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City Council Packet - 10/22/2019 - • City of Tigard ■ TIGARD Tigard Business Meeting—Agenda TIGARD CITY COUNCIL& LOCAL CONTRACT REVIEW BOARD MEETING DATE AND TIME: October 22,2019 - 6:30 p.m. Study Session;7:30 p.m. Business Meeting MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up sheet(s). If no sheet is available,ask to be recognized by the Mayor at the beginning of that agenda item. Citizen Communication items are asked to be two minutes or less. Longer matters can be set for a future Agenda by contacting either the Mayor or the City Manager. Times noted are estimated;it is recommended that persons interested in testifying be present by 7:15 p.m. to sign in on the testimony sign-in sheet. Business agenda items can be heard in any order after 7:30 p.m. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 503-718-2419, (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2410 (voice) or 503-684-2772 (I'DD -Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVE VIDEO STREAMING ONLINE: htto://www.tigard-or.gov/city hall/council meeting.oho CABLE VIEWERS:The regular City Council meeting is shown live on Channel 28 at 7:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. IN " City of Tigard Tigard Business Meeting—Agenda TIGARD 0 ,.. TIGARD CITY COUNCIL& LOCAL CONTRACT REVIEW BOARD October 22,2019 - 6:30 p.m. Study Session;7:30 p.m.Business Meeting MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 6:30 PM •STUDY SESSION A. DISCUSS CITY MANAGER PERFORMANCE EVALUATION CRITERIA 6:30 p.m. estimated time B. COUNCIL LIAISON REPORTS 7:00 p.m. estimated time •EXECUTIVE SESSION:The Tigard City Council may go into Executive Session. If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute.All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 7:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. CITIZEN COMMUNICATION (Two Minutes or Less,Please) A. Follow-up to Previous Citizen Communication B. Citizen Communication—Sign Up Sheet 3. CONSENT AGENDA: The Consent Agenda is used for routine items including council meeting calendars,appointments to boards and committees and approval of contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting. These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. Motion to: A. LOCAL CONTRACT REVIEW BOARD - Consider Contract Award for Right of Way Maintenance •Consent Agenda-Items Removed for Separate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Council/Town Center Development Agency has voted on those items which do not need discussion. 4. EXECUTIVE SESSION:The Tigard City Council will go into Executive Session to review and evaluate the employment-related performance of the Chief Executive Officer under ORS 192.660(2) (i).All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Council will adjourn from Red Rock Creek Conference Room at the conclusion of the Executive Session. 7:40 p.m. estimated time 5. ADJOURNMENT 9:10 p.m. estimated time 11111 ii City of Tigard • a . Tigard City Council Meeting Agenda TIGARD October 22, 2019 CITY COUNCIL STUDY SESSION A. DISCUSS CITY MANAGER PERFORMANCE EVALUATION CRITERIA 6:30 p.m. estimated time HR Director Bennett will present this item. B. COUNCIL LIAISON REPORTS 7:00 p.m. estimated time Council Meeting Calendar October 1* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 8* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 15* Tuesday Council Business/Workshop Meeting —6:30 p.m.,Town Hall 22* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 29 Tuesday Fifth Tuesday Council Outreach, each in patrol districts November 5* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 11 Monday Veterans Day Holiday, City offices closed,Library open 12* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 19* Tuesday Council Executive Session Only—6:30 p.m.,Red Rock Conf. Room 26* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 28 Thursday Thanksgiving Holiday, City offices and Library closed December 3* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 10* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 17* Tuesday Council Workshop Meeting —6:30 p.m.,Town Hall 24* Tuesday Christmas Eve, City offices open & Library open with early closure 31 Tuesday New Years Eve, City offices open&Library open with early closure is\adm\city council\council calendar\3-month calendar word format.doc AIS-3966 A. Business Meeting Meeting Date: 10/22/2019 Length (in minutes): 30 Minutes Agenda Title: Discuss City Manager Performance Evaluation Criteria Prepared For: Dana Bennett, City Management Submitted By: Carol Krager, Central Services Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Mtg- Study Sess. Public Hearing: No Publication Date: Information ISSUE Council will discuss and provide feedback to staff regarding the proposed revisions to the City Manager's Performance Evaluation criteria, format, and process. STAFF RECOMMENDATION / ACTION REQUEST Staff requests Council provide guidance as to what the final set of criteria, format, and process will be for the City Manager's Performance Evaluation. KEY FACTS AND INFORMATION SUMMARY Attached is a draft of the revised City Manager Evaluation form, along with the External Partner Evaluation form,and Employee Evaluation Input form. Staff is seeking Guidance from Council on the following questions: 1.Does Council want to proceed with the attached revised Evaluation form,make additional changes,or use the attached for the 2020 form and use the previous form for the 2019 evaluation? 2.Does Council want to proceed with the attached External Partner form or make changes? 3.Does Council want to proceed with the attached Employee Input form or make changes? 4.Does Council want to receive 360° feedback from the City Manager's direct reports to assist in evaluating the City Manager using the attached form? OTHER ALTERNATIVES Council could make additional changes to the criteria, format, or process. COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS Evaluating the City Manager is consistent with Council Goals. DATES OF PREVIOUS COUNCIL CONSIDERATION During the September 10,2019 Study Session, Council reviewed options for the City Manager's Performance Evaluation criteria, format,and process. During that meeting, Councilor Lueb offered to take the feedback from the session, combined with some ideas she had,and bring forward a revised proposal. The attached City Manager Evaluation Form contains the results of those efforts. Attachments CM Eval FORM External Partner FORM Employee Input FORM Council Evaluation of City Manager City of Tigard City Manager: Date: City Council: SECTION I: PERFORMANCE MEASUREMENT CRITERIA Please designate a rating in the appropriate box for each item and include examples and comments which support the rating. Council Goals: The City Manager effectively leads and directs staff for the successful implementation and completion of Council Goals. ❑Exemplary Performance Examples: 0 Exceeds Expectations ❑ Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed City Values: The City demonstrates and holds the staff accountable to the City Values:Respect&Care(we treat people well),Do the Right Thing(We will go the extra mile to exceed expectations)and Get it Done(We will focus on solutions—not excuses). 0 Exemplary Performance Examples: ❑Exceeds Expectations ❑Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Professionalism: The City Manager operates professionally,honestly,creatively,and in an ethical way. 0 Exemplary Performance Examples: ❑Exceeds Expectations ❑ Fully Effective ❑Developing/Needs Additional Focus 0 Needs Improvement O Not Applicable or Not Observed City Operations: The City Manager effectively plans,organizes,and administers the operations of the City,either directly or through subordinate management and supervisory staff. 0 Exemplary Performance Examples: ❑ Exceeds Expectations ❑ Fully Effective ❑ Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Communication with Council: The City Manager accurately,effectively and regularly advises the City Council on issues,programs,and financial status as well as prepares and recommends long and short-term plans for City service provision,capital improvements,and funding. ❑ Exemplary Performance Examples: ❑Exceeds Expectations ❑ Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Representation of the City: The City Manager professionally represents the City and City Council in meetings with governmental agencies,community groups,and various business,professional,educational,regulatory,and legislative organizations. ❑Exemplary Performance Examples: 0 Exceeds Expectations ❑ Fully Effective ❑ Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Staff Oversight: The City Manager successfully oversees the selection,training,professional development,and work evaluation of the City staff.This includes the implementation of effective employee relations and related programs as well as providing policy guidance and interpretation for staff. ❑ Exemplary Performance Examples: ❑Exceeds Expectations ❑ Fully Effective ❑ Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Page 2 of 4 Budget Development: The City Manager successfully oversees the preparation of the annual budget and authorizes through staff the accuracy of budget transfers,expenditures,and purchases.They also regularly report to the City Council the financial condition and needs of the City. 0 Exemplary Performance Examples: ❑Exceeds Expectations 0 Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed SECTION II: GOALS & OUTCOMES FOR UPCOMING RATING PERIOD Outline the goals for the upcoming period and the desired outcomes. The desired outcome is the standard against which performance will be measured. These should be specific and measurable including timeframes as applicable. Goal 1: Outcome A. Outcome B. Goal 2: Outcome A. Outcome B. Goal 3: Outcome A. Outcome B. Goal 4: Outcome A. Outcome B. Goal 5: Outcome A. Outcome B. Page 3 of 4 SECTION III: COUNCIL'S SUMMARY COMMENTS The following is an overall performance rating for the City Manager, any recommended action by the Council,and sign off. The City Manager's signature does not necessarily mean that the City Manager agrees with the rating, only that the evaluation process has taken place. Summary Comments and Recommended Action (if applicable): Overall Rating(check one): Exemplary Performance: ❑ Exceeds Expectations: ❑ Fully Effective: LI Developing/Needs Additional Focus: ❑ Needs Improvement: ❑ City Manager's Signature Date Mayor's Signature Date Page 4 of 4 Collated External Partner Evaluation City Manager, City of Tigard City Manager: Date: External Partners Invited to Comment: Chief Kennedy,TVFR;Phil Thornburg,Mike Stevenson,&Steve DeAngelo,Tigard Businesses;Debi Mollahan,Tigard Chamber;Megan Phelan, City of Lake Oswego;Joel Komarek,LO/Tigard Water;Joel Rubin, CFM Research;Sherilyn Lombos,City of Tualatin;Sue Rieke-Smith, TTSD;and Diane Taniguchi-Dennis, CWS SECTION I: PERFORMANCE MEASUREMENT CRITERIA Please provide feedback,including some examples which support the feedback. Leadership: How has Marty's leadership impacted the City of Tigard's partnership and/or relationship with you and your organization? Comments: Partnership Development: What stands out as the most significant thing Marty has done this year to increase, improve,or enhance the partnership/relationship with you and your organization? Comments: Areas for Improvement: What are some things that Marty could do differently that would help the City of Tigard in its relationship with you and your organization? Comments: Other: Other observations you would like to share? Comments: Employee Evaluation Input Form City Manager, City of Tigard City Manager: Date: PERFORMANCE SELF-ASSESSMENT Please provide feedback,including some examples which support the feedback. Achievements: Note key accomplishments achieved during the rating period. (Consider achievement o_f the goals established during the review period and any other key accomplishments). Comments: Specific Highlights:Are there areas of performance that you wish to highlight as unique or of particular note that occurred during the rating period? (Provide specific examples). Comments: Areas Needing Increased Focus: Are there areas of performance that need more focus,attention or improvement or for which you need some additional guidance on from Council? (Provide specific examples). Comments: Goals:State any goals you have for the upcoming review period. (Consider any supportyou may need to achieve the listed goals and consider how they willplay a rote in furthering the City's Strategic Plan.) Comments: Employee Signature Date U4h. v� n C 41 -maw C av1 /°/1 7/11 " City of Tigard SUPPLEMENTAL PACKET Memorandum FOR 1� , e;) q T I GARD OF MUTING) ud7 - c ;ext. To: Mayor and City Council From: Dana Bennett, Human Resources Director Re: City Manager Performance Evaluation Revisions Date: October 17, 2019 As you may recall, during the September 10, 2019 meeting, Councilor Lueb offered to revise the content for the City Manager's Evaluation form. Enclosed is a revised form that includes the content as suggested by Councilor Lueb. At her request I have also enclosed a copy of the prior evaluation form for your consideration and comparison. We will be finalizing the content, format and process for the City Manager's Evaluation during the study session on October 22nd. Thank you o, Council Evaluation of City Manager City of Tigard City Manager: Date: City Council: SECTION I: PERFORMANCE MEASUREMENT CRITERIA Please designate a rating in the appropriate box for each item and include examples and comments which support the rating. Council Goals: The City Manager effectively leads and directs staff for the successful implementation and completion of Council Goals. ❑ Exemplary Performance Examples: ❑ Exceeds Expectations ❑ Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed City values: The City demonstrates and holds the staff accountable to the City Values:Respect&Care(we treat people well),Do the Right Thing(We will go the extra mile to exceed expectations)and Get it Done(We will focus on solutions—not excuses). ❑Exemplary Performance Examples: ❑Exceeds Expectations ❑Fully Effective ❑Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed Professionalism: The City Manager operates professionally,honestly,creatively,and in an ethical way. ❑Exemplary Performance Examples: ❑Exceeds Expectations ❑Fully Effective ❑ Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed City Operations: The City Manager effectively plans,organizes,and administers the operations of the City,either directly or through subordinate management and supervisory staff. ❑Exemplary Performance Examples: ❑ Exceeds Expectations El Fully Effective E l Developing/Needs Additional Focus El Needs Improvement El Not Applicable or Not Observed Communication with Council The City Manager accurately,effectively and regularly advises the City Council on issues,programs,and financial status as well as prepares and recommends long and short-term plans for City service provision,capital improvements,and funding. El Exemplary Performance Examples: El Exceeds Expectations El Fully Effective El Developing/Needs Additional Focus El Needs Improvement E l Not Applicable or Not Observed Representation of the City The City Manager professionally represents the City and City Council in meetings with governmental agencies,community groups,and various business,professional,educational,regulatory,and legislative organizations. ❑Exemplary Performance Examples: El Exceeds Expectations ❑Fully Effective El Developing/Needs Additional Focus E l Needs Improvement E l Not Applicable or Not Observed Staff Oversight The City Manager successfully oversees the selection,training,professional development,and work evaluation of the City staff This includes the implementation of effective employee relations and related programs as well as providing policy guidance and interpretation for staff. ❑Exemplary Performance Examples: ❑Exceeds Expectations ❑ Fully Effective E l Developing/Needs Additional Focus E Needs Improvement ❑Not Applicable or Not Observed Page 2 of 4 Budget Development: The City Manager successfully oversees the preparation of the annual budget and authorizes through staff the accuracy of budget transfers,expenditures,and purchases.They also regularly report to the City Council the financial condition and needs of the City. 0 Exemplary Performance Examples: ❑Exceeds Expectations ❑ Fully Effective ❑ Developing/Needs Additional Focus ❑Needs Improvement ❑Not Applicable or Not Observed SECTION II: GOALS & OUTCOMES FOR UPCOMING RATING PERIOD Outline the goals for the upcoming period and the desired outcomes. The desired outcome is the standard against which performance will be measured. These should be specific and measurable including timeframes as applicable. Goal 1: Outcome A. Outcome B. Goal 2: Outcome A. Outcome B. Goal 3: Outcome A. Outcome B. Goal 4: Outcome A. Outcome B. Goal 5; Outcome A. Outcome B. Page 3 of 4 SECTION III: COUNCIL'S SUMMARY COMMENTS The following is an overall performance rating for the City Manager,any recommended action by the Council, and sign off. The City Manager's signature does not necessarily mean that the City Manager agrees with the rating, only that the evaluation process has taken place. Summary Comments and Recommended Action (if applicable): Overall Rating (check one): Exemplary Performance: Exceeds Expectations: n Fully Effective: Developing/Needs Additional Focus: Needs Improvement: City Manager's Signature Date Mayor's Signature Date Page 4 of 4 City Manager Performance Evaluation City of Tigard NAME: DATE: REVIEW PERIOD: City Manager Signature: Date: Mayor on behalf of Council (Please Print): Mayor Signature: Date: Page I 1 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January- December 2018 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done", "Do the Right Thing",and"Respect and Care"). Please use the following criteria: 5=Exemplary Performance; 4=Exceeds Expectations;3=Fully Effective;2=Developing/Needs Additional Focus; 1=Needs Improvement;NA=Not applicable (have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT II. Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period.Base your evaluation upon the job requirements, achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. GOAL 1—Advance a Local Option Levy and Facilities Bond to Voters to Increase Resources and Space for Day-to-Day City Services RATING: NA 1 2 3 4 5 GOAL 2 -- Expand Recreation Opportunities for the People of Tigard (Programs,partnerships) RATING: NA 1 2 3 4 5 GOAL 3—Make Downtown Tigard a Place Where People Want to Be (Plaza, housing, trails) RATING: NA 1 2 3 4 5 Page12 GOAL 4—Pursue Development of Light Rail Along the Southwest Corridor RATING: NA 1 2 3 4 5 GOAL 5 —Implement Tigard Triangle Strategic Plan (Lean Code/Infrastructure Planning) RATING: NA 1 2 3 4 5 GOAL 6—Annex Territory into the City (Islands/UGB) RATING: NA 1 2 3 4 5 ISSUES FOR FURTHER DISCUSSION AND POLICY DIRECTION Affordable Housing: consider additional program or policy initiatives Reports on Task Force on Homelessness Plan for Council Goals in 2017-2021: • Urban Growth Boundary Expansion/River Terrace South • Pedestrian Connections:Sidewalks,Pathways and Trails program RATING: NA 1 2 3 4 5 PageI3 III.Evaluate and discuss the City Manager's job performance for the current review period.Please provide specific examples to support your assessment/evaluation.You will be provided with feedback from her 360 evaluation process, prior to Council completing this section of the evaluation form. a. Professional Skills/Decision Making Ability to anticipate and analyze problems and map effective solutions.In making decisions considers the best available facts,projections,and evidence and to the extent that resources permit,ensures that such tools are available.Demonstrates a solid understanding of all departmental functions within city government. RATING: NA 1 2 3 4 5 b. Leadership Sets the performance tone and culture of the organization,recognizes opportunities,capitalizes on partnerships,promotes trust,builds and motivates teamwork,provides vision and direction,encourages and seeks to develop the skills and abilities of others.Treats all with respect and sets the standard for performance accountability by example. RATING: NA 1 2 3 4 5 c. Personnel/Risk/Labor Relations Understands contract negotiations,labor strategy and contract administration. Equitably, fairly and with consideration addresses issues related to labor matters.Recognizes the value of excellent staff and seeks to maintain high performers while balancing the containment of costs. Implements effective programs and decisions to ensure management,control and balance of liability and loss. RATING: NA 1 2 3 4 5 d. Budget and Finance Including financial management and operational efficiency such as accurately and concisely reports and projects the financial condition.Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Obtains the best possible result for the money spent,and monitors efficiency,service improvement and effectiveness for programs. RATING: NA 1 2 3 4 5 e. Community Relations Including public service,sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 5 Page 14 f. Intergovernmental Relations Develops good working relationships with other local, county,regional,state and federal agencies and effectively represents city interests RATING: NA 1 2 3 4 5 g. Interpersonal Skills/Individual Characteristics Including professionalism,creativity,honesty, ethics,and adaptability RATING: NA 1 2 3 4 5 h. Communications Provides Council with well-informed concise oral and written communication,responds to the direction of the majority of the Council--while still recognizing the concerns of the minority, approachable and responsive,is able to represent Council to the community through forums,publications and other venues. Pursues an outreach style of management as a spokesperson for city issues. RATING: NA 1 2 3 4 5 i. Economic Growth&Development Including strategy,vision and community engagement RATING: NA 1 2 3 4 5 ADDITIONAL COMMENTS (OPTIONAL) IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or focus?Provide specific examples. Page 15 Guidance for Evaluation Rating System: Rating 5 (Exemplary Performance) Meaning: Performance is exemplary.Performance demonstrates an exciting vision,challenges the status quo,employs significant creative strategy or innovation,and inspires colleagues and associates to be fully engaged and achieve their full potential. Rating 4 (Exceeds Expectation) Meaning: Performance exceeds the standard expected in most of the of the areas of the performance criteria.The assessment indicates that the jobholder has not only achieved effective results against the performance criteria but also has been able to give"Value Added"to this performance criterion in terms of impact and/or satisfaction to stakeholders. Rating 3 (Fully Effective) Meaning: Employee is meeting the job expectations in this area. Rating 2(Developing/Needs Additional Focus) Meaning: Employee is not meeting expectations as set,but is making appropriate level effort. The employee may need to develop more in this area or may require additional guidance or clarity of the expectations in order to increase performance in this area. Rating 1(Needs Improvement) Meaning Employee is not meeting expectations as set and the area needs prompt attention and improvement. Page 16 Collated External Partner Evaluation City Manager, City of Tigard City Manager: Date: External Partners Invited to Comment: Chief Kennedy,TVFR;Phil Thornburg,Mike Stevenson,&Steve DeAngelo,Tigard Businesses;Debi Mollahan,Tigard Chamber;Megan Phelan,City of Lake Oswego;Joel Komarek,LO/Tigard Water;Joel Rubin,CFM Research;Sherilyn Lombos,City of Tualatin;Sue Rieke-Smith, TTSD;and Diane Taniguchi-Dennis,CWS SECTION I: PERFORMANCE MEASUREMENT CRITERIA Please provide feedback,including some examples which support the feedback. Leadership: How has Marty's leadership impacted the City of Tigard's partnership and/or relationship with you and your organization? Comments: Partnership Development: What stands out as the most significant thing Marty has done this year to increase, improve,or enhance the partnership/relationship with you and your organization? Comments: Areas for Improvement: What are some things that Marty could do differently that would help the City of Tigard in its relationship with you and your organization? Comments: Other: Other observations you would like to share? Comments: Employee Evaluation Input Form City Manager, City of Tigard City Manager: Date: PERFORMANCE SELF-ASSESSMENT Please provide feedback,including some examples which support the feedback. Achievements: Note key accomplishments achieved during the rating period. (Consider achievement of the goals established during the review period and any other key accomplishments). Comments: Specific Highlights:Are there areas of performance that you wish to highlight as unique or of particular note that occurred during the rating period? (Provide specific examples). Comments: Areas Needing Increased Focus: Are there areas of performance that need more focus,attention or improvement or for which you need some additional guidance on from Council?(Provide specific examples). Comments: Goals:State any goals you have for the upcoming review period. (Consider any supportyou may need to achieve the listed goals and consider how they will play a role in furthering the City's Strategic Plan.) Comments: Employee Signature Date • A JENDA ITEM NO. 2B - CITIZEN COMMUNICATION DATE: October 22, 2019 (Limited to 2 minutes or less,please) The Council wishes to hear from you on other issues not on the agenda, but asks that you first try to resolve your concerns through staff. This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record. The names and addresses of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. NAME,ADDRESS & PHONE TOPIC STAFF Please Print CONTACTED Name: ..') r't iL '�J(� Fire L1( li Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address ie (0 ,f?OX 7 3 6 City l y State L i c CW\ Zip 1 +� Phone No. (-24 —) (9 71) CM—-- 'wl 0 Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. CITIZEN COMMUNICATION I:\ADM\CITY RECORDERS\000 City Recorder-Records Resources and Policies\CCSignup\Citizen Communication.doc AIS-4006 3.A. Business Meeting Meeting Date: 10/22/2019 Length (in minutes): Consent Item Agenda Title: Consider Contract Award for Right of Way Maintenance Prepared For: Joseph Barrett Submitted By: Joseph Barrett,Public Works Item Type: Motion Requested Meeting Type: Consent Agenda - LCRB Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE Shall the Local Contract Review Board award a contract for right of way maintenance services to Cascadian Landscapers,Inc.? STAFF RECOMMENDATION /ACTION REQUEST Staff recommends the Local Contract Review Board award a contract for right of way maintenance services to Cascadian Landscapers,Inc.in the amount of$94,500 annually and direct the City Manager to take the steps necessary to execute the contract. KEY FACTS AND INFORMATION SUMMARY The city has a need for a landscape contractor to perform both landscape maintenance and minor improvements in a number of the city's rights of way. The vast majority of this contract will be for maintenance services as the city has largely completed improvements over the contracts of prior years. Maintained rights-of-way under this proposed contract are found along Durham,Gaarde,Walnut, 135th, Pacific Hwy,and a few others. Work will include: •Turf Management(Mowing,Edging,String Trimming,Sweeping/Blowing Sidewalks), •Planter Strip Maintenance, •Weeding •Litter Pickup •Pruning •Leaf Removal •Irrigation Repair,and •Fertilization (Turf and Planter Strips). A Request for Proposal was issued for work and three firms responded: •Cascadian Landscapers,Inc., •Pac Green Landscape,and •Pacific Landscape Services. A selection committee of staff scored the proposals based on the criteria outlined in the Request for Proposal and determined that Cascadian Landscapers,Inc. submitted the proposal best meeting the city's needs. The proposed contract will be for an estimated $94,500 annually for the baseline streets. Over a possible five-year life of the contract, the total estimate is $472,500. OTHER ALTERNATIVES The Local Contract Review Board may reject the proposed contract award and direct staff to resolicit the work. COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION This is the first time the Local Contract Review Board has reviewed this potential contract award. Fiscal Impact Cost: $94,500 Budgeted (yes or no): Yes Where budgeted?: Gas Tax Fund Additional Fiscal Notes: The potential contract is estimated at$94,500 annually with a potential five-year cost of$472,500. The funds are appropriated annually in the Street Maintenance division budget which resides in the Gas Tax fund. This is off-set with transfer in from the Street Maintenance Fund. Attachments No file(s)attached. AgendaQuick©2005-2019 Destiny Software Inc.,All Rights Reserved