C MARLAND HENDERSON CS D Jason Snider iD E Marc Woodard iD C 2009 by John Wiley&Sons,Inc.All rights reserved. Reproduction in any form,in whole or in part,Is prohibited. CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 13- 04-1 A RESOLUTION AMENDING THE COUNCIL GROUNDRULES AND SUPERSEDING RESOLUTION NO. 12-35, As A rra p.»de d C red 4-Q4c-0 WHEREAS, the Council Groundrules were reviewed and updated on August 28, 2012,with the adoption of Resolution No. 12-35;and WHEREAS, newly elected officials and mid-term elected officials agreed to review the groundrules during a special council meeting held January 10, 2013;and WHEREAS,the City Council discussed the groundrules at its January 10,2013,special meeting and determined updating and reformatting of the groundrules was desired. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council than. SECTION 1: Council Groundrules as outlined in Exhibit A represent the agreement of the Mayor and City Councilors. SECTION 2: This resolution is effective immediately upon passage. PASSED: This f day of au. 013. t //i Ma -City of Tigard A T: City Recorder-City of Tigard RESOLUTION NO. 13- e Page 1 Exhibit A— Resolution No. 13- CY-I On January 10,2013,the Tigard City Council met to discuss the Council Groundrules established by Resolution No. 12-35.The council agreed it preferred the draft re-formatted version of the groundrules;the reformatted version is listed in the document below. During its discussion on January 10,the council members agreed to some additional modifications to the reformatted groundrules. These modifications are shown in the red text edit marks and language changes or additions. Tigard City Council Groundrules The Tigard City Council hereby adopts the following rules for government of its members and proceedings. (Tigard City Charter,Chapter IV,Section 13).These rules will be reviewed and signed off on by each councilor annually. 1. Mandates are not discretionary. Any council or councilor who fails to abide by these is at risk of serious trouble and/or dysfunction. 2. Processes and Procedures are the rules the council sets to manage its own business. 3. Mutual Expectations reflect agreements and understandings among councilors to behave in certain ways. Once agreements are made,councilors who do not abide by them are likely to be mistrusted by their colleagues. 4. General Guidelines for Effective,Respectful Councils are basic rules of courtesy and respect that should guide any Council...or any other group for that matter. 1. Mandates • In no case should councilors direct the work of staff without prior approval of the department head or city manager. • Council members will not contact a board member to lobby on behalf of an individual,business or developer. Council members may contact the board member in order to clarify a position taken by the board. Council members may respond to inquiries from board members. Communications should be for information only. • Board members do not report to individual council members. Individual councilors have no authority to remove board members. • Be aware of the public nature of written notes.calendars.voicemail messages.and e-mail. All written or recorded materials including notes,voicemail,text messages and e-mail created as part of one's official capacity will be treated as potentially"public" communication. 1IPage • Respect the professional duties of city staff. Council members should refrain from disrupting staff from the conduct of their jobs;participating in administrative functions including directing staff assignments;attending staff meetings unless requested by staff;and impairing the ability of staff to implement policy decisions. • Reject gifts, services or other special considerations. • Councilors are encouraged to disclose potential conflicts of interest and excuse themselves from participating in decisions when an immediate family's or their own financial interests may be affected by the council's action. If in doubt,councilors are encouraged to discuss the matter with the city attorney. • Protect confidential information concerning litigation,personnel,property,or other affairs of the city. • Use public resources,such as staff time,equipment,supplies or facilities,only for city-related business. • A council member may be censured by the other council members for misconduct, nonperformance of duty or failure to obey the laws of the federal, state,or local government. 2. Processes and Procedures Ending Time for Council Meetings • The chair or other members if the chair fails to remember may call for a point of order at or around 9 p.m. to review remaining agenda items. The council may reset or reschedule items, which it feels may not be reached prior to the regular time of adjournment. • The council's goal is to adjourn prior to 9:30 p.m.unless extended by majority consent of council members present. If not continued by majority consent,the meeting shall be adjourned to the next scheduled meeting or the meeting shall be continued to another regular or special meeting at another date and time. "Citizen Communication" • The "Citizen Communication"portion of the agenda is a regular feature on the council business meetings. To manage the agendas to allow council time to consider the remaining agenda items scheduled for the business meeting,this agenda item will be allotted a maximum of 20 minutes. This item will be placed near the beginning of the council agenda to give citizens a chance to introduce a topic to the City Council. .. - ... -- . . >.. - ..• - - -.... ... • -.The mayor or the council president (if the mayor is absent) may ask speakers to keep their remarks to about two to five minutes. If a large number of speakers have signed up,the mayor might ask speakers to keep their comments closer to two minutes. • At the conclusion of the Citizen Communication period,the mayor,a council member or staff member will comment what,if any,follow-up action will be taken to respond to each issue. At the beginning of Citizen Communication at the next business meeting,staff will update the council and community on the review of the issue(s),the action taken to address the issue,and a statement of what additional action is planned. Council may decide to refer an issue to staff and/or schedule the topic for a later council meeting. 2IPage Budget Decisions • Budget cuts or increases are policy decisions. Budgets will not be cut"piece meal"or"across the board,"but rather should be made in service or program areas,giving staff full opportunity to provide data clearly defining the anticipated impact of the action. Council Liaisons • Council liaison assignments are determined by consensus of City Council_ The goal is to have assignments evenly divided between council members. When making assignments consideration should be given to continuity and the background,experience and expertise of individual councilors. Should two or more Council members seek appointment to a position,preference of the longest serving Council member may be a consideration. • The role of the council liaison is to periodically attend board meetings,listen to the board discussion,set context for the board regarding council decisions/goals/policies and city priorities,answer questions and carry concerns and information back to the full council.Council liaisons may attend board meetings more frequently if attendance is requested by the board. Councilors should make their role clear to the board when attending a meeting as a council liaison. • .. .. • Council liaisons are not to direct the business or decision-making process of the board and do not vote of matters before the board. • Council liaisons do not initiate,propose or advocate for their personal position on a matter before the board. • Council liaisons at times may advocate council actions on behalf of their assigned board. Great care must be taken to avoid the appearance of unfairness,conflict of interest or circumstances where such possibilities may exist(e.g.,Planning Commission quasi-judicial matters). City Council Compensation Section 2.44.020 of the Tigard Municipal Code provides for compensation for attendance at Council meetings and meetings for an intergovernmental board,committee or agency. The amount of the compensation for Council members may be reviewed and set annually by resolution of the City Council as part of the budget cycle. As part of the annual review,Council may elect to enter into an agreement with the Mayor or one City Councilor to assume additional responsibilities for additional compensation. The additional duties shall relate to representing the city on regional,state or federal issues and committees or task forces. The responsibilities and compensation shall be set by agreement between the Mayor or Councilor and the Council members. (Mayor Cook will serve as provided in Resolution No. 10-36:"The annual stipend for the Mayor shall be no more than $42,000. It is the expectation of the City Council that the assignments given to the Mayor, over and above usual and customary assignments... (Described in Section 6 of Res. 10-36...will require an average of twenty (20) hours each week during business hours.") 3IPage 3. Mutual Expectations - • Communication among Councilors • Information received by a council member that affects the council should be shared with the whole council. The city manager is to decide on"gray areas,"but too much information is preferable to too little. • Councilors and the city manager agree to report and discuss any contact that might affect labor relations with the entire council in Executive Session. • No surprises or ambushes. • Bounce ideas off each other by phone or informal conversation,always mindful not to form a quorum. • Share substantive information that is relevant to a matter under consideration from sources outside the public decision-making process with my fellow council members and staff. • It is the council's job to govern itself. If a discussion is going overly long or if a discussion becomes heated or tense,a council member may consider calling for a point of order to suggest taking a break or deferring the discussion to a future meeting. • The presiding officer should invite each councilor to express his or her opinion. Communication with Staff • Councilors are encouraged to avoid substantive contact with staff below the department head to avoid possible disruption of work,confusion on priorities and limited scope of responses. • City manager shares information equally with councilors. Communication with Boards and Commissions • Council members may attend any board meeting,which is open to any member of the public. However,council members should be sensitive to the way their participation could be viewed as unfairly affecting the process Communication with Other Public Agencies • Council members will be clear about representing the city or personal interests. If a council member appears before another governmental agency or organization to give a statement on an issue,the council member must dearly state whether the statement reflects personal opinion or is the official position of the city. • If a council member is representing the city on a board,committee or public meeting,that council member will consistently support and advocate the city's official position on an issue and cannot foster or further a personal viewpoint that is inconsistent with the official city position. Wage Communication on Behalf of the City or the Council ■ Do not provide the official response to communications directed to the full council. The city manager or mayor will coordinate the response on behalf of the city. It is appropriate for councilors to acknowledge receipt of commnniration and thank the sender. • It is the policy of the council that if councilors are contacted regarding labor relations during labor negotiations or conflict resolution proceedings,then councilors have no comment. ■ Communication that represents the city's position on an issue should come through city hall and be provided by the city manager. Direct submittals or inquiries to the council or individual councilors should be referred to the city manager,or councilors may ask the city manager to look into an issue. • Make no promises on behalf of the council in unofficial settings. Council members will frequently be asked to explain a council action or to give their opinion about an issue as they meet and talk with citizens. It is appropriate to give a brief overview. Overt or implicit promises of specific action or promises that city staff will take a specific action are to be avoided. uneilers Use of Electronic Communications Devices During Council Meetings • Councilors shall not use electronic communication devices to review or access information regarding matters not in consideration before the council during a council meeting. Councilors shall not access the internet but may access council packet information and personal review annotations*concerning any matter pending before the council during a council meeting. Councilors are to keep their focus on the proceedings. ° • - • - sew 5IPage 4. General Guidelines for Effective,Respectful Councils • Recognize that you are seen as a councilor at all times,no matter how you see yourself at any particular time. Thus,councilors are always treated by administration as council members. • Whenever you put anything in writing,assume that everyone in the city is looking over your shoulder. • If a communication is directed to an individual councilor,you may choose to respond as an individual or refer to the city manager. • Councilors are encouraged to maintain open communications with the city manager,both as a group and individually. • Councilors are encouraged to take issues to the city manager first,giving as much information as possible to ensure a thorough response. • In the absence of the city manager,councilors are encouraged to contact the assistant city manager. In the absence of both the city manager and the assistant city manager,councilors are encouraged to contact the department head,realizing that the department head will discuss any such inquiries with the city manager. • Communicate clearly,directly and respectfully. Focus on problems and solutions,not people. • Our goal is mutual confidence and respect with staff. Compliment staff members when they make good presentations. Be friendly. Attend staff occasions when you can. • Be courteous. • Honestly share concerns and opinions with each other. • Don't blurt it out on TV. • If you hold back in a meeting,follow up later with fellow councilors or the city Manager. • Spend some casual time together. • (Practice civility.professionalism and decorum in discussions and debate. Difficult questions, tough challenges to a particular point of view,and criticism of ideas and information are legitimate elements of democratic governance. This does not allow,however,council members to make belligerent,personal,slanderous,threatening,abusive,or disparaging comments. • Avoid personal comments that are intended to.or could reasonably be construed to.offend other members or citizens. If a council member is offended by the conduct or remarks of another member,the offended member is encouraged to address the matter early with the offending member. • Continue respectful behavior in private. The same level of respect and consideration of differing points of view deemed appropriate for public discussion should be maintained in private conversations. • Even private conversations can have a public presence. Council members should be aware that they are the focus of the public's attention. Even casual conversation about city business,other public officials or staff may draw attention and be repeated. • Understand proper political involvement. Council members,as private citizens,may support political candidates or issues but such activities must be done separate from their role as a council member. 6IPage • Be welcoming to speakers and treat them with respect by giving them full attention demonstrated by eye contact and active listening:avoid interrupting them with questions or comments. For many citizens,speaking in front of the council is a new and difficult experience. • Council members should commit full attention to the speaker. Comments,questions,and non- verbal expressions should be appropriate,respectful and professional • Be honest with fellow council members,the public and others. • Credit others'contributions to moving our community's interests forward. • Make independent,objective,fair and impartial judgments by avoiding relationships and transactions that give the appearance of compromising objectivity,independence,and honesty. • Review materials provided in advance of the meeting. • Make every effort to attend meetings. • Be prepared to make difficult decisions when necessary. • Contribute to a strong organization that exemplifies transparency. • Make decisions after prudent consideration of their financial impact, taking into account the long-term financial needs of the city. • Promote meaningful public involvement in decision-making processes. • Treat council members,board members,staff and the public with patience,courtesy and civility, even when we disagree on what is best for the community. • Conduct myself in a courteous and respectful manner at all times. • Encourage participation of all persons and groups. 7IPage TIGARD CITY COUNCIL GROUNDRULES COUNCIL GROUNDRULES CERTIFICATION As a member of the Tigard City Council, I affirm that: V I have read and understand the Council Groundrules including the Code of Conduct and its application to my role and responsibilities while serving on the City Council. I pledge to conduct myself by the Council Groundrules/Code of Conduct. I understand that I may be officially censured by the City Council if my conduct falls below these standards. Signature: Position: Signed this day of , 20 Resolution Exhibit A-Council Groundrules November 2010 14 COUNCIL PRESIDENT AND TRADITION Since I have been Council President there are several observations I would like to share with everyone and possibly make suggestions as to how a Council President would be more significant. First of all I would like to comment about what has been traditional about who is and will be our next Council President. When I came to the council it was well-known that everyone takes their turn whether they wanted it or not. Their term would be for two years and coincide with the election of new council members. That position is filled by a silent vote of all current councilors. Historically, as I know it, this has been the way it has been since I have been on council i.e. Sydney Webb the first two years, Nick Wilson the next two years, Gretchen Buehner the next two years and myself for the last two years. Basically everyone welcomes the position for its Honor and its Prestige. But as I want to explain there is much more to the vacancy than its admiration. The Council President's main responsibility is to serve as the Mayor when the Mayor is not available. This is accomplished by being briefed of the Mayor's current tasks by the Mayor and/or staff regarding the issues and policies that needs review in the Mayor's nonattendance. As Council President it is always assumed that you have other responsibilities but none are clearly defined. For instants when in the presence of being with your fellow councilman you are singled out for your leadership abilities and should reflect the quality of your council. My experience has shown me that greater care is painstaking necessary in keeping the Council President informed and included in all matters well-known to the Mayor. Simply to pinch-hit for the Mayor is far shy of the effort that needs to be taken. Traditionally the Mayor and Council have been strictly a volunteer appointment. However several years ago the council elected, due to the need for a more active Mayor, to pay an additional stipend to compensate for additional work needed to be performed by the Mayor or the Council for a stronger official endorsement in our governance model which necessitated work that traditionally was performed by the City Manager. This additional stipend was not meant to be exclusive for the Mayor but was agreed that if there were any councilors who performed additional work they could be reimbursed for their costs or time. Compensation for the Mayor is no greater than that of other council members however in all fairness, the amount appropriated since then to all councilors has increased substantially allowing more dollars for vehicular and incurred expense. However when this change was enacted the tradition of our governance changed. The hours per week more than doubled for the Mayor and so did his availability. This was not only witnessed by the present but by the past sitting council, leaving additional communication and liaison work to be performed by others. Traditionally there was more time for the council to meet. Traditionally lonl's, home gatherings and educational gatherings and etc. were conducted between the council to keep the flow of information current. Today with all the work we need to do with Council, CCDA and the LCRB we simply need to find better and more efficient was to communicate and govern amongst ourselves. 12-15-2014 mhh One of those tools is already in place in the Council Presidents role however greater care is necessary in keeping the Council President informed and included in all matters well-known to the Mayor. The main comment I would make as being the Council President for the past two years is that in definition I think that a greater responsibilities and acceptance by all is needed for that title of Council President. If given and the Council President given some of the responsibility to guide the rest of the councilors much of the important issues would be short circuited for a better communication system. Of the most important aspects of the job I would say that whoever has this position should be able to donate the time necessary that it needs. Keeping up with events and being available are highest in priority but being able to mentor and help guide the other councilors when needed is as valuable as any. This position demands leadership, guidance and management to make the council more successful and useful. Soon we will be electing the next Council President for 2 more years and from my experience I would like to offer a few important attributes to be consider; o Make sure the candidate wants to o Make sure they have time to spend achieving the appointment o Make sure the candidate can work well with mayor, the council and staff o Keep in mind what the office of Council President is suppose to do o Get educated on what the Council President's responsibilities are o Select the person who has the best comprehension of the position o Vote only for yourself if you feel there is no better choices who agree to serve Thank You, Council President, Marland Henderson 12-15-2014 mhh 2014 City Council Appointment Matrix Council Groundrules 12/18/14 Primary Tie Committee Name Representative Alternate Rep Meeting Frequency Expectation Staff Liaison Audit Committee 2- 3 times per year 2-hours per yr Debbie Smith-Wagar The Audit Committee is responsible for selecting the auditing firm and meets twice (minimum) with CPA firm reps appointed to perform the city's annual financial audit.Members participate in the appointment,compensation, retention and oversight of any independent accountants engaged for the purpose of preparing and issuing an independent audit report or performing other independent audit, review or attest services. Budget Committee All Council None 3-4 consecutive Monday Toby LaFrance evenings in April&May The Budget Committee provides a public forum to obtain public views in the preparation of fiscal policy. Budget Subcommittee-Social Services Councilor Snider 1 meeting in March Toby J.aFrance Reviews applications submitted by social service agencies for contributions from the city. Consists of 1 Council member and 2 citizen-members of the Budget Committee. Budget Subcommittee-Events All Council None Council Workshop or Study Toby LaFrance Session in March Reviews requests for contributions to community events. City Center Development Agency All Council None First Tuesday of month Approximately 2 Sean Farrelly hours per month Council members serve as the urban renewal agency's board. 1St Wednesday of the month,9-11 a.m.@ North Clackamas River Water Providers Councilor Woodard Clackamas Water Commission Building, 14275 S John Goodrich Clackamas River Drive, Oregon City Comprised of six municipal water providers on the Clackamas River serving more than 300,000 people in Clackamas County. Participation is voluntary and funded through membership dues.The CRWP projects and staff are jointly funded but each individual organization retains autonomy. Conservation programs and services are provided to CRWP members. Members include Estacada,Lake Oswego, Gladstone,Tigard, and the North Clackamas Counter Water Commission, Oak Lodge Water District,Sunrise Water Authority, South Fork Water Board and Clackamas River Water. 2014 Council Appointment Matrix— Page 1 To be updated 12/18/14 Committee Name Repr Primary sentative Alternate Rep Meeting Frequency Expect tion Staff Liaison Community Development Block Grant Council President 2"d Thursday of the month Approximately Policy Advisory Board Henderson Marissa Daniels at 7 p.m. Location rotates 2 hours month Marissa Daniels By IGA,Washington Co. established the Community Development Policy Advisory Board(PAB) to represent the County Consortium, make recommendations to the County Commissioners on all matters pertaining to the CDBG program. Includes a representative,generally an elected official, from the County and each of the 11 participating cities in the Co. Councilor 2nd Wednesday/month, Brian Rager/John Intergovernmental Water Board Monthly Snider 5:30 p.m.,Water Building Goodrich To make recommendations to the Tigard City Council on water issues and to carry out other responsibilities set forth in the IGA between Tigard,Durham, King City and the Tigard Water District. Each jurisdiction is represented by a member + 1 at-large. Metro Joint Policy Advisory Beaverton Mayor Cornelius Mayor 2"d Thursday/month Commission on Transportation Doyle Jef Dalin 7:30- 9 a.m.@ Metro Tigard Mayor Cook to attend/monitor meetings on regular basis. 17-member committee provides a forum for elected officials and representatives of agencies involved in transportation to evaluate transportation needs in the region and to make recommendations to Metro council. Mayor's AppointmentAdvisoy The Councilor serving as liaison to the committee that is recruiting will be the one that Staff Liaison to the Committee interviews applicants with the Mayor. committee interviewing The Mayor and one councilor. The councilor serving as the current City Council liaison will interview applicants for filling available seats on city boards, committees and commissions. For example,when interviewing applicants for the Planning Commission,the Mayor and the primary Council liaison will interview candidates with a meeting time and date to conduct the interviews coordinated by the staff liaison. Councilor Woodard Metropolitan Area Communications 6 times a year,usually Wednesday, 1-5 pm at Commission (abo serves as vice chair Louis Sears MACC headquarters in Beaverton Sears 614/13) MACC is the governing body that oversees the contracts for cable services and TVCTV. The Executive Committee meets separately to make recommendations to the Commission on administrative issues including budget and the review of the Executive Director. Metro Policy Advisory Committee Forest Grove Mayor 2"d and 4`h Wednesday Ongoing John Floyd (MPAC) Pete Truax 5-7 p.m. at Metro 4 hours/month MPAC it is made up of elected officials. Representatives are elected by peers within Washington County cities. 2014 Council Appointment Matrix- Page 2 To be updated 12/18/14 Committee Name Primary Time Representatives Alternate Rep Meeting Frequency Staff Liaison Expectation Regional Water Providers No appointment Quarterly meeting held Consortium made at Metro John Goodrich Consortium is comprised of all water suppliers in the metro area. The Councilor appointee to this group represents the city on regional policy issues. SW Corridor Plan Steering Councilor Committee Mayor Cook Woodard Consists of project partner elected and appointed officials who make final recommendations to the Metro Council and other jurisdictions for the SW Corridor Plan Tigard-Lake Oswego Joint Water We have two primary seats: bimonthly-location Partnership Oversight Committee Councilor Snider& rotates between Tigard& Dennis Koellermeier Lake O Membership is comprised of staff and elected officials to govern water partnership between the cities. Washington County Coordinating Mayor Cook Councilor 2"d Monday@ noon Committee Woodard Beaverton City Hall 1-2 hours per month WCCC reviews and comments on major land use and transportation issues and provides a forum for discussion which results in recommendations for a coordinated approach between jurisdictions. The Committee has specific authority on the Major Streets Transportation Improvement Program(MSTIP) and the Countywide Traffic Impact Fee (TIF) program. Representatives to JPAC and MPAC from County and cities in the Co.will be on the policy body. Westside Economic Alliance I Mayor Cook Councilor 3'd Wednesday @ 7:30-9 Plus Monthly Woodard a.m St.V's hospital breakfast forum Kenny Asher Create an environment conducive to business growth,working to influence decisions on policies and regulations impacting the economic vitality of the area. Council President Willamette River Water Coalition Henderson serves as vice Monthly John Goodrich chair 6/5/13 Mission of the coalition is to protect the Willamette River and to protect Tigard's water rights. 2014 Council Appointment Matrix - Page 3 To be updated 12/18/14 Tigard Board & Committee Liaison Assignments: Committee Name Primary Representative Alternate Rep Meeting Frequency Time Staff Liaison Expectation City Center Advisory Commission Council President Councilor 2°d Wednesday@ 6:30 p.m. Sean Farrelly Henderson Woodard This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan. Façade Improvement Subcommittee I Councilors Henderson, I Mayor Cook I As needed I Sean Farrelly To encourage businesses to make improvements to storefronts or commercial facades in downtown by providing design assistance and/or matching funds. *Two council representatives required. Downtown Public Art Subcommittee Councilors Henderson, Woodard Mayor Cook Sean Farrelly Discuss and make recommendations for various public art options that maybe purchased with the urban renewal funds for the Main St./Green St. project. Library Board Councilor Snider 2nd Wednesday- 7 p.m. Margaret Barnes This board advises Council on library policies,budget,facilities &other community needs to provide quality library service,per TMC 2.36.030. Neighborhood Involvement Committee Mayor Cook 3'Wednesday/quarterly@ 6 hours/year Joanne Bengtson 7p.m at Library 2nd fl. Charged with oversight for the Neighborhood Network program,encourages two-way communication between city and residents and encourages residents to be more involved. Park &Recreation Advisory Bd. Councilor Woodard Council President 2nd Monday@ 7 p.m in the Steve Martin Henderson Water Bldg To advise the Council on park and recreation policies,facilities,programs and budgets. Planning Commission I I Councilor Snider I 1st&3rd Monday@ 7p.m. I I Tom McGuire Assists the City Council to develop, maintain,update and implement the Comprehensive Plan,to formulate the Capital Improvements Program,and to review and take action on development projects and development code provisions delegated to the Commission. 2014 Council Appointment Matrix - Page 4 To be updated 12/18/14 Committee Name Representative Alternate Rep Meeting Frequency Expectation Staff Liaison Tigard Transportation Advisory Councilor 1" Wednesday,6:30 p.m., 1.5 hr. Committee Woodard Councilor Snider library 2❑d Floor Conf rm meetings Judith Gray Advisory to council&staff regarding planning and development of a comprehensive transportation network, including development of plans and corresponding financing programs;development of funding mechanisms and sources to implement transportation projects and ensure adequate maintenance of the existing transportation infrastructure;public involvement and education in transportation matters and ways to improve traffic safety and accessibility in all transportation modes. Tree Board I I I I 1 The mission of the Tree Board is to develop and administer a comprehensive program for the management, maintenance, removal, replacement& protection of trees on public property. *Tree Board mission to be added to/redefined in 2013?-get recommendation 1st&3rd Tuesday @ 530 p.m. Marty Wine, City Advisory Council Mayor Cook Mgr.,Lauren Gysel at City Hall(rotates) TPD Youth Services Tigard students in grades 6-12 advise City Council on the best ways to build developmental assets for each youth in Tigard. The Youth Advisory Council also facilitates the development and implementation of programs and activities that are important to youth. I:\adm\city council\goals\2015 (blanks for assignment)council liaison appt matrix\updated 11-5-14.docx 2014 Council Appointment Matrix- Page 5 To be updated 12/18/14 2015 City Council Appointment Matrix Council Groundrule mtg 12/18/14 Committee Name Primary Alternate Meeting Frequency Time Staff Liaison Representative Rep Expectation Audit Committee 2 - 3 times per year 2-hours per yr Debbie Smith-Wagar The Audit Committee is responsible for selecting the auditing firm and meets twice (minimum) with CPA firm reps appointed to perform the city's annual financial audit.Members participate in the appointment, compensation, retention and oversight of any independent accountants engaged for the purpose of preparing and issuing an independent audit report or performing other independent audit, review or attest services. Budget Committee All Council None 3-4 consecutive Monday Toby LaFrance evenings in April &May The Budget Committee provides a public forum to obtain public views in the preparation of fiscal policy. Budget Subcommittee-Social I 1 meeting in March Toby LaFrance Services Reviews applications submitted by social service agencies for contributions from the city. Consists of 1 Council member and 2 citizen-members of the Budget Committee. Budget Subcommittee-Events All Council None Council Workshop or Toby LaFrance Study Session in March Reviews requests for contributions to community events. City Center Development All Council None First Tuesday of month Approximately 2 Sean Farrelly Agency hours per month Council members serve as the urban renewal agency's board. Clackamas River Water 1St Wednesday of the month, 9-11 a.m. @ Providers North Clackamas Water Commission Building, John Goodrich 14275 S Clackamas River Drive, Oregon City Comprised of six municipal water providers on the Clackamas River serving more than 300,000 people in Clackamas County. Participation is voluntary and funded through membership dues. The CRWP projects and staff are jointly funded but each individual organization retains autonomy. Conservation programs and services are provided to CRWP members. Members include Estacada, Lake Oswego, Gladstone, Tigard, and the North Clackamas Counter Water Commission, Oak Lodge Water District, Sunrise Water Authority, South Fork Water Board and Clackamas River Water. 2015 Council Appointment Matrix— Page 1 To be updated 12/18/14 Committee Name Primary Alternate Meeting Frequency Time Staff Liaison Representative Rep Expectation Community Development Block 2"d Thursday of the month Approximately Marisa Daniels Grant Policy Advisory Board at 7 p.m. Location rotates 2 hours month By IGA, Washington Co. established the Community Development Policy Advisory Board (PAB) to represent the County Consortium, make recommendations to the County Commissioners on all matters pertaining to the CDBG program. Includes a representative, generally an elected official, from the County and each of the 11 participating cities in the Co. Intergovernmental Water Board I 2nd Wednesday/month, Monthly Brian Rager/John 5:30 p.m., Water Building Goodrich To make recommendations to the Tigard City Council on water issues and to carry out other responsibilities set forth in the IGA between Tigard, Durham, King City and the Tigard Water District. Each jurisdiction is represented by a member + 1 at-large. Metro Joint Policy Advisory Beaverton Mayor Cornelius Mayor 2"d Thursday/month Commission on Transportation Doyle Jef Dalin 7:30-9 a.m. Q Metro Tigard Mayor Cook to attend/monitor meetings on regular basis. 17-member committee provides a forum for elected officials and representatives of agencies involved in transportation to evaluate transportation needs in the region and to make recommendations to Metro council. Mayor's Appointment Advisory The Councilor serving as liaison to the committee that is recruiting will be the one Staff Liaison to the Committee that interviews applicants with the Mayor. committee interviewing The Mayor and one councilor. The councilor serving as the current City Council liaison will interview applicants for filling available seats on city boards, committees and commissions. For example, when interviewing applicants for the Planning Commission, the Mayor and the primary Council liaison will interview candidates with a meeting time and date to conduct the interviews coordinated by the staff liaison. Metropolitan Area 6 times a year, usually Wednesday, 1-5 pm at Louis Sears Communications Commission MACC headquarters in Beaverton MACC is the governing body that oversees the contracts for cable services and TVCTV. The Executive Committee meets separately to make recommendations to the Commission on administrative issues including budget and the review of the Executive Director. Metro Policy Advisory Forest Grove 2' and 4`h Wednesday Ongoing John Floyd Committee(MPAC) Mayor Pete Truax 5-7 p.m. at Metro 4 hours/month MPAC it is made up of elected officials. Representatives are elected by peers within Washington County cities. 2015 Council Appointment Matrix-Page 2 To be updated 12/18/14 Committee Name ReprePrimary Time sentatives Alternate Rep Meeting Frequency Expectation Staff Liaison Regional Water Providers Quarterly meeting Consortium held at Metro John Goodrich Consortium is comprised of all water suppliers in the metro area. The Councilor appointee to this group represents the city on regional policy issues. SW Corridor Plan Steering Transportation Committee planner Consists of project partner elected and appointed officials who make final recommendations to the Metro Council and other jurisdictions for the SW Corridor Plan Tigard-Lake Oswego Joint We have two primary seats: bimonthly-location Water Partnership Oversight rotates between Tigard Dennis Koellermeier Committee & Lake 0 Membership is comprised of staff and elected officials to govern water partnership between the cities. Washington County 2nd Monday @ noon 1-2 hours per Coordinating Committee Beaverton City Hall month none WCCC reviews and comments on major land use and transportation issues and provides a forum for discussion which results in recommendations for a coordinated approach between jurisdictions. The Committee has specific authority on the Major Streets Transportation Improvement Program (MSTIP) and the Countywide Traffic Impact Fee (TIF) program. Representatives to JPAC and MPAC from County and cities in the Co. will be on the policy body. Westside Economic Alliance 3rd Wednesday @ 7:30-9 Plus Monthly a.m. St. V's hospital breakfast forum Kenny Asher Create an environment conducive to business growth,working to influence decisions on policies and regulations impacting the economic vitality of the area. Willamette River Water Monthly I I John Goodrich Coalition Mission of the coalition is to protect the Willamette River and to protect Tigard's water rights. 2015 Council Appointment Matrix- Page 3 To be updated 12/18/14 Tigard Board & Committee Liaison Assignments: Committee Name Primary Alternate Rep Meeting Frequency Time Staff Liaison Rsentative Fpectation City Center Advisory Commission 2nd Wednesday @ 6:30 p.m. 3-5 hrs/mo Sean Farrelly This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan. Façade Improvement Subcommittee As needed Sean Farrelly To encourage businesses to make improvements to storefronts or commercial facades in downtown by providing design assistance and/or matching funds. *Two council representatives required. Downtown Public Art Subcommittee Sean Farrelly Discuss and make recommendations for various public art options that may be purchased with the urban renewal funds for the Main St./Green St. project. Library Board 2nd Wednesday-7 p.m. Margaret Barnes This board advises Council on library policies, budget, facilities & other community needs to provide quality library service,per TMC 2.36.030. Neighborhood Involvement 3`d Wednesday/quarterly @ Committee 7p.m. at Library 2nd fl. 6 hours/year Joanne Bengtson Charged with oversight for the Neighborhood Network program, encourages two-way communication between city and residents and encourages residents to be more involved. Park &Recreation Advisory Bd. 2nd Monday@ 7 p.m. in the 2-3 hrs/mo Steve Martin Water Bldg To advise the Council on park and recreation policies, facilities,programs and budgets. Planning Commission 1st & 3rd Monday @ 7p.m. 2-3 hrs/mo Tom McGuire Assists the City Council to develop, maintain, update and implement the Comprehensive Plan, to formulate the Capital Improvements Program, and to review and take action on development projects and development code provisions delegated to the Commission. 2015 Council Appointment Matrix—Page 4 To be updated 12/18/14 Committee Name Primary Alternate Rep Meeting Frequency Time Staff Liaison _ Representative Expectation . _ _ Tigard Transportation Advisory 1St Wednesday,6:30 p.m., 1.5 hr. Judith Gray Committee library 2"d Floor Conf rm meetings Advisory to council & staff regarding planning and development of a comprehensive transportation network, including development of plans and corresponding financing programs; development of funding mechanisms and sources to implement transportation projects and ensure adequate maintenance of the existing transportation infrastructure; public involvement and education in transportation matters and ways to improve traffic safety and accessibility in all transportation modes. Youth Advisory Council 1st & 3rd Tuesday @ 5:30 3 hours/mo Marty Wine, p.m. at City Hall (rotates) Lauren Gysel TPD Tigard students in grades 6-12 advise City Council on the best ways to build developmental assets for each youth in Tigard. The Youth Advisory Council also facilitates the development and implementation of programs and activities that are important to youth. I:\adm\city council\goals\2015 (blanks for assignment)council liaison appt matrix\updated 11-13-14.docx 2015 Council Appointment Matrix- Page 5 To be updated 12/18/14 League of Oregon Cities Legislative Committees are composed of city officials charged with analyzing policy and technical issues and recommending positions and strategies for the League. Transportation Policy Committee Scope of Work The Transportation Policy Committee reviews policy decisions and recommends legislative positions and strategies related to: streets and roads;traffic safety;public transit;and rail. Meetings Committee members are appointed for two-year terms. It is anticipated that in even-numbered years,committees will meet three or four times between March and June;in odd-numbered years, they will meet once or twice in the fall on an as-needed basis. Finance and Taxation Policy Committee Scope of Work The Finance and Taxation Policy Committee reviews policy decisions and recommends legislative positions and strategies related to:property/income taxation;school finance;local government debt instruments;infrastructure funding;public budgeting;state revenue sharing;and financing economic development. Meetings Committee members are appointed for two-year terms. It is anticipated that in even-numbered years,committees will meet three or four times between March and June;in odd-numbered years, they will meet once or twice in the fall on an as-needed basis. For more information regarding the committee process contact Angela Speier at aspeier @orcities.org. LOC Policy Committees • Community Development • Energy • Finance&Taxation • Human Resources • Telecom, Cable and Broadband • Transportation • Water