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City Council Packet - 01/23/2017 I of City Tigard Tigard Special Meeting - Agenda TIGARD TIGARD CITY COUNCIL GOAL SETTING MEETING MEETING DATE AND January 23, 2017 - 6:00-9:00 p.m. TIME: • MEETING LOCATION: TVF&R Command Center Boardroom, 11945 SW 70th Avenue, Tigard, OR 97223 PUBLIC NOTICE: Times noted are estimated. 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: 503-639-4171, ext. 2410 (voice) or 503-684-2772 (TDD - Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA City o f Tigard TIGARD Tigard Special Meeting - Agenda TIGARD CITY COUNCIL GOAL SETTING MEETING MEETING DATE AND January 23, 2017 - 6:00-9:00 p.m. TIME: MEETING LOCATION: TVF&R Command Center Boardroom, 11945 SW 70th Avenue, Tigard, OR 97223 6:00 PM •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. 1. SPECIAL MEETING A. Call to Order - City Council B. Roll Call 2. Council Goal Workshop •Opening Remarks - Mayor Cook •Goal Setting Overview- Consultant Jensen •Policy Considerations - Consultant Jensen/Council •City Projects Overview - City Manager Wine •Council Goal Setting- Consultant Jensen/Council •Next Steps - Consultant Jensen/City Manager Wine •Closing Remarks - Mayor Cook 3. ADJOURNMENT 9:00 p.m. estimated time 2015-2017 Tigard City Council Goals Priorities for Council Attention and Action 1. Provide Recreation Opportunities for the People of Tigard Objectives Estimated Timeline Establish city recreation program in 2015-16 adopted budget • Recreation clearinghouse and program guide Completed July 2015 • Grants & scholarships • Recreation coordinator—staff position Spring 2016 • Programs and classes (beginning Year 2) Spring 2016 2017 • Outdoor events (Year 2) • Indoor events (Year 3) Explore feasibility of partnership opportunities,including THPRD, December 2016 YMCA,TTAD,TTSD, other city, or non-profit opportunities; establish facility partnership if feasible Consider a voter-approved measure to fund recreation November 2016 Complete the city's facilities strategic plan to identify future facility September 2016 needs for a recreation/community center. 2. Make Downtown Tigard a Place Where People Want to Be Objectives Estimated Timeline • Support residential and mixed use development in walkable and transit-supported areas by completing the Ash Completed in 2015 Ave/Burnham Redevelopment project • Increase walkable access to open space by advancing plans for new downtown open space,including the Tigard Street December 2016 Trail plaza, the Fanno Creek Overlook, and a Main Street plaza,including programming • Strengthen downtown's identity by completing gateway improvements and install art at both Main Street entrances Completed in 2015 • Support walkability by completing two Strolling Street Completed in 2015 projects • Secure brownfields cleanup grant (if eligible) to facilitate Spring 2016 infill or open space development enabling a more walkable and interconnected downtown • Promote downtown as a place to shop, dine and recreate Summer 2016 Through communications and support of Tigard Downtown Affiance activities. P a R r 1 Draft-Revised January 2016 3. Adopt and Begin Implementation of Tigard Triangle Strategic Plan Objectives Estimated Timeline Tigard Triangle Strategic Plan • Plan Development Completed Spring • Council consideration and adoption (code and plan 2015 amendments) September 2016 Consider Lean Code and Plan Amendments September 2016 • Zoning • Community Development Code • Transportation System Plan • Parks and Trails Master Plans Infrastructure Planning • Citywide Stormwater Master Plan June 2017 o Triangle Stormwater Implementation Plan FY 2017-18 • Streetscape Design Plan August 2016 • 72nd Avenue Study (pending CIP approval) June 2017 Development of Funding Tools • Urban Renewal o Plan Development October 2016 o Plan Adoption December 2016 o Public Vote May 2017 • LID — consider continuance of existing April 2016 • Vertical Housing Development Zone Completed 2014 Completed 2014 • Tigard Enterprise Zone N r v 2 I Draft-Revised January 2016 4. Enable Groundbreaking in River Terrace by Summer 2015 Objectives Estimated Timeline Infrastructure Financing Project (RT and Citywide) Completed • Council Briefing February 2015 • SDC Notice and Methodology February 2015 • Council Hearing— SDCs April 2015 River Terrace Community Plan Implementation Completed • Zoning Districts February 2015 • Code Amendments February 2015 Permitting Completed Winter • Early assistance for land use applications (ongoing) 2015 and ongoing into • Land use applications 2016 • Building and site permits Public Facilities • City of Tigard downstream stormwater conveyance analysis Summer 2016 • Clean Water Services pump station Winter 2016 • City of Tigard 550-Zone Water Improvements Summer 2016 5. Expand Opportunities to Engage People in the Community Objectives Estimated Timeline Citywide Communications Plan (will include suggested Completed Spring engagement improvements) 2015 Continue Council outreach meetings Quarterly throughout each year Seek input on and outreach about the sidewalk connection Prepare for May 2017 program ballot Community education; identify timing and content of measures for June 2016 voter approval Organize community engagement through increased work with June 2016 Neighborhood Networks, in-person and online forums 6. Define and Establish the City's Role in Addressing Homelessness P 3 I Draft-Revised January 2016 Issues for Further Council Discussion [Topics will be scheduled for workshop meetings (3rd Tuesday) or study sessions] • SW Corridor—Mayor will brief Council during Council Liaison reports • Pacific Highway/congestion and aesthetics (May 2016) • Annexation (Incentives Resolution in February, discussion June 2016) • Charter review (July 2016) • Future possible ballot measures (April 2016) • Strategic Plan Updates • Sustainability (August 2016) 1' x 4 I Draft-Revised January 2016 Council Goal: Provide Recreation Opportunities for All People of Tigard 111111 I u TIe .ARD Proposed Next Steps Below is my understanding of the council discussion on recreation from the November 22 meeting. Form a PRAB subcommittee to evaluate recreation partnerships. Staff will work with the subcommittee to explore the future of recreation partnerships. Explore partnership opportunities with the City of Tualatin Tualatin is waiting to begin an update of their Parks and Recreation Master Plan before exploring formalized partnership opportunities. Recreation staff at both cities will look for opportunities to help each other with programming. Monitor the future of the YMCA in Sherwood. By October 2017, Sherwood will decide on the future of the YMCA. Write a white paper on the city needs for park maintenance and recreation opportunities. Public Works staff will draft a white paper about recreation, and parks maintenance during the FY 17-18 budget process. Council expressed an interest in discussing the topic in greater detail during the budget process. The PRAB had listed park maintenance as a top priority for upcoming year. Continue implementing the MIG 5-year plan The city is in year two of implementing the plan. Increased funding will be needed to implement the final three years of the study. Council Goal: Defining the City's Role in Homeless III TIGARD Proposed Next Steps Below is my understanding of the council discussion on homelessness from the November 22 meeting. Assist Just Compassion with the purchase of a PO Box Confirm with Just Compassion that the post office will allow multiple individuals to receive government issued checks. Assemble a Task Force for the Homeless Form a task force to identify short-term and long-term solutions for the growing homeless population. Size, composition, and timing: • 10 to 15 community leaders representing the Good Neighbor Center, Luke-Dorf, Tigard Chamber,Just Compassion, Severe Weather Shelter, Tigard-Tualatin School District, Commercial Real Estate, Washington County, • Tigard Police Transient Team will attend each meeting. • Councilor-elect Anderson will be the council liaison. • Kent Wyatt, senior management analyst and Madison Thesing, management intern, will serve as staff liaison. • The task force will begin in January or February, or the earliest date that works for task force members. • The task force will begin with a limited duration of two months. Input from Council: Which other organizations should be represent on the task force? Contact Milwaukie about whether the Orange Line brought an increase in the homeless population. Before the opening of the Orange Line, Milwaukie city council was worried about an increase in Milwaukie's homeless population. Milwaukie staff reports that the concern has not played out as there has not been an uptick. Continue active participation in regional discussions • Actively participate with Just Compassion—attending meetings, printing materials, and assisting with navigating the state and federal grant process. • Support homelessness initiatives on the city's state and federal legislative agenda. • Attend school district discussions about Family Promise. • Become more active in Washington Thrives. 2015-2017 Tigard City Council Goals I. PIM ide Recreation O ) )ortunities for clic Ili r,ple of Tif4.11.4.1 • Establish city recreation program in 2015-16 adopted budget - Recreation clearinghouse and prognam guide(completed) - Programs and classes(beginning Year 2) - Grants&scholarships - Outdoor events(Year 2) Recreation coordinator—staff position - Indoor events (Year 3) • Explore feasibility of partnersh0 opportunities,including THPRD, YMCA, TTSD and other city, or non-profit opportunities;establish facility partnership if fea ribl • Consider a voter-approved measure to fund recreation • Complete the city's facilities strategic plan to identify future facility needs for a recreation/cnmmuni .center 2' Quarter Update: • Establish city recreation program in 2015-16 adopted budget o Completed and published the first Activities Guide for Summer 2016 o Contacts developed from Easter Egg Hung are being used as future contacts for recreation activities o Developed guidelines for staff evaluation - based on family need-to award scholarships to Tigard residents for recreation activities. o Identified the need and funding for a part-time position to help with administrative tasks associated with recreation. o Identified position classifications needed for on-call personnel to assist with programs o Developed contracts and initiated contact with providers to hold recreation classes in summer 2016 o Used the experience gained at the Egg Hunt to help plan the 2016 summer events (Movies in the Park, Family Fest) o Central Services Department has initiated a facilities plan that may incorporate the vision for a community center. • Explorefeasibility of partnership opportunities,including THPRD, YMCA, TTSD and other city, or non-profit opportunities;establish facility partnership if feasible o Identified four potential recreation partners and completed preliminary interviews with each-Tualatin Hills Park and Recreation District,Tigard-Tualatin Aquatics District,Tigard-Tualatin School District,and the City of Sherwood. Each potential partner agreed to continue discussions with the city if the Council directs staff to complete a more detailed review of recreation partnerships. A fifth recreation option considers city staff to expand in-house recreation programming and events. Council will discuss recreation partnerships at their August 16 meeting. o With Community Development,initiated contract with a consultant to plan the future park at Metzger School and incorporate facilities that benefit the city and TTSD. o Awaiting new principal at Metzger to initiate after-school programs at Metzger Elementary. 2. Alalic DOW11IIrwn Tigard a Place Where Pco Ic \Vani Ii Ru • Support residential and mixed use development in walkable and transit-supported areas by completing the Ash Ave/Burnham Redevelopment project(completed) • Increase walkable access to open space by advancingplans for new downtown open space, including the Tigard Street Trail plaza, the Fanno Creek Overlook, and a Main Street plaza, including programming • Strengthen downtown's identity by completinggateAvgy improvements and install art at both Main Street entrances(completed) • Support walkability by completing two Strolling Street projects(completed) • Secure brownfields cleanup grant(if eligible)to facilitate infill or open space development enabling a more walkable and interconnected downtown • Promote downtown as a place to shop, dine and recreate through communications and support of TDA activities 1 2'Quarter Updates o Two EPA Brownfield Clean-up grants (totaling$400,000) awarded in May for Main Street/Fanno properties. o Land use and Clean Water Services applications submitted to entitle the Main Street/Fanno redevelopment and public space project. o Tigard's economic development team worked with the Tigard Downtown Alliance to develop programs that invite residents and visitors into downtown Tigard. Downtown activities included the May Art Walk and Pop-Up Gallery,a stakeholder Field Trip to downtown Hillsboro and preparation for September 10 Street Fair with Latin American-themed Fiesta. The TDA is exploring ways to use a$24,000 grant from the city's economic development department for capacity-building programs. o FY 2016-17 Adopted city budget includes continued financial support for the TDA. 3. Ado t and 13fi_in Ire Id I ii2,aid J Stiaicizit PLii� Committee recommendation;Council consideration and adoption of Tigard Triangle Strategic Plan Consider Lean Code and Plan Amendments • Zoning • Community Development Code • Tran.portation System Plan - Parks and Trail Plans,and parking requirements • Infrastructure Planning - Stormwater Master Plan - Triangle Stormwater Implementation Plan - Streetscape Design Plan • 72' Avenue Study(pending Capital Improvement Plan approval) • Development of Funding Tools Urban Renewal - Plan development,plan adoption,public vote - Local Improvement District-consider cbatinrranc:of existing - Vertical housing development v,ie - Tigard Enterprise Zone 2"Quarter Update: o Staff is integrating the proposed lean code into the existing development code,which does not easily relate to existing processes and standards.Remaining policy issues to resolve include,but are not limited to,urban forestry requirements and what fees,if any,to accept in-lieu of infrastructure improvements. o The re-zone of the Tigard Triangle requires a traffic analysis to address requirements of the Oregon Transportation Planning Rule. Staff is working with a consultant and Oregon Department of Transportation to determine an acceptable methodology to use for the analysis. o A Parking Management Plan is being drafted that outlines short-and long-term strategies for creating a walkable,urban Tigard Triangle. Current work includes inventorying on-and off-street parking in the Triangle and creating a plan outline with key policies and goals. The plan will inform both the traffic analysis and the lean code requirements. o Urban Renewal—Both the Citizen Advisory Council and Technical Advisory Committee have reviewed and provided feedback on plan goals and objectives,lists of potential projects, funding allocation and district time frames. o The citywide Stormwater Master Plan is underway. o Project scoping has begun for the 72nd Avenue study. 2 1. I.i .1.14 Iti\cr I crr:icc 1)\ tiuninicr 2015 • Infrastructure Financing Project(RT SDCs) Stars 'water master Plan Amendments(updates, • River Terrace Community Plan Implementation direcr=on and Council adoption)transportation Utility • Permitting Fee adopted Stormwater Utility Fee adopted City of o Early assistance for land use applications(ongoing), Tiga;;I 550Zone Water Improvements land use applications, building and site permits • Strategic Plan Implementation • Public Facilities o Achiet e walkabiliy athis of Strategic Plan in RT by o Clean Wat;r Services pump station, CYO of Tigard followi;g through on pedestrian planning efforts downstream stormwater conveyance anaysir, RT 2°d Quarter Update: o HBA's legal challenge of the city's residential transportation SDC has been resolved.Non-residential transportation SDC discussions with the development community have resumed. o Revisions to the SDC Ordinance,Methodology Project List,and Administrative Procedures Guide to fix inconsistencies and fill gaps are in process. o Staff continues to request that the next Urban Growth Boundary expansion include the urban reserve area south of River Terrace. o Site work and infrastructure,including stormwater facilities and parks, is almost complete on three of the seven Polygon sites. Site work has started on a fourth Polygon site. Home construction on the three sites continues at a strong pace. o The West Hills multi-family residential proposal east of Roy Rogers Road will be reviewed by the Planning Commission this summer. o Washington County is in the design and engineering phase of the Roy Rogers Road widening project. o Clean Water Services continues to work on the north sewer pump station;additional analysis has been undertaken on the location of the south sewer pump station. o Tigard Tualatin School District has placed a bond on the November ballot to fund,amongst other things, a new school in River Terrace. o Staff is in the process of reviewing a draft River Terrace Pedestrian Plan. 5. Ex rind U mwrtunities to Engage People in the Community • Citywide Communications Plan(completed) • Continue quarterly Ciy Council outreach meetings • Seek input on and outreach about the sidewalk connection program • Community education;ide:rtj•timing and content of measures for voter approval • Organize community:ngagement through increased work with Neighborhood Networks,in-person and online forums 2°4 Quarter Update: a Neighborhood Network blogs received at least weekly content on city activities,community news and opportunities for community involvement o Community Development neighborhood ice cream outreach began. In July there were three events (Summerfield,Pathfinder/Genesis Trail/95th and Metzger). Information about SW Corridor,community& recreation events,Council events,the strategic plan,transportation and construction updates were shared with neighbors. o Held one community roundtable in May at the Muslim Education Trust attended by 15 of the city's faith, nonprofit,and service community members. Discussion included the city's long-term needs in possible future ballot measures. Promoted upcoming recreation events for the summer. o Launched Tigard Trivia (35 questions) to educate residents on Tigard's culture,infrastructure,walkability, and history. o Increased the city's social media reach: Facebook by 21 percent, Instagram by 29 percent, and Twitter by 10 percent. 3 o Staff drafted 11 key messages supported by three facts tied to the Tigard Trivia contest to begin framing a community conversation about possible local option levy to improve city services and a capital facilities bond. 6. Define and Establish the City's role in Addre.sing Honiele..nc's 2nd Quarter Update o Staff from city management and community development have met with Just Compassion on multiple occasions to consult on potential locations for a day center in Tigard. o Staff, along with the city's federal lobbyist,participated in a conference call to review funding options on the federal level. 4 • PUSH ' BUTTON FOR 1 A to City of Tigard i g 11. —2 [I 3 LI. Strategic The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. * ° - 0.e ..,:i ', � �tiii: I J '. ,y ,..164. q,_ ` .A ! . .' ,; ,: i 9• a . ,Z \+Jig ; .♦ � . ,, • �-�- • :•^tet' *'/ '} , �. .s .} �1 '� '' , • - '1/4 y r 10. 1 `• . "' �y 1 T Y 1 • „,,k,, ”' ' r .001. -' liii, .,ch, ,,,,_..407. \ , . ,4 ..,,iw;,... „,:: ...., • tr. : .., . . ..,-, Ai , i A .... - .-• . — . ,. ?_, . ..., ,. ._ , ,, , .., - ,.. _ . .., , _ .., . a ,. Jam..,... ;v , _ . E f ______ . , , . _ _ .„.. , .;,. . -_,—....,.. #._-„s,- _ _ _ 4 ., . •— . _ _ .___. _ _ _ . _ . ,,,,,,,, .„ ._ ,__ ,., _ , . _ . __ ...„ ._—.........- ...-. .4.. ._ _ ,.. . , ,, . ...� . I..IR 4 ',.r . arz ,..air . r .. -# t r. / 1 1, y , i I 1111 : itt . , i Ifir TIGARD Vision The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. h _ r .. ,tom - PLIP i1t11.ar „,,4„- mrsomora mow goy mum e Kos . I 13 -dr Y v:. .4' A.r _ � ax%'�= f .f•l�VOfwdIIC'f�76 , ABOUT THE VISION: • Goal is to create a unique,vibrant identity for the city—not a vision that could describe any city anywhere. • Walkable doesn't mean anti-car or anti-public transportation, it is about leveraging the existing trail system and green spaces. • Interconnected has many meanings:Connecting people to the city, people to people,work/shop/ play,technology, physical connections,social connections,transportation, etc. • The statement does not imply the city does or does not have a role in providing services to connect people and/or make people "healthy"—it is about building and providing the space for connections and healthy lifestyles to happen as people wish. • The vision should drive future decisions about where the city places priorities and investments— needs to be a deliberate set of steps to make it happen. STRATEGIC GOALS: O Facilitate walking connections to develop an identity. O Ensure development advances the vision. O Engage the community through dynamic communication. O Fund the vision while maintaining core services. City of Tigard I Strategic Plan I November 26,2014 Page 1 ma! Facilitate walking connections to develop an identity. OBJECTIVES: - 0 Every household is within a walking distance of 3/8 mile to a trailhead. •' '+ • 100 percent of our residents have access to a densely r ' networked trail system designed for universal access /2:7 and the mobility-impaired. • Fully accessible connections are made via pathways :. and/or sidewalk connections. Yews .: • Improve Tigard's walkability score—currently 51 http://www.walkscore.com/OR/Tigard. 02 The trail system is used for all kinds of trips. • The system is safe.All parts are comfortable for everyone to use—i.e., no segments are avoided because of real or perceived safety issues. • The walking/transit connection is creatively engaged. Creative transit solutions, like local van shuttle service,are available to bridge gaps where trips (or portions of trips)would be otherwise infeasible for walking. • This deals with trips within the city as well as trips leading into/out of the city. • The transit waiting experience is improved. • Transit stops protected from weather and are aesthetically pleasing. • Sidewalks are a part of the plan,especially in relation to connections to transit stops. and key entry points of the pathway network. 03 The city's development patterns, over time, are influenced by the densely networked trail system. • Pathway system and businesses begin to complement each other.You can walk to more business destinations. Businesses locate here that need and want less parking. • Changes in the Community Development Code allow more businesses to become closer to residential. ® The system supports and enhances Tigard parks and community gatherings. • The system is designed to serve developed public parks. • Places in the system are dedicated to community gardens,which become highly localized and cared-for centers belonging to neighbors and neighborhoods. • Events, leisure-time activities and other social functions occur on and adjacent to the system,with City of Tigard involvement ranging from none to high. City of Tigard I Strategic Plan I November 26,2014 Page 2 continued ® Implementation of the project is long term (20 years)and controlled, in some fashion, at the neighborhood level. • Implementation begins by connecting important public places in early phases of the project. • Generate enthusiasm and support in neighborhoods (i.e.,demonstrate early successes). • Volunteerism is actively promoted and maximized (e.g., East Bull Mountain example). • Cooperative approach to the work with citizens (a mutual partnership). © The city's identity results from construction of the system. • We market our successes at every completed connection/result. • The "identity gain" is natural and inevitable.As the new system gains users, it gains attention and the attraction and identity of Tigard gains momentum. City of Tigard I Strategic Plan I November 26,2014 Page 3 Ensure development advances the vision. OBJECTIVES: ICI Make best use of undeveloped and underdeveloped land to increase the value of the city and advance the vision. • Businesses locate and stay in Tigard in ways that maximize the productive development or redevelopment of properties. • Public and private financial support catalyzes the redevelopment of current industrial land and properties. • The city is a liaison to understand the local economy and business community and supports development and marketing of available properties. • Planning and zoning facilitate the maximum development and revenue potential of residential, commercial and industrial lands. • Encourage town center development and business expansion (Washington Square, Downtown,Triangle), including high-density housing development around shopping, business and transit. 02 Market Tigard. Build a healthy business climate that attracts, serves and employs more Tigard residents. • Market, brand and promote Tigard as the place where businesses are healthy and thrive. • From startup to mature enterprises, provide resources for businesses to grow,stay healthy, and expand. • Attract and retain businesses that encourage live-work-shop opportunities in Tigard. • Market the trail system as a connector of people, businesses and transportation linkages. • Add and grow regional anchor employers headquartered in or near Tigard. • Capitalize on Tigard's central location and business advantages of proximity to Portland. • Development services are easier, business-friendly and expedited. 03 Invest in public spaces. yy. IiI y • Strategically invest in land, public space,streets, sidewalks,and trails to create public spaces for 4, everyone to enjoy;connect people to jobs,transit, community, leisure, and business;and leverage and complement desirable development. icrel i '�~tn_ • Tigard is the place easiest to access shopping,food and ! . '� other businesses using all modes of travel, making the ' <a, -Ltrifvp, most of its transportation assets and easiest connections for business and regional downtowns. • Transit station locations are developed and redeveloped b to serve riders and adjacent neighborhoods. City of Tigard I Strategic Plan I November 26,2014 Page 4 Engage the community through dynamic communication. OBJECTIVES: 01 Messaging engages the community and advances the vision. , . • City communication channels and tools _ t provide the most accurate and up-to-the ' minute information about Tigard as -; i= . measured by an increase in usage. `` • Key messages clearly reinforce the city's p� strategic direction and goals. 02 The community is engaged and connected to the vision. • Communications strategies within departments align with and actively support the strategic plan through coordinated communication. • The Tigard community is connected through compelling content that encourages and enables robust two-way communication. • Innovative use of social media. • Empowered employees share the message. 03 The city actively promotes its vibrant business districts, livable neighborhoods and accessible parks and trails to inform current and attract new businesses, residents and visitors. • Educate community leaders on the strategic plan to create excitement and identify opportunities to partner to further the vision. • Serve as a hub for networking individual neighborhoods with the city and community. • Increase awareness of recreational opportunities through prominent placement of resources on the website and online media channels. City of Tigard I Strategic Plan I November 26,2014 Page 5 (JodiFund the vision while maintaining core services. OBJECTIVES: ,, 01 Stabilize finances to provide a foundation to build toward the vision. • Budget for core services using current available funding and re-evaluate core services during annual budget process. • Delivery of a reinvestment plan, including a facilities plan, prioritizing near-term investments needed to prevent larger costs later • Continue to build reserves and create a strategic investment plan. • Continue to implement efficiencies in operations and maintenance in all departments. 02 Invest in the strategic vision. • Reprioritize/redirect existing resources where possible to further the vision. • Strategic investments, new programs,and significant changes to existing programs not funded by existing resources will require new resources. 03 Ensure the vision increases city value long term. • Report to community,City Council and staff annually. City of Tigard I Strategic Plan I November 26,2014 Page 6 Background • The Tigard City Council adopted the Strategic Plan by a 4-0 vote on Nov. 25, 2014. r' .,,, kit.: , ' ; • The goal of the City of Tigard Strategic Plan is to provide guidance and direction for the city's . - priorities over the long term (next 20-30 years). ` f Proactively planning for the city's growth - •Ai. i__ provides an opportunity to grow the city in a way that is thoughtful and unique. This plan does this by leveraging and building on Tigard's I _ existing strengths and aiming to continue to , grow Tigard as a thriving, desirable place to live, L. 1 '. work and play. a • This Strategic Plan will also inform the allocation ,.. of limited city resources to both long-and short-term goals. • For more information,go to:www.tigard-or.gov/strategicplan City of Tigard I Strategic Plan I November 26,2014 Page 7 " City of Tigard TIGARD Memorandum To: Mayor Cook and Tigard City Council From: Marty Wine, City Manager Re: City Council Goal Setting: Department Initiatives 2017-19 Date: December 13, 2016 The purpose of this memo is to provide context for the City Council's goal setting discussion on December 15. Included here is a list of the major projects and programs that City of Tigard departments plan to undertake during 2017-2019. These are initiatives that each department intends to pursue,in addition to meeting day-to-day operational demands and management that is needed to serve the public. The list (in large part) doesn't include items that are a continuation of existing operations. This outline is intended to provide context for work that will be done, and to help the Council have a sense what the city will be accomplishing as you identify Council's goals and priorities set at the goal setting meeting. The Leadership Team members will be in attendance at the goal setting meeting of December 15 if there are any questions or clarifications needed. Tigard Public Library • Plan and implement events and activities that advance both the City and Library Strategic Plans. • Participate in the development of a strategy to educate and inform the residents of Tigard for the need for a local option levy and a bond measure. • Strategize on how to meet the growing demands from the public for events and services at the library in an environment of limited ability to do so because of the lack of funding. • Begin again an analysis for the development of a library branch to be located in the west region of the City. Review again the study conducted several years ago concerning the need and placement of a branch library. Police Department • Review&Address Police Staffing: police staffing study; evaluate more efficient patrol coverage and service district areas • Promote direct action of the Police Department's Mission / Vision / Goals: implement cost effective and viable staff recommendations; evaluate ongoing staff feedback regarding department organization and processes, improving communication; strengthen approach to recruitment, hiring/selection, and retention 1 • Strengthen Department training to support the evolving needs; modernize, collaborate with others, adopt best practices, including onboarding process • Hire and onboard new Police Chief Central Services • Facilities: Facilities Condition Assessment provides for information/work that needs to be done each year. Funding and implementation will need to be determined • Civic Center Visioning: The role Central Services has in the design phase and building process, after the bond passes, could impact the facilities team • Communications: Continued focus on improving city website, outreach, increasing diversity and inclusion of outreach • Recorder/Records: Make more records available to the public (possible additional software and licensing) • Court: If photo red light moves forward, implement impact on all aspects of court— staffing, room use, parking and office space • Fleet: Lease vs. purchase review and decision • ADA: Updating the city's transition plan and correcting areas that are deficient Public Works Admin • Address EOC location in light of seismic report for PW building. • Oversee the evaluation of CMMS software and likely begin the search for a new one. • Oversee the creation of a new work for green infrastructure (hazard tree issues, corridor safety, condition ratings, exposed sewers in creeks, erosion and slope stability issues, and O&M of water quality facilities and landscaped water sites. Coordination with all other PW divisions. • Continue to enhance/grow public outreach Engineering • Light rail project support and management, including recruitment and space needs • Lead implementation of CIP (all systems and projects) Parks & Rec • Implement recreation program in accordance with MIG study: pilot for after-school program at Metzger (FY 17); explore Fanno Creek House for rec classes; with TTSD for using school facilities • Continue to seek additional funding to support parks O&M. Current resource levels will result in lower level of service (LOS) Water • Continue to learn a more complex water system with LO partners 2 • Implement a new governance model • Negotiate successor agreement with current IWB partners (Durham, King City, TWD) • Continue design and oversee construction of Cach Reservoir (Engineering) Wastewater and Storm • Complete Stormwater Master Plan (Engineering lead). CIP to include new projects Streets • Continue to support pavement management program (PMP) • Continue evaluation of optimum O&M model for LED streetlights Community Development Planning • Legislative and Code Projects: Tigard Triangle Lean Code Implementation, Tigard Triangle Urban Renewal • Planned Development/Land Division Chapters update • Code Update to Accommodate Urban-Appropriate Agriculture • Sensitive Lands Chapter re-write • Parking Code • Signs and Non-conforming Use Chapters • Periodic review—Public Facilities • Administration and Procedures Code Update: adjustment, Strategic Plan Goal 2 Implementation, Housing Implementation Strategies • Street and Utility Improvement Standards update • SW Corridor—Project Direction, Project Coordination • Metzger School Park— fundraising, community engagement, design • SDC updates — complete, adopt and administer • Strategic Plan Implementation Building • Approximately 20,000 inspections per year • Issue permits for approximately $250 million in construction valuation per year • Permit and inspect 250-300 new single family homes per year • Electronic Document Review (EDR) to allow online project review for regulatory documents and construction plans required for permit applications • Automated Building Permit Expiration to automate the permit expiration process based upon 180 days of permit inactivity • Building Permit Forms & Report Updates 3 • Licensed Professional Directory Updates to keep licensed professionals current in the Accela permit tracking system EcDev and Redevelopment • Hunziker Infrastructure Phase I (EDA) • Hunziker Infrastructure Phase II (RFFA) • Tigard Street Heritage Trail Phase I —Project lead through 30 percent design, plaza design and development • Tigard Street Heritage Trail—additional fundraising • Tigard's Table and Taste of Tigard— downtown events and networking for food/beverage entrepreneurs • Enterprise Zone Management, including Lake Oswego support • Workforce and TTSD CTE Internships with Industry • Project Spork (food entrepreneur incubator) • MURP teams —Portland State students to help on Complete Streets Policy (2017), (2018) • Main at Fanno (Saxony): EPA Clean Up Grant activities, Manage RFP process to select developer, enter into development agreement; sell property • Brownfields: Manage Assessment Grant projects; grant period will be extended to 2018 • Main Street Lofts: Manage CPDG grant funded project to prepare affordable housing sites close to transit • Affordable Housing: Manage Equitable Housing grant project, explore affordable housing policies and incentives • Urban Renewal Substantial Amendment: Manage required activities for adoption • Urban Renewal Improvement Matching Grants (Facade improvements): Manage call for new projects and implementation of selected grant funded projects • Brewpub Public Space: Manage property acquisition • Ferguson relocation Manage potential relocation of business and preparation for redevelopment • Main St Green Street Phase 2: Participate in design process • Downtown parking: Work with parking committee on parking strategies and solutions City Management (CM Office, Human Resources, Risk Management) • Manage Local Option Levy proposal and survey/research. Lead efforts to sustain Council commitment to place a local option levy before voters (2018?) • Civic Center Visioning Project— coordination and leadership for possible voter approved measure (2018?) • Manage the city's strategic plan efforts including goal development and updates • Participate in redesigned performance measures, efficiency and effectiveness reporting; and using budget as a communications tool. Implement a performance dashboard. • Coordinate city's approach to homelessness. (Depends on next steps from Council goal; Task Force for the Homeless/Just Compassion/Family Promise) 4 • Evaluate options for recreation providers (depending on facility next steps) • Participate in regional and partnership efforts (Washington County Thrives, Coalition of Communities of Color, Blue Zones,TTSD on partnership ideas) • Bonus Pay System development for management/non-represented staff • HR Audit/continuous improvements/efficiencies within HR processes • Retirement Plan Review: updates to the City's retirement plans including VEBA • Police Collective Bargaining Agreement Negotiations January 2017 (fiscal impact) • Review and audit of the City's Safety programs • Review employee turnover drivers and employee engagement elements • Compensation Study • Recruitment and on-boarding process to increase retention • Diversity enhancement measures and welcoming in hiring and retention practices • Retrospective Rating: ensure Workers' Compensation has adequate reserves, manage experience • Global Harmonization (OSHA) to bring chemical inventory up to date; training Finance & IT • Explore major technology system projects and replacements: budget, financial (Springbrook), Digital image management system, MaintStar /CMMS, Big Data—data analytics, Tigard 311 application, GIS Web Mapping application • Annual Audit: Single Audit on grants (Uniform Grants Guidance) and GASB #78 -Tax abatement disclosures • Citywide policies and procedure updates: grants, SDCs, Finance and Budget policies, Investment Policy, Fund Usage, Reserve Policy, Debt Policy • Updating the Cost Allocation Plan • Purchasing / Contracting Rule Update: online services, contract templates • VDI: replacement of city PCs • Explore refunding bonds • Transient Lodging Tax: Implementation & use of TLT • Ongoing Travel/Training Policy training/updates • Exploration of Construction Excise Tax—implementation and use • Support of citywide initiatives: Tigard Triangle Urban Renewal, SW Corridor, Hunziker • IT Disaster Recovery • Replace Wi-Fi in City buildings • Utility Billing: River Terrace—radio read meters; software enhancements, customer communication 5 01/23/2017 Tigard CityCouncil GOAL SETTING WORKSHOP JANUARY 23, 2016 1111111k. TIGARD Welcome Apt 1 01/23/2017 Retreat Overview Introductions Pr What we hope to accomplish today ® Agenda review Handouts Policy Considerations ® What is the context in which we are setting goals? Election results Other contextual elements 2 01/23/2017 City Projects Overview ► Outcomes / accomplishments from 2015-17 Council Goals City projects currently planned for the 2017-19 period Council Goal Setting Overview of existing goals 1 . Provide recreation opportunities for the people of Tigard 2. Make Downtown Tigard a place people want to be 3. Adopt and begin implementation of Tigard Triangle Strategic Plan 3 01/23/2017 Council Goal Setting Overview of existing goals 4. Enable groundbreaking in River Terrace by summer 2015 5. Expand Opportunities to engage people in the community 6. Define and establish the City's role in addressing homelessness Council Goal Setting Feedback from interviews Council Goals have been effective ►Some suggest retaining existing goals (perhaps with edits) ►Others prefer a `fresh start' approach 4 01/23/2017 Council Goal Setting Additional ideas: Land use Transportation Community Finance Housing General policy Council Goal Setting Goal setting criteria ► Policy-level focus ► Two-year timeframe ► Avoid impacts on core service delivery ► Implement the Strategic Plan ► Others? 5 01/23/2017 � r e Break r t r 5 ti r Council Goal Setting Any other topics / issues that should be added? Any current goals that should be removed? ►What are your top three priority goals / topics? Given the prioritization, are there other goals or topics you feel must be considered? 6 01/23/2017 Council Goal Setting Discussion iii ir.i 11 ' 'i � _! ''' )0)*I , 13 Next Steps IMUIRJ 01/23/2017 Closing Remarks Thank You ! JENSEN STRATEGIES Erik Jensen Jeff Aprati Principal Associate (503) 307-8020 (503) 577-8840 erik@jensen-strategies.com jeff4jensen-strategies.com 8