City Council Packet - 07/17/2018 11,1 " City of Tigard
TIGARD Tigard Workshop Meeting—Agenda
TIGARD CITY COUNCIL
MEETING DATE AND TIME: July 17,2018 - 6:30 p.m.
MEETING LOCATION: City of Tigard -Town Hall- 13125 SW Hall Blvd.,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 (IDD -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 (IDD -Telecommunications Devices for the Deaf).
VIEW LIVE VIDEO STREAMING ONLINE:
htto://www.tigard-or.gov/city hall/council meeting.oho
Workshop meetings are cablecast on Tualatin Valley Community TV as follows:
Replay Schedule for Tigard City Council Workshop Meetings-Channel 28
'Every Sunday at 12 a.m.
'Every Monday at 1 p.m.
•Every Thursday at 12 p.m.
'Every Friday at 10:30 a.m.
SEE ATTACHED AGENDA
111 a , City of Tigard
TIGARD Tigard Workshop Meeting—Agenda
•
TIGARD CITY COUNCIL
MEETING DATE AND TIME: July 17,2018 - 6:30 p.m.
MEETING LOCATION: City of Tigard-Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223
6:30 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. WORKSHOP MEETING
1. Call to Order- City Council
2. Roll Call
3. Pledge of Allegiance
4. Call to Council and Staff for Non-Agenda Items
2. RECEIVE BRIEFING ON LOW CARBON PATHWAY FROM NW NATURAL 6:35 p.m.
estimated time
3. PUBLIC HEARING -RECEIVE PUBLIC COMMENT ON CITY COUNCIL VACANCY 6:45
p.m. estimated time
4. RECEIVE PRESENTATION ON POLICE STRATEGIC PLAN 2018-2021 7:45 p.m.
estimated time
5. RECEIVE UPDATE ON PHASE II CODE CHANGES -POLICY AND
PROCEDURES RELATED TO HOUSING 8:15 p.m. estimated time
6. RECEIVE UPDATE ON WCCCA TOWER LOCATION EFFORTS 9:00 p.m. estimated time
7. NON AGENDA ITEMS
8. 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.
9. ADJOURNMENT 9:15 p.m. estimated time
AIS-3556 2.
Workshop Meeting
Meeting Date: 07/17/2018
Length (in minutes): 10 Minutes
Agenda Title: Low Carbon Pathway Update from Northwest Natural
Prepared For: Marty Wine, City Management
Submitted By: Kelly Burgoyne, Central Services
Item Type: Update, Discussion, Direct Staff Meeting Type: Council
Workshop
Mtg.
Public Hearing: No Publication Date:
Information
ISSUE
NW Natural will provide an update about Low Carbon pathway, an overview of how NW
Natural is approaching climate change and carbon emissions in advance of legislation.
STAFF RECOMMENDATION / ACTION REQUEST
This is a Council briefing. No action is requested.
KEY FACTS AND INFORMATION SUMMARY
N/A
OTHER ALTERNATIVES
N/A
COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS
N/A
DATES OF PREVIOUS COUNCIL CONSIDERATION
N/A
SUPPLEMENTAL PACKET 7/18/2018
FOR .2112.1154-AQ61-44 a
(DATE OF MEETING
OUR LOW-CARBON
PATHWAY
NW Natural
NW Natural analysis,not for investment purposes.
A LOW CARBON FUTURE
We believe climate change requires collective action.
NW Natural has an important role to play in a smart and
affordable Northwest climate strategy.
OUR OBJECTIVES:
Long-term 2 Near-term actions 3 Lead the way on
goal of deep take advantage of natural gas
decarbonization the natural gas innovations and
that leaves no infrastructure share broadly for
one behind. already in place. larger impact.
NW Natural analysis,not for investment purposes.
1
7/18/2018
WHAT IS OUR STARTING POINT?
Oregon GHG Emissions
We serve 74% of residential
square footage in our territory If
where gas is available „„t
We provide 90%of peak day
energy needs for our
_ Q�QQ0�
residential space and water Ga �rwwtural
tnnsowtatbn Customer Use
heat customers
Our customers'direct use of
gas accounts for 8%of
Oregon's emissions and 0.5%
of Washington's state missions 7fl 50/0
Washington GHG Emissions
Source,Department of Environmental Quality 2015 Washington Department
NW Natural analysis,not for investment purposes. of Ecology 2012 GHG Inventory
WHAT IS OUR GOAL?
30% CARBON SAVINGS BY 2035
Baseline:2015 emissions from customer end use and NWN operations
• 411.1*
OUR PRODUCT OUR CUSTOMERS TPAN pORTATION
REDUCE CARBON INTENSITY REDUCE AND OFFSET REPLACE MORE CARBON
CONSUMPTION
NW NATURAL OPERATIONS ENERGY EFFICIENCY
UPSTREAM METHANE REDUCTION SMART ENERGY CNG AND RHO SERVE
RENEWABLE NATURAL GAS yam'°”. TRASH TRUCKS AND
GAS.RENEWABLE s`RETURN-TO-BASE FLEETS
POWER TO GAS HYBRID EQUIPMENT'
5 - 2O% 15 H 30% 1 H 5%
NW Natural analysis,not for investment purposes.
2
7/18/2018
OUR PRODUCT6
,....
• Renewable Natural Gas at tv k�w , k
wastewater treatment 5 °"'r'"rd...•"'"""
plants, dairies and landfills 100°u 11 .f i� �� t 8 ..Be IY��,
two
is a great way to work with mows S3MM1n 1ADO 54 gap
jurisdictions on their GHG 27777- .'74("-- �""`""
reduction goals - -, -do f
� . . .
• Power to Gas will help
store energy seasonally
• NW Natural will reach
upstream to reduce •
methane at the well-head - at -up
NW Natural analysis,not for investment purposes.
OUR CUSTOMERS
Natural Gas Zero Energy Homes Gas-Fired Heat Pump Water Heater
• Lower cost to build • Full fuel-cycle efficiency — —
and operate =200%
a-
• Has amenities • Installed in conditioned
°^` • homeowners prefer spaces 4\, : • Operates in low temps
I'-L70_ • Undergoing market
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testing
4
Low-Cost Absorption Heat Pumps
in • High-efficiency
alternative to boilers "Use Less,Offset the Rest"
• Can be used for combo
systems SMaRTOENERGY, fill'
• Low-cost residential
option-commercially Presented by NW Natural
available now
NW Natural analysis,not for investment purposes.
3
7/18/2018
TRANSPORTATION
• Largest contributor to carbon
emissions and growing. f
• New CNG engines provide . .
the cleanest, most cost - W
effective solution for heav
duty vehicles. y in i'
a..� - a ,.
• Delivers 20% reduction in "�'-
carbon emissions compared
to diesel and a 90%
reduction in air pollution.
• Allows for drop-in renewable /5/_ G ;
natural gas for an 80%+ r ,� ` :y y
reduction in carbon ,j
emissions.
NW Natural analysis,not for investment purposes.
NEW CAMPAIGN: LESSCAH
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7/18/2018
THANK YOU
5
DIRECT USE OF NATURAL GAS SUPPLEMENTAL PACKET
FOR 7// 7/tk,'/ 'wi
NW Natural's system plays a critical role serving our region's energy TrYATE OF MEETING)
RESIDENTIAL • The direct use of natural
&COMMERCIAL gas—in homes, businesses
INDUSTRIAL
and industrial applications
AGRICULTURE —makes up about 12% of
r= H- Oregon's greenhouse gas
7% 7% emissions. NW Natural's
customer and company use
30% 8/0 accounts for 8%.
ELECTRICITY
tincludingnatural 0 • While that's a modest piece
gas generation) 12 /0 8% of Oregon's emissions pie,
NATURAL GAS NW NATURAL CUSTOMERS NW Natural can put our
DIRECT USE pipeline system to work in
new ways to drive emissions
down further. And we can do
37% it with an existing modern
TRANSPORTATION system our customers
State of Oregon DEO In-Boundary GHG Inventory 2015 already own—making
preliminary data.Residential,Commercial,and Industrial it more affordable for
emissions included are those that are not from electricity or
natural gas use(trash,other waste,etc.). everyone.
ENERGY SYSTEMS ARE BUILT TO SERVE PEAK NEEDS
Average Annual Home Energy Use* Winter Peak Hour Home Energy Use" Share of Residential Square Footage in
NW Natural Service Area with Natural Gas Service***
100% T
85 /0 o
■
SPACE HEATING 80 1 Natural Gas
(fQ% Service
60 74%
SPACE HEATING =
No Natural Gas
40 I Service
19% _
WATER HEATING 1 1% 9% 6% Z� 26%
AIR CONDITIONING OTHER WATER HEATING
NW Natural's modern system is an efficient way to serve winter peak energy needs.
• Heats 74% of residential square footage in the areas we serve.
• Provides 90% of peak day energy needs for our residential space and water heat customers.
• Serves 60% of total peak hour energy use of buildings in the areas we serve.
• NW Natural's customer and company use accounts for 8% of Oregon's total emissions.
To serve the current gas peak load with electricity, the Northwest's winter peak electric load would
roughly double (increase by —25GW).
• Assumes comprehensive adoption of the high efficiency space and water heat pumps.
• Assuming adoption of today's commonly purchased heat pumps, the electric winter peak load would roughly
triple (increase by --5OGW).
*USDOE 2009 Residential Energy Consumption Survey.**kWh Home Usage,9.D HSPF Heat Pump;7 am in Winter,7°F.***2014 Residential Sites Database;On/near NW Natural mains.
606117
OUR LOW-CARBON PATHWAY 4t, NW Natural
CONSERVING, INNOVATING, OFFSETTING TO ADDRESS CLIMATE CHANGE.
NW Natural's pipeline •
system—one of the
INIP 10111CJ
newest, tightest in the 6
country—can help achieve OUR PRODUCT OUR CUSTOMERS TRANSPORTATION
our region's carbon
reduction oaffordably. REDUCE CARBON INTENSITY REDUCE AND OFFSET ! REPLACE MORE CARBON
goalsy CONSUMPTION 1 INTENSIVE FUELS
Using a bottoms-up
approach, NW Natural NW NATURAL OPERATIONS ENERGY EFFICIENCY
identified known UPSTREAM METHANE SMART ENERGY CNG
RNG SERVE
technologies to develop an REDUCTION (voluntary offsets) TRASH TR UCKS AND
aggressive, but attainable RENEWABLE NATURAL GAS GAS+RENEWABLE RETURN-TO-BASE FLEETS
carbon savings goal. NW POWER TO GAS HYBRID EQUIPMENT
Natural customers' natural (hydrogen pathway) (solar thermal)
gas use represents 8%
achievable savings achievable savings i achievable savings
of Oregon's greenhouse 5 *.i20% 1 5•.. 30% 1-5%
gas emissions.* Through tow to high case low to high case tow to high case
voluntary action and
collective engagement
we can drive that number CARBON SAVINGS GOAL: 30% BY 2035
down further. Our goal addresses the full value chain of natural gas—from production at the
wellhead to use at the burner tip in homes and businesses.
WHY A SAVINGS GOAL? AFFORDABLE SAVINGS
Allows a societal look at carbon We prioritize the lowest cost
CO2 $
'savings—adding up emission savings first, and will work to drive
i reductions from the production of down the cost of newer, less cost
natural gas to customer use to diesel effective technologies through
displacement in heavy duty vehicles. pilots, partnerships and R&D.
WHAT WE'RE WORKING ON TODAY
DECARBONIZING DRIVING DOWN TRANSPORTATION
girl THE PRODUCT CUSTOMER USE 0 0 OPPORTUNITIES
Leverage National Resource Defense Council Partner with the Energy Trust to help The transportation sector is the top contributor
best practices to target production emissions customers conserve and be more comfortable. to emissions in our region and growing.In
and engage in partnerships to integrate Through efficiency and technology advances, Oregon,nearly 50%of NOx emissions(air
renewable natural gas onto the system— we can save enough energy to heat all the pollution)comes from heavy duty vehicles.
starting locally with municipal waste water 230,000 new homes Oregon expects to add Heavy duty natural gas vehicles can reduce
from treatment plants. over the next decade. emissions between 20 to 80%,and emit
90%less smog-forming pollutants than the
cleanest diesel.
*Oregon DEO In-Boundary GHG Inventory,2015 Preliminary Data.
AIS-3551 3.
Workshop Meeting
Meeting Date: 07/17/2018
Length (in minutes): 60 Minutes
Agenda Title: Public Hearing - Public Comment - City Council Vacancy
Prepared For: Marty Wine Submitted By: Kelly
Burgoyne,
Central
Services
Item Type: Public Hearing - Meeting Type: Council
Informational Business
Update, Discussion, Direct Meeting-
• Staff Main
Public Hearing No
Newspaper Legal Ad Required?:
Public Hearing Publication
Date in Newspaper:
Information
ISSUE
Discuss City Council vacancy and allow for public comment.
STAFF RECOMMENDATION / ACTION REQUEST
KEY FACTS AND INFORMATION SUMMARY
As a result of Council President Snider's resignation from Council, effective December 27,
2018, City Council will have a vacancy. Council may decide to fill that seat by appointment or
may put the question to the voters in either the November 2018 general election or a special
election.
The purpose of the worksession this evening is for Council to receive public comment
regarding the process by which it fills this vacancy.
OTHER ALTERNATIVES
COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS
DATES OF PREVIOUS CONSIDERATION
June 26, 2018 Study Session.
AGENDA ITEM No. 3 Date: July 17, 2018
TESTIMONY
SIGN-UP SHEETS
Please sign on the following page(s) if you wish to testify before City Council on:
RECEIVE PUBLIC COMMENT ON
CITY COUNCIL VACANCY
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 become part of the public record and is openly
available to all members of the public. 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.
Due to Time Constraints
City Council May Impose
A Time Limit on Testimony
AGENDA ITEM No. 3 Date: July 17, 2018
PLEASE PRINT
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 become part of the public record and is openly
available to all members of the public. 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 No. Name,Address&Phone No. Name,Address&Phone No.
'F
,n ),
Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No.
Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No.
Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No.
Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No.
SUPPLEMENTAL PACKET
FOR .7t4.1 i k -3
( ATE OF MEETING)
Public Comment on the Process to Fill a City Council Vacancy
Becoming Available in December, 2018
The Tigard City Council is presently considering options to fill the council vacancy
caused by Councilor Jason Snider's declaration of candidacy for the position of
mayor. Section 7 of the Tigard Charter states that when a vacancy occurs on
council, a special election may be held at the next available date to fill the office
for the unexpired term. The Charter goes on to say that the council may appoint
a person to fill a vacancy "until an election can be held."
At a recent council work session, council held preliminary discussion on this topic
and appeared to be leaning toward appointing someone to fill the term. In
addition, some individual members of council expressed that it was possible that
a candidate who failed to be elected in November (when Tigard voters elect a
mayor and two council members) could be appointed to the position to serve
beginning January, 2019. Councilor Snider expressed that if he loses the election
for mayor, he would be interested in the unexpired term. Such action by the
present council could take place without consultation and agreement with the
incoming council — who would serve with the person appointed for two years.
There are several reasons why the city council should act now to place the two-
year term council position on the November, 2018 ballot and let the citizens
select the member of council. Specifically:
1. The Charter language only expressly allows the council to appoint a
person to fill a vacancy until an election can be held. A two-year
appointment does not conform to the intent of the Charter. In prior
years when vacancies have occurred, the Tigard Council has always
appointed someone until the voters chose a person to fill the remainder
of a term. This practice is transparent and honors the intent of the
Charter to have the voters decide.
2. The filing deadline for council positions is August 30. If the position is
going to be on the ballot, the public needs to be informed so potential
candidates can determine whether to file. Only six weeks remain for
candidates to complete the filing process.
3. If the present city council makes the appointment, it is possible that as
many as four of the five members of council will not be serving on
council in 2019. If an appointment is made, it should be made by the
2019 council. An appointment by the 2018 council would be burdened
by lacking the legitimacy earned by being elected by voters. Thus, the
"appointee" would not have earned the right to be on the council.
4. The city council needs to rebuild trust with the citizens. Trust will
further erode if the present council appoints a person once the vacancy
exists rather than allow the voters to decide. Recent city elections on
measures indicate that presently there is a state of discontent with the
council's decision making. Recent examples are:
a. The November 3, 2015 measure to approve a community and
recreation center bond failed with 65.75% opposed
b. The November 8, 2016 measure to allow the city to participate in
discussions regarding the planning for a light rail line was passed
by Tigard voters with a margin of approximately only 149 votes
(50.3% in favor). A recent statement attributed to one council
member mischaracterized this vote to mean voters were "in
support" of light rail, something that has not been asked of the
voters.
c. The recent May, 2018 operating and capital levy measure to
increase property taxes failed by 10.8%.
If the council fails to allow the voters to select ail council members, the
action could be interpreted by citizens as a disregard for citizen input
and lack of transparency. Such action may not affect the present council
as it conducts its remaining business in 2018, but the new 2019 council
could be compromised, affecting its ability to successfully address the
pressing issues of the city.
For the reasons stated above, we the undersigned announced candidates for the
positions of mayor and city councilor, urge the Tigard City Council to ask the
Washington County Elections Office to place the council position to be vacant as
of December 27, 2018 on the November, 2018 ballot. By so doing, the Tigard City
Council will:
1. Honor the intent of the Tigard Charter.
2. Allow sufficient time for potential candidates to complete the filing
process to be on the ballot in November.
3. Respect the rights of those who will serve on the city council in 2019 to
serve together with all legitimately elected by Tigard voters.
4. Take a positive step to rebuild community trust in the decision making
of the Tigard City Council.
Submitted by:
A „AI._ (7" --
Linda Monahan Marland Henderson
AIS-3539 4.
Workshop Meeting
Meeting Date: 07/17/2018
Length (in minutes): 30 Minutes
Agenda Title: Presention on Police Strategic Plan: 2018-2021
Prepared For: Kathy McAlpine, Police Submitted By: Lisa Shaw,
Police
Item Type: Update, Discussion, Direct Staff Meeting Type: Council
Workshop
Mtg.
Public Hearing: No Publication Date:
Information
ISSUE
Receive presentation of the Police Dept Strategic Plan
STAFF RECOMMENDATION / ACTION REQUEST
No formal action required. The purpose of the presenation is to inform the Council of the
police department's new mission statement, vision and the strategic priorities that will be the
roadmap to obtaining the new vision. The strategic plan is in alignment with the City's
Strategic Plan and the 21st Century Policing model. The Chief will work collaboratively with
the Council, the City and the community on the 7 strategic priorities and request the support
of the Council with the implementation plan.
KEY FACTS AND INFORMATION SUMMARY
Chief McAlpine was hired in April 2017 as the Chief of Police. As a new CEO coming into
the organization, it was an opportunity to conduct a current state analysis of the police
department as well as external and internal factors. With the assistance of a consultant and
through collaboration with executive and middle managers a new vision and mission
statement was developed along with 7 strategic priorities that will help us achieve our vision in
the next 3-5 years. Chief McAlpine will present the Police Department's 2018-2021 Strategic
Plan to the Council.
OTHER ALTERNATIVES
N/A
COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS
N/A
DATES OF PREVIOUS COUNCIL CONSIDERATION
This has not yet been reviewed by Council.
Attachments
Tigard Police Department Strategic Plan PowerPoint
— —
SUPPLE T L PAC r /18/2018
FOR ,
7//7 1 g _ I
(DATE OF MEETING)
CIT Y OF TIGARD
Respect and Care I Do the Right Thing I, Get i t Done
Tigard Police Department
Strategic Plan (2018-2021)
Chief Kathy McAlpine I July 17,2018
Why create a strategic Plan?
To create a shared vision of what we want the Tigard Police
Department to become.
The strategic planning process includes a current state analysis,
identification of strategic priorities and an operating plan on how we
are going to accomplish our goals.
Create a road map,where we as an organization agree on and build
commitment to fulfilling our mission and achieving our desired
future where the Tigard Police Department protects and serves all
who live,play and work in Tigard.
1
7/18/2018
(. I '1' V ( I' C I (; .A R I)
Vision
Operational Plan
(Strategic Priorities, 0007
Goals,Action Plans,
KPIs
Current State
Analysis
Strategic Planning Process
Mission and Values
Current State Analysis
A holistic 360 degree/multi-dimensional view of the
organization and the environment in which it must operate.
The time for an objective and thorough analysis that brings to
the surface clues about what the organization should focus on
and what priorities and goals to establish.
An opportunity to stay open and learn about what is actually
occurring both inside and outside the organization;a time to be
influenced by what the data reveals to you
2
7/18/2018
l: 1 I 1 I i r I I (, \ It I
Crime data needsEmployee&
trends
City goals& Community
priorities needs&
trends
National Current
trends& TPD
best programs&
practices services
Current org
structure,
systems,
processes
(: I I' l ( I 1 I R I)
The specific roadmap to close the gap
between current state and our future
vision includes:
• Long-term strategies and overall
priorities
• Annual operational plan and annual
goals, action plans
• Key performance indicators to measure
the progress
3
7/18/2018
c: I I l () I I I (. \ R 1)
Strategic Priorities
► Focus on effective use of data and technology
/ Strengthen community and City relations and
partnerships
► Enhance the professionalism of the department
/ Strengthen our leadership system
/ Build a high engagement culture
► Build a responsive organization structure that assures
efficient and effective deployment of resources
(: I .I' l O I I' I G _1 R I)
Vision =
' C
46 CAW OE
"Tigard Police are the � '.y _,
guardians of the
community. We are an
engaged, resilient and loirrt
progressive department '
working to make Tigard ` PI
safer and more livable."
4 It
4
SUPPLEMENTAL PACKE
FOR
(DATE OF MEET'NG,
Tigard Police Department
Strategic Plan
2018-2021
1
11111 el
TIGARD
City of Tigard
Chief's Message
In recognition of our commitment"to protect and serve all who live,play and work in the City of Tigard,"it is my pleasure to
introduce the Tigard Police Department's 2018-2021 Strategic Plan.
Since taking office as the Chief of Police April 3,2017,the strategic planning working group conducted a thorough current state
analysis of the entire Police Department. Our intention was to gather information from both internal and external sources about
factors that are currently affecting or will affect the Department's ability to fulfill its mission. It included identifying strengths,
weaknesses, opportunities and threats, and a comprehensive data analysis of three different employee surveys, the Police
Department Employee Survey(conducted prior to the selection of a new Police Chief),the City Employee Engagement Survey,
and the Chief's one-on-one interviews(my one-on-one conversations with all employees during the first 90 days of office). Our
analysis of hard data included looking at the past five years of crime trends,response times,staffing levels,overtime spending,
case clearance, community outreach efforts and other performance outputs. The working group also reviewed information
obtained from the City of Tigard's Phone Survey of the Community as it relates to City services including police services. In
addition,we also reviewed trends and best practices from other agencies around the country,assessed how the Tigard Police
Department is currently aligned with the 21st Century Policing model, national and Oregon state accreditation standards, and
building police trust and legitimacy especially with communities of color.
Through this process,we developed a vision for the future and created a blueprint for action to guide the choices we make as a
department for the next three to five years while staying true to our core values.
We invested a considerable amount of effort into developing a plan that will shape our decision-making process and effectively
allocate our limited resources on the most important issues facing our community. As such,the following six strategic priorities
will provide our direction for the next three to five years:
1. Focus on effective use of data and technology
2. Strengthen community and City relations and partnerships
3. Enhance the professionalism of the department
4. Strengthen our leadership system
5. Build a high engagement culture
6. Build a responsive organization structure that assures efficient and effective deployment of resources
Working collaboratively within the Police Department,with our community,City Government and our regional law enforcement
partners will be the cornerstone of ensuring a successful implementation of our strategic plan and fulfilling our vision where
"Tigard Police are the guardians of the community. We are an engaged,resilient and progressive department working to make
Tigard safer and more livable."
Kathy McAlpine
Chief of Police
2
Sections
1. Department Overview
2. Strategic Questions
3. Process Overview
4. Mission &Values
5. Current State Analysis
6. Vision
7. Strategic Priorities and Goals
8. Operational Plan
9. Appendix
3
Department Overview
The Tigard Police Department is an agency with 72 budgeted sworn members and 16.5 support (non-sworn)
members. The department is organized into three interconnected divisions, including Administration, Operations,
and Services.
• Administration includes the Chiefs' office, public information, business operations and crime prevention
functions
• Operations is the uniform and traffic safety branch
• Services consists of records, detectives, property control, commercial crimes unit, school resource officers,
community engagement and professional standards
TIGARD POLICE DEPARTMENT ORGANIZATIONAL CHART as of 8/28/2017
Kathy McAlpine
Chief of Police
J.Jewett
Confidential Executive Apt
J.Wolf
Public Information Officer
L Shaw
Business Manager
Robert Rogers James McDonald
Commander Commander
0.Frisendahi B.Sitton M.Eskew N.Charlton
Lieutenant Lieutenant Lieutenant Lieutenant
S.Wert
Detective Secretary.
L.Erickson M.Fox Amara farrier Gala ShiBitto T.Duncan G.Bartolomucci M.Davis M.Clarsan J.tales C.Odam J.Prater
CCU Sergeant Det Sergeant Records Sup. Crime Analyst Sergeant Sergeant Sergeant Sergeant Sergeant Sergeant Sergeant
G.Stone K.Dresser L Gee tsen D.Smith C.Phillips K.Bowman J.Dower M.Barbee B.DM D.Blinn H.Waken
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4
Major Department Functions
• Commercial Crimes Unit(CCU) - The CCU is unlike any other crime fighting unit in the nation. Uniquely funded
through the city's business licensing fees, four full-time police officers (three police detectives and a supervising
sergeant) provide dedicated service to local merchants and area businesses to investigate and address the types
of crime that impact their bottom line.
• Community Service Officers-These two non-sworn officers support the patrol division.The Community Service
Officers assist with motor vehicle accidents, traffic control, report taking and a myriad of other patrol
responsibilities.
• Crime Prevention/Public Information- Responsible for the management of all crime prevention programming
within Tigard such as Neighborhood Watch,the Monthly Landlord Forum, document shredding, National Night
Out,Prescription Drug Turn-In. Provides information to the public and various media outlets regarding
criminal, public safety and other activity in conjunction with Tigard Police Department operations.
• Criminal Investigations Unit(CIU)-This unit is responsible for the initial and follow-up investigations of
person-crimes.A Detective Lieutenant and Sergeant supervise the unit which also includes four School
Resource Officers.
• Patrol - The Patrol Division is the backbone of every police department. Patrol is responsible for the initial
handling of all calls for service. 24-hour service requires three shifts each consisting of a supervisor and patrol
officers. Uniformed personnel assigned to this section perform most initial investigations and provide the
community the highest quality of police services, including K-9 support.
• Property/Evidence-The Property and Evidence Specialists are non-sworn personnel with responsibility for the
management, storage and control of all evidence and property in control of the Department. These specialists
are supervised by the Records Supervisor.
• Records-Records Specialists are non-sworn personnel who are responsible for data entry,control,maintenance
and retrieval of police reports.The records unit directly assists the community through inquiries both in person,
by electronic correspondence and on the telephone. Five specialists and a supervisor staff the unit and are
available from 8 a.m.until 11 p.m.every day.
• Reserve Officers - The Reserve Program is a non-paid voluntary effort affording reined and vetted citizens the
opportunity to participate at a patrol officer level. The program is supervised by the Operations Commander.
The City of Tigard allows the Department to maintain approximately fifteen reserve officers,a ratio to the sworn
members employed.
• School Resource Officers-Tigard Police currently have four School Resource Officers that provide resource and
police assistance within the Tigard-Tualatin School District.
• Traffic Safety Unit-This unit provides overall enforcement of traffic safety laws in Tigard.In addition,the three motorcycle
officers,provide motor vehicle accident investigation.
• Canine Unit-Tigard's two canine teams consist of specially trained officers and two police dogs.Together they track,locate
and apprehend suspects throughout Tigard and in support of other jurisdictions across Washington County. The unit
operates seven days a week.
5
Department Key Partnerships
The Tigard Police Department works closely with a variety of law enforcement agencies and task forces within the
region. These partnerships broaden the scope and depth of the investigations that the department provides to
citizens by adding strength and specializations that would not be possible otherwise.
• Crash Analysis Reconstruction Team(CART) -Two officers are members of this multi-agency team comprised of
officers within Washington County trained in traffic crash reconstruction.
• Crisis Negotiations Unit(CNU) -Two detectives are part of the Washington County regional team. The CNU also
includes mental health consultants who effectively manage each crisis.
• Drug Enforcement Agency Task Force(DEA)-One detective is assigned to the DEA to proactively investigate and
deter the reduction of illegal domestic drug availability and trafficking in the region.
• FBI Lost Innocence Task Force - One detective is assigned part-time to this multi-agency team that works with
the FBI and the U.S.Attorney's Office to address the problem of domestic sex trafficking of children.
• Major Crimes Team- Sponsored by the Washington County District Attorney's Office, this team of experienced
detectives provides mutual aid with immediate investigative needs during major events. One Sergeant and three
detectives are assigned to the Major Crimes Team.
• Tactical Negotiations Team(TNT) -Three officers are assigned to this Washington County tactical team.
• TriMet- One sergeant and five officers work as transit police to provide security throughout the transit system.
The program is fully funded by TriMet.
• Westside Interagency Narcotics Team (WIN) - One detective is assigned to WIN. The mission of the team is to
proactively target all drug traffickers in and around the Washington County area.WIN works closely with federal
partners.
6
Strategic Questions
Burning questions most on Department leaders'minds when they think about Tigard Police Department's future direction;
questions we hope to address during our planning process
1. Do the City and citizens see how police services will continue to erode if we don't do something
different?
2. If the City pursues a Local Option Levy,how much are the citizens willing to pay for the police services
that we want to provide?
3. Do City officials realize the demoralizing effect/the true impact if local option levy does not pass?
What's our plan B?
4. How do we continue to move forward considering obstacles and limitations? How do we move despite
the current box?
5. How do we communicate a compelling/inspiring vision when a lot is beyond our control?
6. How can we improve our relationship with City leaders?
7. Does City Council/leadership team trust our (TPD's) judgment?
8. How do we address the national narrative with our current resources? Do we want to embrace best
practices? Get behind this?
7
Process Overview
8
The Strategic Planning Process
What is strategic planning?
• It is a management tool used to help an organization do a better job.
• It's a systematic process through which members of an organization agree on - and build commitment to -
priorities which are essential to fulfilling its mission and achieving its desired future.
• The strategies and priorities that are identified are choices based on careful analysis of the past and the current
state about how best to meet its customers' needs, deliver high quality products and/or services, and create a
productive work environment.
Why is it important? What's the benefit of strategic planning?
• It helps the organization chose best how to respond to the circumstances of a changing environment, both
internal and external.
• It is used to sharpen the organization's focus so that everyone is heading in the same direction and organizational
resources are optimally utilized.
• The written plan is a blueprint for action that guides the organization over the next 3 to 5 years in the decisions
it makes.
Components
• Mission: A statement describing the purpose of the organization;why it exists,what it does,and for whom.
• Values: The principles or beliefs that guide behavior and decisions. They are the foundation for the culture and
the way the organization does business.
• Analysis of the Current State: Information gathered from both internal and external sources about factors that
are currently affecting or will affect the organization's ability to fulfill its mission. It often includes strengths,
weaknesses, opportunities,and threats.
• Vision: A shared view of a desired end state. It is what the organization wants to become. It describes an
improved, changed,or different organization based on (but not limited by)the current situation analysis.
• Strategic Priorities: The broad strategies or priority areas the organization will focus on for the next three years
to address critical issues and close the gap between the current state and future vision. They determine where
the organization should be focusing its time and energy to achieve the vision. These priorities serve as the
guideposts for setting annual goals.
• Dashboard: The measures and targets that will indicate the organization is on track with fulfilling its mission,
vision,and values.
• Operational Plans: Detailed implementation plans which delineate specific short-term, concrete goals, actions,
results,accountabilities,and dates for accomplishing the strategic plan.
The Process:
1. 2. 3. 4. 5.
Build Analyze Re-affirm the Create the Agree on =
commitment to current state — - mission and .m.••=1110. —future vision strategic
the planning values priorities&
process dashboard
10. 9. 8. 7. 6.
Track progress, ♦o— Implement r Communicate Identify 41., Create
results,adjust &build resource operational .
alignment requirements plans Ail#
(budget) (Annual goals,
action plans)
9
Strategic Business Planning Framework
Strategies and °°"'Y'
Operational Plan Preferred Future
The specific roadmap to close (Vision)
Current State Analysis the gaps and reach the vision. Shared view of the desired
Assessment of factors that are currently 000 It includes: end-state, 5-10 years into
affecting or will affect the organization's the future.
ability to fulfill its mission. It is gathered • Long-term strategies(broad Our culture outcomes;
from internal and external sources. It overall priorities) what success looks like
includes: • Performance indicators and
• Effectiveness and competitive position of targets(KPIs,dashboard)
services,programs,processes • Annual operational plan(s)
001
(annual goals,action plans,
• Organizational strengths&weaknesses tactics)
• Opportunities and threats in the
• Communications plan
environment . Budget
• Customer needs and satisfaction
• Employee needs and satisfaction
• Trends and developments z< -:
• Issues facing the organization
• Best practices(benchmarking)
Mission
Describes the purpose of the organization; why it exists,what it does,and for whom.
Values
The principles or beliefs that guide behavior and decisions. They are the foundation for the culture and the way the organization
conducts business.
10
Mission and Values
11
Tigard Police Department Mission
Why our department exists; our reason for being.
"To protect and serve all who live,play and work in Tigard"
Core Values
What guides our behaviors and decisions?
• Attitude-We aspire to maintain a positive,can-do attitude as we perform our responsibilities and interact with
the each other and the community we serve.
• Leadership - Every member of the department is a leader and although responsibilities vary, accountability
remains constant. The principles of leadership and the value of accountability are inseparable. As leaders, we
are accountable for our own actions,those of our subordinates and to the citizens we serve.
• Integrity - Acting with integrity and honor is the foundation of everything we do. It is the basis of public
trust. We earn credibility by doing the right thing,being open and honest,and actively living our core values.
• Service- "Service beyond Expectations"- Service to our community. We are dedicated to the ideal of providing
the highest quality of professional law enforcement service to our community. We strive to be a proactive,
trusted partner with our community with the goal of enhancing the quality of life to our citizens.
• Teamwork - We are team-focused for the common good. We understand the strength of cooperation and
collaboration, and that our success depends on our ability to perform together as a cohesive unit. We are
dedicated to creating a positive environment which fosters camaraderie for the common good.
12
Current State Analysis
13
General Summary*
(From employee survey,citizen survey,hard data review)
*Note:A thorough current state analysis report is in the Appendix section of this document.
Working Well
• Citizens are generally satisfied with the level of service provided by TPD
• Employees are proud in delivering a high level of customer service
• Community perception of safety is high (87% of the citizens polled said they believe the quality of life in Tigard
is good or excellent).
• Excellent relationship with the community,high level of trust
• High level of responsiveness to external stakeholders
• Good team chemistry in the police department,relationships are valued
• High quality employees
• High quality hiring in the past few years
• Homicide Unit solve rate is 100%
• Good equipment,progressive,open to new technology,vehicles replacement cycle is good
• Good quality data,strong crime analysis unit
• Good regional partner with other law enforcement agencies
• Crime rate has stayed the same despite population growth, decrease in staffing,increase in calls for service
• Response time to priority one calls is good
• Recent changes in policies regarding equipment and grooming
• Commercial Crimes Unit is recognized nationally as an innovative and effective proactive unit.
• Positive change in executive staff working well together.
• Internal communication is improving
• Strong social media presence
• Officer/employee wellness focus
• Positive trend asking employee input and acting on the input.
Areas for Improvement
• Service Deliverables
■ Employees believe police services have eroded
■ Calls for Service has increased in the past three years
■ Self-initiated calls have significantly decreased the past three years
■ Response times have increased each year
• Crime rate
■ Overall crime rate has remained consistent over the last five years; have not seen significant reductions (see
Current State Analysis Report)
■ There is no integrated strategy to address/reduce crime
■ Department seems to be more internally focused,than externally
■ Not using technology or data to drive crime-fighting strategies
■ Citizens have some concerns about safety
■ Quality of life crimes/issues have increased
14
• Citizen/Community
■ Community is satisfied with the level of police service
■ Citizens feel less safe at night than they do during the day
■ Citizens are concerned about the loss of proactive police activities if resources are cut,especially TPD's ability
to track Sex Offenders, traffic enforcement in neighborhoods and maintaining the School Resource Officers
Program
• Leadership/Management&Supervision
■ Communication
o Inconsistent expectations
o Poor communication negatively impacting operational effectiveness
o Lack of consistent communication from the City/ City Manager's Office
o Lack of consistent communication from all levels of the PD
o Inconsistent messages with different supervisors on the same topic
o Data not shared
o Listening to staff is poor("Don't just talk to us; listen to what we are saying.")
■ Accountability
o Lack of accountability at all layers
■ Supervision
o Supervisors not holding officers accountable (not addressing poor performers,playing favorites)
o Supervisors do not convey leadership intent and vision; results in goals not being met
■ Resources:
o Ineffective deployment of resources
o Inefficient use of resources; duplication of resources
■ Lack of clear direction, measurable department goals, and ways to measure progress and individual
contribution
■ Want/need leaders not managers
■ Employee engagement/inspiration is low
• Staffing/Workload
■ Workload distribution is inequitable
■ Overtime has increased; backfill for military deployments has increased
■ Staffing numbers in Patrol have not changed in 10 years. Continually operating on minimum staffing levels
■ Detective caseloads are increasing while detective positions have decreased
■ Person crime cases do not receive proper attention because of current workload of the Investigations Unit
and Patrol Officers follow-up investigations for some misdemeanors.
■ Lack of criminal investigative follow-up (patrol,traffic and investigations unit)
■ Limited choices for career rotation assignments
■ Negative impact on morale,work-life balance,productivity and injuries
15
• Facility
■ In current structure staff is displaced/physically separated; in multiple locations
■ Offsite,minimally secured storage of property/evidence with no control of cost
■ Records stored in modular unit(outside of headquarters)
■ Parking is not secured,employee/officer safety concern
■ No room for growth
■ Men's and Women's locker rooms are unacceptable (in size and quality)
• Current building is not an emergency service building(not seismically sound)
• System/Process Improvements
■ Performance Management System
o Not valued by employees
o City's process/form does not adequately reflect police work
■ Selection and Promotional Process
o Number of applicants for police officer positions has significantly decreased
o Challenge to maintain current high-level requirements/standards for hiring and recruitment
o Promotional process perceived as unfair; not transparent
o Recruiting, hiring, and promotional processes need to be improved to attract and retain high quality
talent
■ Report Writing System
o RMS system not efficient,too much time to write a report
o Reduction in report quality
o Bad or incomplete data in causing incomplete data out
• Technology/Equipment
■ Technology and equipment decisions being made without employee input
■ Limited beta testing on equipment and software before implementing
■ Vehicles not set up consistently; limited end user consultation
■ Poor implementation,inadequate training,and low IT support
■ Budget constraints make it challenging to keep up with lifecycle replacement
■ New report writing program (RegJIN) difficult to use
■ Officers are not consulted or part of the process when Administration is making decisions on equipment or
vehicle configurations
• Use of data
■ Inconsistent use of data
■ Not everyone uses the crime data and intelligence information effectively
• City's Strategic Plan
■ Low support for the City's plan ("Can't support the plan if you don't understand it.")
■ Active resentment to the plan by PD
■ Performance evaluations are tied to strategic plan (Note:This has recently changed-no longer a requirement by
HR)
■ Lack of implementation
• Police not consistently at the table when creating action plans that may later include the police
16
Employee Survey Summary
Working Well:
• The people we work with: Great people,teamwork,relationships with co-workers,family-oriented atmosphere.
• Relationship with the Community: Good relationship with the public, strong community support; community
outreach and social media are strong.
• Hiring: Recent new hires are good people with integrity
• Resources: We have good equipment and technology
• Leadership:Recent promotions and new Chief provides good leadership,the future is promising
Areas for Improvement
• Staffing/Workload:Patrol is always at minimum staffing making it difficult to be proactive.Detectives cannot get
to the entire workable cases due to a reduction in staffing; difficult to balance main job and the collateral duties.
Unable to adequately respond to calls for service or investigate cases. Improve the report writing process -
current system takes too long to write reports.
• Leadership: Need 'leaders' not just 'managers'. First-level supervisors not engaged, and they need to be held
accountable.Chain of command system is weak. Promotional process not fair,need to hold everyone accountable
throughout the department.Want clear expectations and direction for the future.Want Administration to listen
to the rank and file.
• Communication: No communication from the Chief's Office (Note:prior to new Chief). Non-sworn staff do not
feel included in the communication. Graveyard feels isolated[Note:this has already changed/we receive weekly
communication from the Chiefs Office)
• Employee Development/Training: Need a dedicated training person to oversee all of the training discipline and
to keep department current on training issues such as legal updates,current trends
• Technology: New report writing program (RegJIN) is difficult to use,i.e.reports take 3 times as long to write,not
user friendly. Officers are not consulted or part of the process when Administration is making decisions on
equipment or vehicle configurations.
• Performance Management: Accountability and performance evaluations need to be emphasized. Incorporating
the City's Strategic plan into police performance evaluations are not valued.
• Hiring/Recruiting: Need major improvement in recruiting methods and strategies to attract qualified candidates.
Recruiting section needs to be improved. Support lateral hires.
• Facility: Need a new building, e.g. outgrown current facility, CCU located in another building, HVAC system to
cold or too hot,and not seismically sound for an emergency center.
• Wages and Benefits: Competitive wages with area law enforcement agencies.Need increased Comp-Time banks,
recruitment and retention plan to attract and keep good officers from leaving for other higher paying police
agencies (note: TPOA signed a 3-year contract in July 2017 addressing many of these issues).
• Police Department and City Hall: Relationship needs to improve, i.e. us versus them mentality. Do not feel
supported. Police do not feel a part of the City's strategic plan.
17
Citizen Survey Summary
Note:The following data is obtained from the City's Community Data funding proposal data survey April 2017
• Citizens feel pretty safe during daylight hours and while driving; but much less safe at night
• Most voters believe the quality of life in Tigard is good or excellent (87%), and this opinion is shared broadly
across demographic groups.
• 72% of voters believe the quality of life in Tigard is either remaining the same or improving. Those who say it is
improving are likely to point to positive changes the City has instituted,including redevelopment of downtown
Tigard.
• 50% of voters would have the same sentiment regarding quality of life if cuts were made to police and public
safety. A majority of voters feel their quality of life would be diminished if the city made cuts to key services.
• Citizens support the police department(i.e.73%of the voters say it is important to maintain the budget for police
and public safety).
• Citizens report a high level of trust in the Chief of Police.
• Nearly three-quarters of voters say it is most important to maintain the budget for police and public safety
(73%).
• Nearly six in ten voters say they would support a temporary tax increase to prevent reassigning police officers
who monitor sex offenders in the community to patrol, as well as reassigning police officers who investigate
unsolved crimes to patrol (57%each).
Conclusions from the survey:
• Citizens are highly satisfied with the service and quality of life.
• They seem to be concerned that proactive activities such as monitoring sex offenders and investigative follow up
will be assigned primarily to staff patrol versus specialty units.
• Citizens are unaware of the current erosion of police services.
18
Hard Data Summary
Strengths
• Crime Rate: Crime rate has remained consistent the past five years. Crimes against persons have decreased the
past three years. Property crime has remained consistent. Despite the reduction in staff,population growth and
an increase in calls for service.
• Proactive Activity: Data shows TPD officers are spending their proactive time in the areas with the highest call
volume.
• Commercial Crimes Unit:Is operating effectively and collaborating with business community to address property
crime and fraud abuse based on weekly report outs.
• Complaints: Citizens complaints are low and have stayed consistent for the past 3 years,i.e. 2014-2016,despite
an increase in calls for service. It appears citizens are satisfied with service.
• Community Outreach/Social Media: Police department does an excellent job of connecting with the community
through various events and social media platforms. The number of followers has increased over the past three
years.
• Force Response: Number of force response related to the number of calls for service is very low.
• Community Service Officers: Calls for Service and self-initiated activities have increased the past two years
focusing on quality of life and taking police reports on crimes with no suspects freeing up the officers in the field
to handle higher priority calls reports for patrol officers.
• City Population Growth:Tigard's population grew 9.7%while the number of City staff increased by less than
1%. TPD staffing levels are less than 2012 allocation. City expenses are 4%while City revenues are at 3.5%.
Weaknesses
• Calls for Service: Increased each year for the past five years while self-initiative activities have decreased.
• Response Time: Priority 1 &2 response time is 6.32 minutes and has increased for the past few years.
• Staffing: Staffing has not kept up with population growth, increased calls for service and not hired to their
budgeted level. Patrol staffing has not changed since 1996. Budgeted positions are left vacant as part of the
Citywide budget reduction measure.
• DUII Enforcement: Over the past 17 years,DUII enforcement is at an all-time low.
• Quality-of-Life Issues: Homelessness and mental illness calls for service are increasing and draining valuable
patrol resources with limited options to address the issues.
• Report Writing: Report writing system is causing frustration. Despite an increase in calls for service,the number
of reports has decreased. Officers are not documenting all that they should due to the length of time it takes to
write reports.There is an increase in officers"out of service"to write reports.
• Detective Caseloads: Staffing levels have decreased, and the overall number of cases have been increasing
(especially in property crimes). Unassigned cases are increasing for patrol to conduct the follow up, however
calls for service have significantly decreased follow up activity.
• Overtime/Time-off: Significant increase in overtime is problematic and adding to employee stress and morale
problems. Backfill for military deployment has increased by 400% (33-193). Overtime for patrol backfill has
increased by 47%.
• Budget: During the 2012 budget recession there were significant cuts in personnel (6%of TPD staff cut in 2012-
13). The past five years the City has used a"hold the line"budget.
19
• Traffic Enforcement&Citations: Fatal crashes involving pedestrian or bikes have increased 200% in the past 3
years (2013 (0), 2014 (1) and 2015 (2) based on ODOT data). Fatality accidents have increased each year by
400% (2013 (0), 2014 (1), 2015 (4).)
• External Cost: Cost for WCCCA (dispatch) and RegJIN (Report) costs have significantly increased over the past
five years (i.e.a 10%increase for 2016,2017,and 2018). WCCCA costs have also increased (i.e. FY15-16 4%, FY
16-17 4.2%,FY17-18 7%FY 18-19 2.46%.and a projected 4-5%increase each year for the next 5 years).
• Population Growth — Tigard continues to grow (1.5%) each year with increasing demands for City and police
services. The City is adding new services without increasing staff or budget to implement these new service
expectations.Parking enforcement has been added as a new service expectation for the police department,which
falls on the CSO's current workload pulling them away from assisting the patrol officers on their call load.
20
Vision
21
Tigard Vision
Our desired end-state.What success looks like in 5 years.
"Tigard Police are the guardians of the community. We are an engaged, resilient and progressive
department working to make Tigard safer and more livable."
Theme: "Service beyond expectations"
• The service mentality has become contagious and is pervasive throughout the department. It has found its way
into everything we do, internally and externally-taken to heart by everyone
• Because of this mindset we are making a positive difference in people's lives
• Citizens have come to expect exceptional service of TPD
• Citizen Complaints are down
• Response times are down-officers are able to respond to the needs required by the situation-have enough time
to respond to a challenging call
• TPD has services that support the City's vision of a walkable city,e.g.
o 2-4-person bike team-working trails,neighborhoods,paths, special events
o K-9 unit
Theme: Strong community/City relationships/partnerships
• Strong relationships with our community and increased community engagement - deeply involved with our
community-feel part of the community
• We are supported and working closely with City hall,businesses, community groups (We are supported by the
City Manager and City Council)
o Our vision is well understood and represented along with other City departments-strong alignment
• High connection/high trust with a diverse population who are no longer afraid to utilize our services or to
provide feedback when they have concerns (we are reaching_%of the population)
• Strong community partnerships,e.g.
o Transit police-we've taken on more of a regional leadership role
o Light rail into Tigard
o "Help now" team comprised of 2 TPD officers and a cross section of social services/mental health
professionals/city staff focus on mental health and homeless issues
Theme: Financially stable/strong
• We are good stewards of the money that has been allocated through bonds and levies
• Local option levy passed in May 2018
• Bond passed enabling a new facility
Theme: Professionalism
• TPD has become a much more professional,dedicated,enthusiastic department-Our pride and professionalism
has increased over the years
• We have a reputation of trust,integrity and compassion for the community we serve
• We hold ourselves to a high standard-including taking great pride in our appearance
• Records management system embraced and learned fully resulting in well-written reports, turned in on time
with no errors
22
Theme:Training and development
• We are an exceptionally well-trained and motivated staff
• We've created a strong training and development culture; training and education is highly valued; everyone in
TPD is constantly striving to improve. We're developing people internally for growth and filling positions
internally because of our excellent development programs
• There are many development opportunities: mentoring program, shadowing, ongoing feedback, skill
development,frequent training sessions during shift briefings and overlap periods
• Flexible schedules make it easy to attend classes and participate in other development opportunities.
• Employees are given the opportunity to identify projects and freedom to explore how they can contribute to the
department and community
• We are up to speed on changes in laws driven by house and senate bills
• We have a full-time,well-staffed training department,i.e.a sergeant and 1-2 officers in charge of all training and
standards
• Officers proactively seek out resources and professional training that keep us on the forefront of latest skills and
technology. This keeps us,both officers and staff,ahead of investigative trends
• We have a well-developed Police Training Officer (PTO) program- expansion of training by 4 weeks
• We've created a department training and development resource center which exists to assure people are
successful in their current and future positions and it can pull up information on any subject - a catalogue of
experts to call at a moment's notice- city and community members
• We've created a Washington County Regional training where agencies throughout Washington County come to
maximize resources, collaborate, and draw upon each other's skills and expertise (collaboration includes
community members)
Theme:Well-staffed and structured to accommodate the rising population and increasing needs of the community
• A robust staffing plan has ensured that employees are being used effectively and deployed where they are most
needed
o Expanded specialty units that are the face of the department in the community(e.g.CCU,CSOs,SROs,traffic,
K9, Neighborhood Response Team, Help Now Team)
o We continue to strengthen our relationship with other City departments and are able to send command staff
members to all City committee meetings
o Less overtime-minimums for each shift is covered and no one must work on their time off
o More opportunities for time off
• Our department is one of the most desirable and innovative police agencies in the nation
• We are as diverse as our community
• Positions in TPD are sought after; we have become the law enforcement employer of choice - "a destination
agency for those who want to excel"- "stay for a career"
• A robust selection process helps us attract and select the best and brightest-those who want to excel
• Few leave- Retention is high/turnover low
• PTO program has been improved to reveal the best of our new hires
• NRT (neighborhood response team) officers can dedicate time to ongoing criminal activities
• "Help Now" or Homeless Outreach team comprised of 2 TPD officers (FTE funded through grants and private
funds) and a cross section of other city employees-focus on mental health and homeless issues
• Specialty assignments balanced to better reflect our workload and commitment to City's vision
• Traffic safety unit(expanded by 2 more motors -covering 7 days/week at least 12hrs/day
23
• Business office
o Well trained staff
o Adhere to best practices (conduct financial and FTE benchmarking and best practices)
o Able to continually focus on current and future fiscal operations and health of the organization
o Good support for important administrative tasks, e.g. receipts, invoices, filing - can complete all financial
analysis for Chief and Command staff in a timely manner
Theme: Leadership
• Officers and staff are highly regarded,we are trusted leaders within the community
• Leadership at all levels of the department are working for the common good of the community and the agency
• There is proactivity on both internal and external issues
• Leaders know how to motivate and engage staff-asking for their input on decisions
• Sergeants are highly engaged- giving solid advice about the profession to younger officers' career and the
department
• Accountability has increased
• Reduced internal investigations; what is unacceptable is well understood and confronted immediately by
supervisors
Theme: Data-driven organization
• We have become a truly data-driven/problem-solving organization
• We have integrated the use of data and technology into all our practices
• People understand the value of collecting accurate and timely data at all levels on a daily basis
Theme:Facilities&Equipment
• Facility
o State of the art facility designed to accommodate our growing department for next 30-40 years - modern,
clean,safe,secure
o Instills pride-proud to bring guests and visitors
o The new facility has had a strong impact on building and sustaining relationships,i.e.allows us to stay inter-
connected-we're no longer separate sworn and non-sworn -and this mix is operationally helpful
o Has impacted our hiring-we've become a show piece for new recruits
o Campus like setting ideal for hosting meetings with outside agencies or community leaders
■ Ample conference/meeting and training rooms
■ Secure parking-ample room for entire fleet, personal cars,unsecure PD visitors
■ Separate briefing and lunch rooms
■ Functional training room and indoor range
■ Rows of toilets in bathrooms on each floor
■ Seismically sound
■ State of the art work out facility-demonstrates the department's commitment to health and well-being
(showers,sleep rooms that officers can use before or after court)
• Equipment
o Expanded fleet that looks good and solid; all vehicles are looking good and set up the same (officers have
assisted with configuration
o We're"ahead of the maintenance curve" -we care about our car's
24
Theme:Wellness commitment
• There is an increased sense of well-being within our agency
• State-of-the-art work out facility demonstrates City's commitment to resilience and a healthy lifestyle;supports
engaged workforce
• Strong emotional support/vicarious trauma - Able to take time off for emotionally taxing calls, e.g. death,
shootings - paid time off or work on light duty until 100%
Theme:Culture
• Improved morale and high engagement
• Family like
• Positive energy mix with experience and tradition
• High synergy has propelled agency to new heights
• Alignment- everyone knows where we are headed (using strategic plan as a roadmap) and how they can help
get us there
• Sharing ideas-creative problem-solving-always asking ourselves how we can we make it better
• Positive reinforcement and acknowledgement for things well done
• Sub-theme:Communication-rich
o Good communication flow up/down/across
o Good communication systems and processes
o Chief weekly updates
o Daily shift summaries done by all patrol supervisors
o Information from other City departments shared with all staff
o Records staff well informed re: someone new coming to front counter asking for them
• Feel heard- no judgments
• Strong relationships between sworn and non-sworn
• All employees treated equally
• Less talking about each other;we're handling interpersonal difficulties directly
• Everyone accountable for their actions
• Integrity and honesty valued by everyone
• Doing the right things for the right reasons
• Supporting each other-lifting each other up
• This is a rewarding place to work
25
Strategic Priorities and Goals
26
Tigard Strategic Priorities
The long-term,broad,measurable strategies or priority areas that the department will focus on for the next three to five years
to address critical issues and close the gap between the current state and future vision. They answer the question where we
need to focus our time and energy to deliver our mission and achieve our vision. These priorities are cross-disciplinary or
cross functional and should apply to all areas of the organization.The priorities serve as the guideposts and framework for
setting annual goals
1. Focus on effective use of data and technology
2. Strengthen community and City relations and partnerships
3. Enhance the professionalism of the department
4. Strengthen our leadership system
5. Build a high engagement culture
6. Build a responsive organization structure that assures efficient and effective deployment of resources
27
Strategic Priorities Performance indicators
Indicators that will demonstrate progress and success
Strategic Priority Expected Outcomes(vision) Performance Measure
1. Focus on • Data used as a crime management tool • %of decisions and problems solving
effective use of • Increased ability to efficiently respond to crime and that is supported by data/facts
data and community concerns • %of employees using new technology
technology • Targeted crime enforcement and equipment
• Better management and allocation of resources • Time it takes to implement new
• Data valued by all employees/all levels technology
• Effective/reliable data systems in place • Response time(organizational
• All employees competent in the use of data for analysis and dashboard ratings)
decision making at all levels • Time it takes to deploy resources
• Expanded use of proactive policing strategies • Report writing time and report writing
• Increased ability to take timely action on early warning signals accuracy
• Improved response time to Priority 1&2 calls • %of time allocated to proactive
• Increase capability to provide accurate and timely policing
administrative,strategic and tactical data analysis • %of officers in the field for higher
• Increased use of new technology&equipment priority calls
• Decrease in citizen wait time • Citizen satisfaction ratings
• Increased number of officers in the field for higher priority
calls
• Improved citizen convenience and satisfaction
2. Strengthen • Stakeholders&community members better informed • Citizen/stakeholder satisfaction
community/City • Community needs and concerns better understood ratings
relations and • Community better understands TPD's work/focus/priorities • # of followers on all social media
partnerships • Improved trust and relationships with key community platforms
partners and stakeholders • %of employees who feel connected to
• Increased community satisfaction City's vision/strategic plan as reported
• PD employees feel connected to the City's vision and strategic in employee survey
priorities • #of community members volunteering
• Community members volunteer to be on the Chief's Advisory to help TPD
Panel
3. Enhance the • Fully accredited police department • Citizen satisfaction ratings
professionalism • Policies&procedures updated to state standards • #of civil liability/litigations
of the • Adherence to recognized best practices • #of citizen complaints
department • Improved service to citizens • Employee satisfaction ratings
• Reduced civil liability/litigation • Employee performance ratings
• Reduction in insurance fees • %proposed to actual budget items
• Enhanced employee performance • Organizational performance ratings
• Increased employee satisfaction (dashboard)
• Enhanced supervisor/employee relationships • %of budgeted positions filled
• Improved department performance (dashboard)
• Balanced budget
• Increased transparency
• Increased community confidence in fiscal management
• Entire Department under one roof
• Improved department communication&collaboration
• Successful passage of the Levy
• Department is adequately staffed to manage the increase in
calls for service,investigations,traffic issues and quality of life
concerns
• Department's organizational structure is aligned with the
community needs and operational efficient/effectiveness
• Department annual budget allocation reflects adequate
funding
28
4. Strengthen the • More effective and respected leadership team • Employee performance and
leadership • Leadership credibility improved satisfaction ratings
system • Increased leadership accountability(Every level of leadership • Leadership performance ratings
performing their job) • Organizational performance ratings
• Right leaders in right role for their natural strengths at the (dashboard)
right time • Time it takes to fill leadership
• Improved departmental morale positions
• Improved organizational performance • %of strategic plan goals completed on
• All personnel understand departmental priorities&their role time
in creating a new TPD
• Increased teamwork(Everyone working towards common
goals)
• Leaders understand employee needs and ideas
• Employees understand community needs and concerns
• Build bench strength for succession planning
5. Build a high • Improved morale and employee satisfaction • Employee satisfaction and engagement
engagement • Improved retention rate ratings
culture • Improved performance • Employee performance ratings
• Reduced sick leave • Retention rate
• Reduce health care costs • Sick leave rate
• Improved work/life balance • Employee performance ratings
• Increased employee satisfaction(feel valued) • Organizational dashboard ratings
• Improved performance
6. Build responsive • Organization structure adjusted to meet population growth • Organizational performance
organizational and increased call for service (dashboard)
structure that • Department is adequately funded to provide adequate service • %of Priority response times within
assures efficient to the community target range.
and effective • Budgeted positions filled? • Detective caseloads#'s
deployment of • Employee morale is increased • Employee survey ratings
resources • Fully accredited police department • Citizen satisfaction ratings
• Levy passage
• #of vacant positions
29
Strategic Priorities and Annual Goals
Strategic Year
Priority Goals 2018 2019 2020
1. Focus on effective 1) Develop and utilize a comprehensive data-driven
use of data and approach to department operations and crime D I A
technology management among all TPD employees.
2) Create and implement executive dashboard D,I A A
3) Expand crime analysis capacity that supports strategic, A Review I
administrative,tactical and statistical analysis budget
y Impacts
4) Create a process to gather input,and continuously
evaluate the effectiveness of new technologies and D, I A A
equipment
5) Identify a more effective and efficient records D I A
management system
6) Expand alternative service delivery methods to make it D I A
easier for citizens to report crimes and concerns
2. Strengthen 1) Create and implement a comprehensive external D I A
community/City communications strategy/plan to keep all stakeholders
relations and better informed.
partnerships 2) Conduct an annual community survey D I A
3) Actively participate in City's strategic plan V V V
4) Create a Chief's Community Advisory Committee D I A
5) Broaden community policing approach that focuses on D I A
quality of life issues
3. Enhance the 1) Become fully accredited by Oregon Accreditation D, I A
professionalism of Alliance
the department 2) Design and implement an employee performance D,I A
management system
3) Continue to evaluate and improve the police budget for D, I A A
cost efficiencies
4) Acquire new police facility V
5) Implement the PTO program D I A
6) Adequately budget department to meet community D A A
needs
D=Design or create program I=implement A=Assess (can occur before or after implementation)
30
Strategic Year
Priority Goals 2018 2019 2020
4. Strengthen the 1) Create and implement a leadership development process D I A
leadership
system 2) Create and implement a succession management process D I A
3) Establish a strong leadership culture to support the D I A
"Tigard Way
4) Complete and implement department's strategic plan D I A
5) Create,implement,and continuously evaluate an D, I A A
effective internal communication system
5. Build a high 1) Create and implement employee training and D I
engagement development program
culture 2) Develop a department wellness program D, I A A
3) Enhance department's recognition program D,I A A
4) Align employees to City's and department's strategic D, I A A
plans
5) Implement the PTO program D I A
6) Acquire new facility
7) Create,implement,and continuously evaluate an D,I A A
effective internal communication system
6. Build a 1) Conduct a comprehensive workforce/staffing analysis to D I,A
responsive org assure effective and efficient use of resources
structure that 2) Promote/advocate for ongoing levy/citywide funding I A I
assures efficient
and effective
deployment of 3) Become fully accredited by Oregon Accreditation D,I A
resources
Alliance
D=Design or create program l=implement A=Assess (can occur before or after implementation)
31
Operational Plan
32
Strategic Priority 1: Focus on effective use of technology and data
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible
1. Develop and utilize a • Data valued by all employees/levels • Crime rate decrease Chief/ • Educate all employees how to D I A
comprehensive data- • Effective/reliable data systems in place • Response time decrease Commanders collect/use/analyze data
driven approach to • Everyone competent in the use of data • Apprehension of • Create crime dashboard
department operations for analysis and decision making at all identified subjects • Integrate data into all monthly
and crime management levels • Organizational meetings(comm and non-comm)
among all TPD employees • Data used as a crime management tool structure and resource • Research the effective use of social
• Better allocation of resources deployment guided by media platform(Nextdoor,Twitter,
• Increased ability to efficiently respond data Face Book)
to crime and community concerns • Increase in the • Consider TV monitoring streaming
• Expanded use of proactive policing percentage of citizens data and crime information in roll call
strategies feeling safe as reported room
• Records staff checking in Citizen Survey from
background/warrants and driver's previous year
status • %of employees using
data(Need to establish
baseline measurement)
2.Create and implement • Dashboard created • Timely and Chief • Create Dashboard D,I A A
executive dashboard • Better informed leadership TPD/City comprehensive decision • Implement Dashboard concept to
Manager/Council about TPD's making based on data Executive Staff
effectiveness • Citizen survey results: • Present Dashboard to CM/Council
• Targeted crime enforcement Citizen's feel informed • Track results documenting actions
• Improved management of resources and heard taken based on the dashboard data
• Increased ability to take timely action • Improved Priority 1&2
on early warning signals response times
• Improved response time to Priority 1&
2 calls
• Improved internal and external
communication
3.Expand crime analysis • Increase capability to provide accurate • %of data driven Commander • Educate City Manager on value of A Review I
capacity that support and timely administrative,strategic and documents in all three Rogers crime analysis to the City.(link to budget
strategic,administrative, tactical data analysis categories City's strategic plan) Impacts
tactical and statistical • Data driven documents available for • %of key decisions that • Structure the unit with 1 FTE
analysis administrative,strategic and tactical are supported by data responsible for admin&strategic data
data analysis and 1 FTE for tactical real-
• Increase data-based decision making time data
• Incorporate FTE request into budget
4. Create a process to gather • Technologies&equipment in place that • Employee satisfaction Lt.Sitton/ • Create end-user committees to identify D,I A A
input,and continuously increase effectiveness&efficiencies survey results L.Shaw needs,vet technologies,and evaluate
evaluate the effectiveness • Increased employee satisfaction& • Time it takes to their effectiveness once in place
engagement implement and
D=Design or create program I=implement A=Assess (can occur before or after implementation)
of new technologies and • Increased use of new technology& effectively utilize new
equipment equipment technology
5. Expand alternative service • Decrease in citizen wait time • Citizen Survey results Commander • Identify software and phone app D I A
delivery methods to make • Increased number of officers in the • %of officers in the field Rogers/Lt. • Create ability for a citizen to file a
it easier for citizens to field for higher priority calls for higher priority calls Sitton report online,phone or walk in using a
report crimes and • Improved citizen convenience and kiosk system
concerns. satisfaction
6. Identify a more effective • Decrease in report writing time • Employee survey Commander • Identify a new RMS that is affordable, D I A
and efficient records • Officer's satisfaction increased results Rogers/Lt. user friendly,and supports regional
management system • Improved/higher quality data collection • Time it takes to Sitton data sharing
effectively implement
and effectively use new
records management
technology
• Quality of report
writing
• Time it takes to write
reports
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Strategic Priority#2: Strengthen community and city relationship and partnerships
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible
1.Create and implement a • Stakeholders&community members • Citizen survey results Lisa/Jim/ • Assess current methods of D I A
comprehensive external better informed re: communication Stefanie communication
communications • Community needs and concerns better • %increase of followers • Identify all target audiences and their
strategy/plan to keep all understood on all social media communication needs
stakeholders better • Community better understand TPD's platforms • Identify best practices LE use of social
informed work/focus/priorities media platforms(Nextdoor,Twitter,
• Improved trust and relationships with Facebook)
key partners and stakeholders to inform public and control
• Citizen survey positively reflects the messaging
effective communication
• Increased number of followers on all
social media platforms
2.Conduct annual • Community needs,priorities,and • Participation rate in Lisa/Jim/ • Draft Survey questions D I A
community survey concerns better understood survey Stefanie • Mail survey to community
• Increased community satisfaction • Citizen survey • Tie in with Accreditation
satisfaction ratings
3.Actively participate in the • Department's Strategic Plan is aligned • Chiefs annual Chief • Communicate the City's Strategic Plan ✓ V V
City's Strategic Plan with Cities to ensure cohesion and performance evaluation in verbal and written communication
efficiency rating reflects active • Chief participates in the Strategic Plan
• PD employees feel connected to the participation Implementation Team
City's vision and strategic priorities. • Employee internal • Align PD's strategic plan(vision,
• Stronger relationship with other City survey results strategic priorities and goals)to the
staff _ City's plan _
4.Create a Chiefs • Partnership between the Department • Citizen Survey Chief • Clarify purpose,role responsibilities of D I A
Community Advisory and the community strengthened satisfaction rating an advisory committee(including
Committee • Strategies identified to solve public • Community support of decision making authority),scope of
safety problems the Department as work
• Public safety concerns better reported in media, • Establish a committee of volunteers
understood public comments consisting of community members,
• Increased community trust and support • Advisory Panel feedback community leaders,community
of TPD stakeholders that reflect the
demographics of the community
5.Broaden community • Patrol staffing that allows for proactive • Positive feedback from Chief/ • Identify patrol staffing numbers that D I A
policing approach that efforts on addressing quality of life community,business, Commander allow for adequate proactive activities
focuses on quality of life issues nonprofits,faith base McDonald • Identify part-time or fulltime positions
issues(homeless outreach, • Designate time and/or personnel to organization on working to participate in homeless outreach
mental illness) homeless outreach together on societal
• Stronger community-police issues
relationships • Citizen survey results
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Strategic Priority#3: Enhance the professionalism of the department
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible
1.Become fully accredited by • Fully accredited police department • Completion date of self- Commander • Create and fund accreditation manager D,I A
Oregon Accreditation • Policies&procedures updated to state assessment phase and Rogers position
Alliance standards file review • Purchase PowerDMS software
• Adherence to recognized best practices • OAA certification award • Complete self-assessment phase
• More efficient&certified processes& • Citizen satisfaction • Conduct mock evaluation
programs rating Implement improved policies&
• Improved service to citizens • Cost of CIS Insurance procedures
• Reduced civil liability/litigation coverage
• Reduction in Insurance fees • #of civil
liability/litigations
2. Design and implement an • Enhanced employee performance • %of performance Commander • Research best practices D,I A
employee performance • Increased employee satisfaction reviews completed on McDonald • Design&document approach including
management system • Enhanced supervisor/employee time evaluation&coaching forms
relationships • Average individual • Identify core competencies at all levels
• Improved department performance performance ratings include in the employee evaluations
• Crime rate • Train supervisors
• Citizen satisfaction • Implement,assess&improve
rating
• Employee survey
ratings
3. Continue to evaluate and • Balanced budget • %proposed to actual Exec Staff • Review budget monthly D,I A A
improve police budget for • Increased transparency budget • Part of the Executive Dashboard
cost efficiencies • Increased community confidence in • Report to Council monthly on budget
fiscal management status
4.Acquire a new police • Seismically sound building • Employee survey Chief/ • Existing Levy Bond Task Force ✓
facility • Enough space for existing employees& ratings Commander comprised of Community members will
room to grow in the next 10 years • Efficiencies within the McDonald look at Bond Option for a new police
• Adequate bathroom/locker room Department,e.g. facility and make recommendations to
facility Improved the Council
• Increase in community and department communication
pride between divisions co-
• Entire Department under one roof located in the same
• Improved communication& building-observed&
collaboration documented
D=Design or create program I=implement A=Assess (can occur before or after implementation)
5.Implement the PTO • More staff available to supplement/ • Citizen survey rating Commander • Review legality of stipends D I A
program support patrol officers • Improved relationship McDonald • Attend reserve police academy
• Increased service to citizens between training officer • Purchase equipment&uniform
• More applicable/relevant training and recruit as reported • Field train new reserve officer
program in training feedback
form(to be created)
6.Adequately budget • Successful passage of the Levy 5-15-18 • %proposed to actual Chief/Lisa • Participate in the Local Option Levy D A A
Department to meet the • Department is adequately staffed to budget items • Continuously monitor current budget
Community's needs manage the increase in calls for service, • Funding available to cycle on spending to ensure
investigations,traffic issues and quality support the Police department is running efficiently and
of life concerns Department's staffing effective
• Department's organizational structure model to address
is aligned with the community needs increase calls for
and operational efficient/effectiveness service,public demand
• Department annual budget allocation
reflects adequate funding
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Strategic Priority 4: Strengthen the leadership system
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible _
1.Create and implement a • More effective and respected • Employee survey ratings Chief/ • Identify core leadership competencies D I A
leadership development leadership team • Leaders'performance Commanders • Review/assess current leadership
process • Increased leadership accountability evaluation ratings team for strengths and weaknesses
(Every level of leadership performing • Organization • Create individual development plans
their job) performance ratings as for all leader
• Right leaders in right role for their reflected in dashboard • Develop implementation plan
natural strengths • %of leaders with IDPs • Implement
• Improved departmental morale (individual development • Monitor effectiveness
• Improved organizational performance plans)
2.Create and Implement a • Retirement projections identified • Leadership performance Chief/ • Integrate succession planning process D I A
succession management • Leadership vulnerabilities identified evaluation ratings Commanders with leadership development process
process • Succession strategies implemented • Employee satisfaction (including identification of core
• A transparent and fair promotional and ratings leadership competencies),assessment
selection process in place • Time it takes to fill of current skill gaps
• Wage and Compensation package for leadership positions • Identify training and development
Sergeant position in place • %of leaders and gaps and develop strategies
• Right leaders in the right place in the supervisors with career • Develop leadership path
right time level certifications • Make coaching and development a
• %of leaders with role responsibility for all leaders
individual development • Conduct Regional analysis of
plans sergeant's pay/wage packages
• Morale/satisfaction
ratings at the sergeant's
• %of leadership
positions filled
internally
3.Establish a strong • Leadership culture is aligned with our • Employee survey ratings Chief/ • Identify the"Tigard Way"in an D I A
leadership culture to vision and core values • Leader performance Commanders articulated,measurable concept.
support the "Tigard Wag' • Leadership culture is aware of best evaluation ratings • Provide training and expectations
practices and the 21st Century Policing • Accountability measures are in place
pillars and incorporates them
recognizing the uniqueness of the
Tigard community
• Consistency in message,action and
accountability
• Employee survey ratings reflects
positive comments on the effectiveness
of the leadership group
D=Design or create program I=implement A=Assess (can occur before or after implementation)
4.Complete and implement • All personnel understand departmental • %of strategic goals Chief • Complete strategic operating plan and D I A
the department's strategic priorities and their role in creating a completed on time and dashboard
plan new TPD that produce the • Develop communication&
• Implementation underway identified outcomes implementation strategy&plan
• Outcomes and measures tracked • Department dashboard • Implement
quarterly ratings • Develop method to track progress
• Increased teamwork(Everyone • Employee&citizen • Track progress regularly
working towards common goals) surveys ratings(e.g. %
of responses that
acknowledge positive
transformational
change,overall survey
score improved)
• Strategic priority
performance indicators _
5.Create,Implement and • Leadership consistently • Employee survey ratings Chief/ Leadership communication: D,I A A
continuously evaluate an communicating to employees • Observed cross Command • Develop&communicate leadership
effective internal • More cohesive organization-Everyone department Staff expectations
communication System one same page collaboration and • Incorporate into performance
• More consistent information across information sharing management system
organization-Same messages • Educate leaders on how to
communicated on all levels communicate effectively
• Leadership credibility improved • Bi-weekly meeting with TPOA Reps
• Consistent message in all mechanisms. Organizational communication
• Employees knowledgeable about all • Chiefs Weekly email Update
organizational initiatives and priorities • Assess internal communication needs
• Leaders understand employee needs and current effectiveness
and ideas • Benchmark best practices
• Employees understand community • Create comprehensive internal
needs and concerns communication plan
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Strategic Priority 5: Build a high engagement culture
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible
1. Create and implement an • Improved employee performance • Employee survey Commander • Identify core department/position D I
employee training and • Improved employee satisfaction ratings Rogers/Lt. competencies
development program • Increased pool of competent employees • %of professional Sitton • Identify competency gaps
ready for promotion development • Assess effectiveness of current
discussions/reviews training and development offerings
completed on-time as against departmental needs and gaps
part of performance • Identify strategies and resources to
evaluation close competency gaps
• Develop method to track effectiveness
• Create transparent selection&
promotion process for performance
based and specialty assignments
2.Develop a department • Improved morale&employee • Employee survey Commander • Research best practices D,I A A
wellness program satisfaction ratings McDonald • Support the City's Wellness program
• Improved retention rate • Annual sick leave/011 • Recommend approach for TPD
• Improved performance data • Implement
• Reduced sick leave
• Reduce health care costs
• Improved work/life balance
3. Enhance Department's • Increased employee satisfaction; • Employee survey Lt. • Review employee recognition data D,I A A
recognition program employees feel valued ratings Sitton/Lisa/ • Make improvements to awards
• Improved performance • %of employees who Julia process(timeliness)
• Awards given within 30 days feel valued • Review current program
• %of awards given on • Benchmark best practices in other
time(within 30 days) departments
• Recommend improved approach
• Implement
• Track effectiveness
4.Align employees to the • Employees understand both strategic • Employee survey Chief • Chief/Command staff communicate D,I A A
City's and Police plans and how they support each other ratings how the two plans support each other
Department's strategic • Employees actively support City's and • Organizational • Chief works with the City Strategic
plan department's strategic priorities and dashboard Plan Implementation Team to ensure
activities • Strategic priority alignment with PD
• Increased employee satisfaction performance indicators
• Alignment of resources and effort
5. Implement the PTO • More staff available to supplement/ • Citizen survey rating Commander • Review legality of stipends D I A
program support patrol officers • Improved relationship McDonald • Attend reserve police academy
• Increased service to citizens between training officer • Purchase equipment&uniform
D=Design or create program I=implement A=Assess (can occur before or after implementation)
• More applicable/relevant training and recruit as reported • Field train new reserve officer
program in training feedback
form(to be created)
6.Acquire new police facility • Seismically sound building • Employee survey Chief/ • Existing Levy Bond Task Force V
• Enough space for existing employees ratings Commander comprised of Community members
and room to grow in the next 10 years • Efficiencies within the McDonald will look at Bond Option for a new
• Adequate bathroom/locker room Department,e.g. police facility and make
facility Improved recommendations to the Council
• Increase in community&department communication
pride between divisions co-
• Entire Department under one roof located in the same
• Improved internal building as observed&
communication/collaboration documented
7.Create,Implement and • Leadership consistently • Employee survey Chief/ Leadership communication: D,I A A
continuously evaluate an communicating to employees ratings Command • Develop&communicate leadership
effective internal • More cohesive organization-Everyone • Observed cross Staff expectations
communication System one same page department • Incorporate into performance
• More consistent information across collaboration and management system
organization-Same messages information sharing • Educate leaders on how to
communicated on all levels communicate effectively
• Leadership credibility improved • Bi-weekly meeting with TPOA Reps
• Consistent message in all mechanisms Organizational communication
• Employees knowledgeable about all • Chiefs Weekly email Update
organizational initiatives and priorities • Assess internal communication needs
• Leaders understand employee needs and current effectiveness
and ideas • Benchmark best practices
• Employees understand community • Create comprehensive internal
needs and concerns communication plan
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Strategic Priority 6: Build a responsive organized structure that assures efficient and effective deployment of resources
Goal Expected Outcomes/ Performance Person Key Actions 2018 2019 2020
Deliverables Indicator Responsible
1. Conduct a • Assessment of quantifiable data on • %of priority response Commander • Educate personnel on a staffing study D I,A
comprehensive staffing levels and outputs times within target Rogers and concept
workforce/staffing • Organization structure adjusted to range. Commander • Conduct comprehensive workforce
analysis to assure effective meet population growth and increased • Citizen survey ratings McDonald analysis in each Division
1 and efficient use of call for service • Employee survey
resources ratings
• #cases investigated and
charged by DA's Office
2.Promote and advocate for • Levy passed • Employee survey rating Chief • No budget cuts in the next 5 years. I A I
ongoing levy/citywide • Department is adequately funded to • Citizen survey ratings • Vacant positions are filled
funding provide adequate service to the • Exec dashboard ratings • New positions are funded
community • Staffing Report as • Levy
• Budgeted positions are filled reported on Exec
• Employee morale is increased dashboard(i.e.%of
vacant positions)
3.Become fully accredited by • Fully accredited police department • Completion date of self- Chief/Lisa/ • Create and fund accreditation D,I As
Oregon Accreditation • Policies&procedures updated to state assessment phase and Commander manager position
Alliance standards file review Rogers • Purchase PowerDMS software
• Adherence to recognized best practices • OAA certification award • Complete self-assessment phase
• More efficient&certified processes& • Citizen survey ratings • Conduct mock evaluation
programs • Cost of CIS Insurance • Implement improved policies&
• Improved service to citizens coverage procedures
• Reduced civil liability/litigation • #of civil
• Reduction in Insurance fees liability/litigations
D=Design or create program I=implement A=Assess (can occur before or after implementation)
Appendix
D=Design or create program I=implement A=Assess (can occur before or after implementation)
AIS-3540 5.
Workshop Meeting
Meeting Date: 07/17/2018
Length (in minutes): 45 Minutes
Agenda Title: Receive Update on Phase II Code Changes - Policy and Procedures
Related to Housing
Prepared For: Schuyler Warren, Community Development
Submitted By: Schuyler Warren, Community Development
Item Type: Update, Discussion, Direct Staff Meeting Type: Council
Workshop
Mtg.
Public Hearing: No Publication Date:
Information
ISSUE
Provide an update to Council on Phase II development code changes related to housing and
other policies.
STAFF RECOMMENDATION / ACTION REQUEST
This briefing is for informational purposes only. Additional public meetings and hearings will
be held in the future. Staff will provide specific recommendations for action at that time.
KEY FACTS AND INFORMATION SUMMARY
Following completion of the Phase I development code reorganization project in 2017, staff
has been working on code updates related to policies and procedures. These updates include
changes that will implement the recommendations of the adopted 2013 Housing Strategies
Report, changes to procedures that will advance the city's strategic vision for walkability, and
changes that will generally improve the land use review process and development outcomes
for the most common types of development proposals.
The purpose of this agenda item is to brief Council on the status of these code amendments.
In January 2018, City Council approved the formation of a Housing Options Task Force to
guide staff in drafting the housing policy changes related to missing middle housing. Since
that time, the Task Force has met five times to discuss the need for more housing options and
to make recommendations on the design and location of missing middle housing types.
On June 13, 2018, staff held a Housing Options Open House to present the proposed
housing amendments to the public. Staff also created a dedicated webpage on the city's
website and promoted a housing options discussion on social media. To date, feedback has
been generally favorable regarding the provision of more housing options and the inclusion of
missing middle housing specifically.
A summary of major code changes follows:
Development Standards - ACCESSORY DWELLING UNITS
Problem - Senate Bill 1051, passed in 2017, requires all cities to permit accessory dwelling
units by right in all zones and on all lots with single detached houses. Tigard's code is not
currently in compliance with the requirement to allow detached accessory dwelling units and
does not meet many of the recommendations of the Department of Land Conservation and
Development.
Proposal - Update design and development standards for accessory dwelling units, including
allowances for detached accessory dwelling units and up to two accessory dwelling units per
lot.
Development Standards - MISS'ING MIDDLE HOUSING
Problem - As identified in the 2013 Housing Strategies Report, certain types of development
have effectively been zoned out of existence. These development types are generally smaller
units that provide an opportunity for young families and singles, seniors, or others who simply
want less square footage to own or rent a home in their price range. These development types
have the potential to increase the diversity of housing in Tigard.
Proposal - Create development and design standards for missing middle housing, including
cottage clusters, courtyard units, quads, and rowhouses.
Development Standards - CODE REORGANIZATION
Problem - The code as organized currently does not provide a clear path forward for
inclusion-of design standards for missing middle housing. In addition, there are overlapping
and conflicting standards related to design and development of certain types of housing in the
current code.
Proposal - Reorganize the code to create a Residential Development Standards section and a
Non-Residential Development Standards section. The Residential Development Standards
would include individual development standards chapters for all single detached housing,
missing middle housing, and apartments. Off-Street Parking and Loading and Landscaping
and Screening Standards are moved into the Supplemental Development Standards section.
Development Standards - PARKING
Problem - The current code contains parking requirements that are barriers to development of
missing middle housing. Many other cities provide relief from parking standards through an
on-street parking credit, however the Tigard development code does not include this
mechanism.
Proposal - Provide a means to reduce the parking requirements for residential development
through an on-street parking credit allowance.
Policy - GROUP LIVING AND TRANSITIONAL HOUSING
Problem - The code currently includes provisions that are in violation of federal fair housing
laws. In addition, the code does not provide a clear distinction between group living and
transitional housing based on tenancy.
Proposal - Bring the development code into compliance with federal laws by allowing group
living everywhere residential living is allowed. Move transitional housing from a residential use
category to a civic use category. Provide standards for emergency shelter as an accessory use
to religious uses.
MISCELLANEOUS
Changes collated over time by staff that will be included:
•Changes to various standards to facilitate walkability as recommended in the Strategic
Plan Implementation code audit. Certain items from the implementation plan align with
the housing-related changes and will be incorporated into the project.
•Minor housekeeping amendments to improve clarity and consistency. Staff over the last
several years have identified small conflicts in the code or areas where the language is
not clear. The housing updates project will address some of these items.
•Changes to wireless standards. The code does not include a clear pathway to approval
for small cell infrastructure. As part of a comprehensive effort to update the city's
approach to these facilities, an approval process will be added to the wireless chapter.
•Small fixes requested for downtown plan district. These fixes will improve the clarity of
the code and remove redundant language.
Development Standards —APARTMENTS
Problem— Some apartment standards are not clear and objective, which is required by law.
Standards are also scattered across three chapters, missing key elements, and do not apply to
all apartments equally.
Proposal—Develop a consolidated, comprehensive, and clear and objective set of apartment
standards that applies equally to all apartments (i.e. regardless of location), builds on existing
compatibility standards, and more explicitly supports walkability.
Development Standards — COMMERCIAL
Problem—Commercial design standards in the Site Development Review chapter are vague,
deficient, highly subjective, sometimes conflicting, and generally ineffective. There are some
additional standards in the commercial base zone chapter, but they do not apply to the
majority of commercially zoned property along Pacific Highway. Additionally, no standards
currently exist in the River Terrace Plan District chapter for the commercially zoned area in
River Terrace.
Proposal– Develop a consolidated and comprehensive set of development standards for all
commercially zoned properties outside of Plan Districts — and a separate set of standards for
River Terrace — that build on existing community commercial design standards and more
explicitly supports walkability.
Land Use Review–ADJUSTMENTS/MODIFICATIONS/EXTENSIONS
Problem–The variance and adjustment process is overly rigid and does not provide the kind
of common sense relief from the code that the community needs. The modification process is
limited in its applicability and often results in excessive process, fees, and delays. Additionally,
the code does not have a clear and consistent approach to the expiration and extension of
approvals, which undermines the city's ability to effectively regulate development.
Proposal–Develop a general adjustment process that provides a reasonable amount of
flexibility, a general modification process that is broadly applicable and provides the
appropriate level of review, and a consistent, clear, and effective approach to expirations and
extensions of approvals that is centrally located.
Land Use Review– CONDITIONAL USE/SITE DEVELOPMENT REVIEW
Problem–The Conditional Use and Site Development Review chapters contain development
standards that should live elsewhere, a flawed and confusing process to determine level of
review, and weak approval criteria.
Proposal– Update both chapters in coordination with other related efforts to improve the
modification process and consolidate the various development standards.
Land Use Review–PLANNED DEVELOPMENT
Problem –The Planned Development chapter is complicated, overly prescriptive, poorly
structured, and generally ill-equipped to facilitate the kind of development envisioned by the
chapter's stated purpose and the city's vision for walkability.
Proposal–Update the chapter to provide more flexibility and specific direction on what
constitutes quality and innovative design. The planned development process should not just
be a large-scale adjustment process. It should provide staff and the approval authority with
tools to address site constraints in a creative and holistic manner.
MISCELLANEOUS
In addition to the proposed amendments described above, staff is proposing a number of
smaller changes that are worth mentioning. The first bullet point is a holdover from Phase I.
The other two are related to the work in Phases II and III to consolidate and create a full
complement of development standards that results in the kind of development the community
wants to see.
•Lot width measurement–Develop a lot width measurement standard
•Walkability standards – Consolidate and round out existing standards
•Landscaping standards –Simplify and reorganize existing standards
Given the variety of amendments proposed, staff is reaching out to a variety of stakeholders
for input, specifically: the Housing Options Task Force, Development Advisory Committee,
and Polygon Northwest. The Development Advisory Committee is a recently convened
committee requested by the Home Builder's Association (HBA) whose nascent purpose is to
advise the Community Development Director and provide a line of communication between
HBA members and the city.
Additionally, the amendments proposed in Phase III trigger a citywide Measure 56 notice.
Staff will mail this notice to all property owners about a month in advance of the first public
hearing. It will describe the proposed amendments, who to contact for more information,
how to comment on the amendments, and the time and date of the first public hearing.
Project Schedule
Staff plans to have a public draft of most of the housing-related amendments completed by
the beginning of September 2018. The first Planning Commission hearing is scheduled in
October 2018, followed by a City Council hearing in November 2018.
Staff plans to have a public draft of the rest of the amendments completed by the beginning
of October 2018. The first Planning Commission hearing is scheduled in November 2018,
followed by a City Council hearing in December 2018.
OTHER ALTERNATIVES
None at this time.
COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS
Comprehensive Plan Goal 10 - Housing
2013 Housing Strategies Report (Adopted)
City Strategic Plan Goal 1: Facilitate walking connections to develop an identity
City Strategic Plan Goal 2: Ensure development advances the vision
DATES OF PREVIOUS COUNCIL CONSIDERATION
N/A
7/18/2018
SUPPLENTAL ;ET
FOR I :
(DATE OF MEE .�N.
CIT Y OF TIGARD
Respect and Care I Do the Right Thing Get it D o n e
Housing Policy I Development
Standards I Land Use Procedures
Phase II Code Amendment Project
City Council Briefing I July 17,2018
Eillit
Project Overview
Development Code Work Program
• Multi-year effort to modernize and organize code
• Incorporate Strategic Plan code audit recommendations
Phase I Amendments
•
• Major code reorganization Minor code reorganization
•
• Land use review procedures Housing policy
• Residential standards
• Commercial standards
• Land use procedures
1
7/18/2018
Project Purpose
/ Expand housing options for Tigard residents
► Comply with state law regarding needed housing and
recent ADU legislation
/ Advance the city's strategic vision for walkability
► Modernize and improve the effectiveness of the
development code
► Facilitate quality development
Project Schedule
Phase II Amendments I Oct Nov Dec
2018 2018 2018
Minor Code Reorganization
Housing Policy PC CC
Missing Middle Housing Standards
Apartment & Rowhouse Standards
Commercial Standards PC CC
Land Use Procedures
2
7/18/2018
Stakeholder Engagement
/ Housing Options Task Force—ongoing
/ Housing Options Open House—held June 13
/ Planning Commission—ongoing
/ Polygon Northwest— River Terrace
/ Home Builders Association—development standards
Housing Policy & Residential Standards
18.210 General Provisions Moved
18.220 Accessory Dwelling Units Revised
18.230 Apartments Revised
18.240 Cottage Clusters NEW
18.250 Courtyard Units NEW
18.260 Mobile Home Parks Revised
18.270 Quads NEW
18.280 Rowhouses Revised
18.290 Single Detached Houses Moved
3
7/18/2018
nommimmort
Key Policy Changes - Housing
► Policy 1: Accessory Dwelling Unit (ADU) Standards
Required by SB 1051.
• Allow everywhere single detached houses allowed.
• May be detached, attached, or internal.
Detached size limit of 800 square feet. Attached and
internal square footage cannot exceed primary.
Up to two ADUs per lot—only one can be detached.
Remove owner residency requirement.
Key Policy Changes - Housing
/ Policy 2: Missing Middle Housing Standards
► Adopted policy recommendation from 2013 Housing
Strategies Report and Comprehensive Plan.
► Standards must be clear and objective.
► Cottage Clusters, Courtyard Units, Quads, Rowhouses.
/ Standards focus on: • Site configuration
• Building placement and size
• Parking—must be clustered
• Screening and landscaping
• Pedestrian connections
4
7/18/2018
Housing - Zoning and Procedures
Type Unit Cant Configuration R-1 R-2 R-33 11-43 R-7 R-22 1-25 R-40
House 1 Detached +i
ADU 1.2 Attached/Detached Typal
Quad 4 Attached Type I-Restricted
Cottage Ouster 4-12 Detached Type I
Courtyard Unit 5-12 Attached Type I
Rowhouse 4-s Attached PD Cond. Permitted Outright
Apartment 5+ Attached Type II
Permitted Outright _...Permitted without a land use process.Development standards are checked at building permit application
Type I Permitted with a Type I Administrative land use process
Type It Permitted with a Type II Administrative land use process
Type I-Restricted Permitted only in certain locations with a Type I Administrative land use process
Conditional Permitted only with a Type III Conditional Use land use process
Planned Development Permitted only with a Type III Planned Development land use process
Key Policy Changes - Housing
/ Policy 3: On-street Parking Credit
Same as credit offered in other jurisdictions—Hillsboro,
Wilsonville, Sherwood, Oregon City,Troutdale, Springfield,
Eugene.
Allows reduction in required off-street parking on 1:1 basis.
- Standards:
• Street must allow pkg and be improved w/curbs.
• Property must have 24 ft of unrestricted frontage
per space. Cannot use other side of street.
• Parking cannot be in vision clearance areas.
5
7/18/2018
Key Policy Changes - Housing
/ Policy 4: Fair Housing and Shelter Services
Bring code into alignment with Federal law on group
homes and shelters.
Allow religious institutions to offer temporary shelter on a
limited basis(Family Promise model).
Key Policy Changes - Misc
/ Miscellaneous Policies
1 Wireless—small cells
► Manufactured Housing
/ Use Category Definitions
► Downtown Plan District—small changes
6
7/18/2018
Development Standards
/ Residential Standards
Apartments and rowhouses
► Commercial Standards
Outside plan districts(Hwy 99, 72nd Ave, Scholls Ferry)
River Terrace
/ Miscellaneous Standards
/ Lot width, lot shape, frontage width
Walkability
/ Landscaping
MEMEMEW-
Nonresidential Standards
18.310 General Provisions Revised
18.320 Commercial Standards Revised
18.330 Industrial Standards - Placeholder
18.340 Parks and Recreation Standards Moved
18.640 River Terrace Commercial Standards-NEW
7
7/18/2018
Land Use Procedures
/ Guiding Principles
/ Effective
/ Efficient
P Understandable
P Fair
/ Predictably flexible
/ Procedural (not policy) changes
Land Use Procedures
18.720 Annexations
18.730 Code Interpretations
18.740 Conditional Uses - Revised
18.750 Historic Overlay Zone
18.760 Home Occupations
18.765 Modifications NEW
18.770 Planned Developments Revised
18.780 Site Development Review Revised
18.790 Adjustments Revised
18.795 Map and Text Amendments
8
7/18/2018
Next Steps
► Continued stakeholder engagement
/ Public review drafts
► Measure 56 notice
/ Public comments and refinements
/ Public hearings (Oct— Dec 2018)
Resources
/ Webpage: www.tigard-or.gov/housingoptions/
Thank You.
Questions?
9
Accessory Dwelling Units (ADUs) w ''.._,•14
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Background N)
_ Accessory dwelling units(ADU5),sometimes called backyard y� ; ,
cottages, carriage houses, or granny flats, are additional
dwellingunitsonthesamepropertywithaprimarydwellingunit. i '�^
� f ADUs are self-contained, with their own kitchen, bathroom, .."4 ,w
and living quarters.
r..-- ili
ADUs can be internal to the primary unit,such as a converted CI
basement or second floor,they can be attached, such as a
loft above a garage,or they can be detached as a standalone :
INTERNAL ADU unit. ADUs provide a way for residents to create additional
living space for a relative on the same lot,to downsize and
1stay in their own neighborhood,and to potentially supplement
their income.State law requires cities to allow ADUs on
all lots with detached houses.
Proposed Site Standards
,,; la
Units:Only 2 ADUs are allowed per lot.Only 1 detached ADU
is allowed per lot.
ATTACHED ADU Lot size:No change to lot size standards.
Site Coverage:No change to site coverage standards.
11 1
Setbacks:No change to setbacks,except the rear setback
may be 5 feet.
DETACHED ADU Home occupations: Only 1 home business serving
customers is allowed per lot.
`� Proposed Design Standards
vh Detached ADUs:
•The maximum size is 800 square feet.
K
---- -- •The maximum height is 25 feet.
I
1 ti�e Internal or Attached ADUs:
,.. •Cannot be larger than the primary unit.
A - _ •The maximum height is the same as the base zone.
Example of ADU Example of ADU
di
' _t =' '" Proposed Parking Standards
�� ,,kr. Parking Minimum:1 parking space per ADU.
=
NI ry` r U Parking Credit: Allowed, if within 1/2 mile of transit or if
y sufficient curb space exists.
Or i
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fa INN ti1;.gib' -- �� •
How They Fit
IrCity of Tigard
TIGARD scosc.tigard-or.gov/HousingOptions
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17
Cottage Clusters � �
o
Background
lit Cottage clusters are a group of smaller detached housing t
4 units.The cottages are typically 800-1200 square feet, less ..12r
0than half the size of the typical modern home.Cottages are
clustered around a common open space.Front entrances of t .1 `
Vpj
cottages open onto the common space or onto the sidewalk. Z
.' Parking areas are located at the side or the rear of the property,
WI WI and are connected to the units by internal sidewalks.
4
♦` This housing type provides a community-oriented option
for anyone interested in smaller housing, including younger
1111111 homeowners and seniors. Units are .Cot typically ured under
j
condominium ownership or as rentals.Cottage clusters offer
many benefits, including reduced landscape maintenance
MI •' responsibilities,efficient parking design,and shared amenities.
tilk 0
Proposed Site Standards
WI. i Units:Between 4 and 12 units.
1. 11' ,`A 4 Lot size:Minimum lot size is 10,000 square feet.
all Site Coverage:20 percent of lot must be common open space,
which is oriented to the street.
Setbacks:10 feet along the street,5 feet everywhere else.
OM : Internal Pathways: Required. Must be ADA-compliant and
` a connect cottages to parking and common space.
.Y.'; ° 4._ cV 44 Home Occupations:Home businesses serving customers are
,r. #' not allowed.
o
111111 COTTAGE CLUSTER Additional Standards:
•Cottages cannot be enlarged.
M .
V: Proposed Design Standards
t, !�„4,W Size: Maximum size of each cottage Is 1,200 square feet.
V ., �: The average square footage of units is 1,100 square feet,
. . =i.:: ensuring diversity of size.
I -.. Maximum Height:25 feet.
4 ,►'.//
�. -. .
1114 w I • Additional Standards:
a
•
t " `,`q 4r �'fi 1i- w,-, •Front entrances must face the common open space or
. R'': ' the street.
t ''"` •Porches are required,must be 50 square feet minimum.
,ifs" 4..S '1 •Fences not along a property line must be 3 feet or less.
Example of Cottage Cluster Example of Cottage Cluster
Proposed Parking Standards
Parking Minimum:1 parking space per unit.
a— .tt�' _�.
Parking Credit: Allowed, if within 1/2 mile of transit or if
g
Nib. �r •f >, sufficient curb space exists.
.-� i. Screening:Off-street parking must be screened from street
' - and adjacent properties.
Location:Parking must be grouped and located at least 20
- feet from any street.
a
How They Fit
PrCity of Tigard
IIGARD ivw s.tigard-or.goc/IIonsimgOptions
•
AIS-3560 6.
Workshop Meeting
Meeting Date: 07/17/2018
Length (in minutes): 15 Minutes
Agenda Title: Receive Update on WCCCA Tower Location Efforts
Prepared For: Brian Rager, Public Works Submitted By: Marissa
Grass,
Public
Works
Item Type: Update, Discussion, Direct Staff Meeting Type: Council
Workshop
Mtg.
Public Hearing: No Publication Date:
Information
ISSUE
This briefing is intended to inform the City Council of a future decision regarding the
placement of a communication tower on city property by the Washington County
Consolidated Communications Agency (WCCCA).
STAFF RECOMMENDATION / ACTION REQUEST
Staff recommends placement of a tower by WCCCA be approved if no other suitable
alternative can be identified to achieve the desired coverage for emergency communications.
No action by council is needed during this briefing, a council decision may be required during
a business meeting in the future related to this topic.
KEY FACTS AND INFORMATION SUMMARY
The Public Works Director recommends that Tigard allow the placement of an emergency
communications tower in/around Sunrise Property for the purposes of the Washington
County Communications Agency (WCCCA).
This is an exception from the common practice in Tigard to avoid the placement of
communication towers in/around parks and open spaces for reason related to aesthetics. This
decision does not alter the common practice and recommendation by Public Works staff to
avoid such placements whenever possible.
Background
The Washington County Consolidated Communications Agency (WCCCA) is been working
to build out their new upgraded 9-1-1 network. One element of the buildout is to ensure
adequate coverage in the open air for EMS personnel, another element is to provide good
coverage inside of buildings. This is critical for Tigard on the Washington Square site.
Currently during an emergency scenario, police personnel do not have adequate coverage
when they are inside of buildings. The upgraded 9-1-1 system is designed to provide
inside-of-building coverage.
In order for Tigard to have adequate coverage, a tower is needed at a higher elevation,
preferably on Bull Mountain. WCCCA has attempted to acquire several properties on Bull
Mountain, but has thus far been unsuccessful or the sites do not achieve the desired coverage.
WCCCA, county and city staff have discussed whether a tower could be located on what is
known as the Sunrise Property, where a future park may be developed. The city has had a
long-standing practice of not locating cellular or other poles or towers on park properties for
aesthetic reasons. WCCCA and the county understand this goal and have continued to seek
other options, including a parcel that lies adjacent to the Sunrise Property.
City staff continue to work with WCCCA and the county to ensure the city's desires are
understood. As additional options fail to meet the needs of the 9-1-1 system, it is important
for city leaders to understand that the placement of a communications tower in/around
Sunrise Park is likely to occur and such placement is recommended by city staff to achieve the
coverage demanded by emergency communications systems in the current era.
The Public Works Director has discussed this matter with the Police Chief and having the
inside-of-building coverage for police personnel is of high importance to the Chief.
OTHER ALTERNATIVES
Council can provide feedback on the the staff recommendation or request that staff
investigate further to identify alternative options for WCCCA and Washington County.
COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS
N/A
DATES OF PREVIOUS COUNCIL CONSIDERATION
None known.
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-N.i } t -.� r ,,,r '�TREES,TYP. ,j -1
1_ - - • ' �r 1 ! r / ,,-' ✓ ,"T___URNAROUND/TE �`'� 1,' +� � t •'� I. - _ �"^ `�,,, \ �L Don CushingAssociates
��Ir �� �� ° �� 1 PARKING AREA tl�l ...3� CivilEngineerst� I - PROPOSED POWER,TO BE ✓ ,. �,V :� t 107 SE STREET
XIiii7,- 1
WASHINGTON+*,, e \pROUTED UNDERGROUND FROM - _�' _ SUITE
."' --`-"" . - ' PORTLAND,265 97214
EXISTING TRANSFORMER ON ✓'
4/p 41,/ �. / '\S / ''� POLE NEAR EXISTING HOUSE, ° •i...._
"' ..-- •.� \ � \1 �" _•-',-,,, www cush3n7-en3 r.com
{/ e -SEE PGE DESIGN ON SHEET E-1 ✓ ✓' - 101110 \\ ,-4\' ! I 9 9
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-: ✓ -,-.__ -- - • \ LICENSURE:
/ PROPOSED 12'WIDE ✓ .-' .-''''' " "-�___--__ eyo �\1 t �..
R 26' /,✓ GRAVEL ACCESS ROAD / \"`„ \
✓ -, -"'_ PROPOSED(5)INCENSE \' r
203 LF t,SEE SHEETC 10 -' ✓�,,✓ ,,,/' - CEDAR TREES, ' 1 '
TYP. y
10'_7,.
'' SEE SHEET C�
Rte,✓ ✓ 0PRELIMINARY
PROPOSED 20'GATE • �'
(PART#HDGATE-20)W/ ; IPROPOSED SECURITY / _„--- ___ .._-._ _.. �.._ _ 1
KNOX PADLOCK AND 4-11 , ,-/'' BOULDER ROCKS EITHER r' ✓'� \
O 0 �- • PROPERTY ADDRESS SIGN \ t}1
SITE ADDRESS SIGN , - - SIDE OF PROPOSED ACCESS -' - ”' �.. ......_ TO BE PLACED AT ACCESS `i ( NOT F®R
✓ ENTRANCE CONTROL ✓ ' —'--"__
DRIVE ENTRANCE,VISIBLE
0 R 26' ✓
_r' POINT 102 -''' FROM BOTH DIRECTIONS -
:1111
O O O O O 10 // /•1 ✓PER SURVEY ,r s _ __._ � 1 �.L --1,,
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/ EXISTING GRAVEL ROAD 93 " 4T- ��
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EXISTING
-- ROAD ��....
` � - ENLARGED
NIAN
10 -'---SIGHT DISTANCE SHALL IBE ~ I N, SITE PLAN
EXISTING TREES CONTINUOUSLY MAINTAINED BY
PROPERTY OWNER. --.
EXISTING PGE UTILITY VEGETATION REMOVED FROM
t POLE W/TRANSFORMER R.O.W.AS NEEDED ( ,
SHEET NUMBER:
1 PROPOSED CEDAR C-2
ENLARGED SITE PLAN 11X17 SCALE:1"=40' 22X34 SCALE:1°=20' 1 FENCE PLAN 11X17 SCALE:1"=40' 22X34 SCALE:1"=20' 2
PROPOSED OMNI ANTENNAS TIP HEIGHT TOP OF AIR TERMINAL PROPOSED OMNI ANTENNAS TIP HEIGHT Y@194'-6"AGL+/- @196'-6"AGL+/-� •@194'-6"AGL+/- TOP OFAIRTERMINAL
@ 196'-6"AGL+/-
PROPOSED(2)700/800 P25 RX ANTENNAS(REF. FUTURE(1)VHF CSUB RX ANTENNA(REF.4) I
PROPOSED(1)LIGHTNING ARRESTOR/AIR 1,2)TO BE MOUNTED 10'SPACED ON FRAME MOUNTED ON FRAME9
TERMINAL ANTENNA(REF.28)MOUNTED TO PROPOSED(1)LIGHTNING ARRESTOR/AIR tiff
TOWER FUTURE(1)VHF CSUB RX ANTENNA(REF.4) PROPOSED(2)700/800 P25 RX ANTENNAS(REF. 1111
1' TERMINAL ANTENNA(REF.28)MOUNTED TO
MOUNTED ON FRAME 1,2)TO BE MOUNTED 10'SPACED ON FRAME TOWER
PROPOSED TOWER TOP AMPLIFIER(REF.3) d, FUTURE(1)UHF CSUB RX ANTENNA(REF.27)- I I I 1
_ PROPOSED AIR TERMINAL/FUTURE VHF INTEROPERABLE RX PROPOSED AIR TERMINAL/FUTURE VHF INTEROPERABLE RX f� WICCCA
PROPOSED SABRE FACE SECTOR MOUNT ANTENNA/PROPOSED 700/800 P25 RX ANTENNAS MOUNTED ON FRAME ANTENNA/PROPOSED 700/800 P25 RX ANTENNAS
1
FOR 180'ELEVATION,PART#FSM1,WITH ,Fri
IIT- @ BASE ELEVATION 180'-0"AGL+l- PROPOSED SABRE FACE SECTOR MOUNT FOR 180' 1111
I1��111 @ BASE ELEVATION 180'-0"AGL+/- POLICE FIRE•MEDICAL
WORK PLATFORM,PART#C10181203 II TOP OF TOWER A ELEVATION,PART#FSM1,WITH WORK PLATFORM, TOP OF TOWER
@ 180'-0"AGL+/_ PART#C10181203
FUTURE(1)UHF CSUB RX ANTENNA(REF.27) ' PROPOSED TOWER TOP AMPLIFIER @ 180'-0"AGL+/-(REF.3) PROJECT INFORMATION:
' MOUNTED ON FRAME
W-6
4, FUTURE(1)700 MHz CSUB TX ANTENNA PROPOSED SABRE FACE SECTOR MOUNT FOR 150' ,� FUTURE(1)700 MHz CSUB TX ANTENNA SHERWOOD
(REF.12)MOUNTED ON FRAMEELEVATION,PART#FSM2,WITH WORK PLATFORM, (REF.12)MOUNTED ON FRAME
PART#010181203PROPOSED(2)7001800 P25 TX ANTENNAS
PROPOSED(2)700/800 P25 TX ANTENNAS(REF. , REF.5,6)TO BE MOUNTED 10'SPACED ONisAllI 5,6)TO BE MOUNTED 10'SPACED ON FRAME •FUTURE VHF INTEROPERABLE TX ANTENNA/
\ FUTURE VHF INTEROPERABLE TX ANTENNA/PROPOSED 700/ PROPOSED 700/800 P25 TX ANTENNAS FRAME 25925 SW LADD HILL ROAD
FUTURE(1)VHF CSUB ANTENNA(REF.7) prn @ BASE ELEVATION 150'-0"AGL+/- SHERWOOD,OR 97140
MOUNTED ON FRAME ,,II 800 P25 TX ANTENNAS @ BASE ELEVATION 150'-0"AGL+l-
II PROPOSED SABRE FACE SECTOR MOUNT FUTURE(1)900 PAGING ANTENNA(REF.8) 0‘1_1
DATE RELEASE
FUTURE(3)10P VHF ANTENNAS(REF.9- I )' FOR 150'ELEVATION,PART#FSM2,WITH MOUNTED ON FRAME 4/10/17 PRELIMINARY ZONING REVIEW
11)MOUNTED ON FRAME �J WORK PLATFORM,PART#C10181203 PROPOSED(3)SABRE FACE SECTOR MOUNT FOR MI
e=0/17 PRELIMINARY ZONING REVIEW
,� 120'ELEVATIONFOREACHTOWERFACE,PART# FUTURE(1)VHF CSUB ANTENNA(REF.7) g 8 FINALZONING REVIEW
FUTURE(2)FIRST NET ANTENNAS(REF.14- FUTURE(1)900 PAGING ANTENNA FSM3,WITH(1)WORK PLATFORM FOR EACH MOUNTED ON FRAME
�, (REF.8)MOUNTED ON FRAME SECTOR MOUNT,PART#010181203 •FUTURE(3)10P VHF ANTENNAS(REF.9-11 10/'v' FINAL ZONING REVIEW
19)W/RRUS PER SECTOR,(6)TOTAL,TO BE ( ) ) 5/3/18 BUILDING BID SET
MOUNTED ON FRAMES ihI II FUTURE(1)UHF CSUB ANTENNA(REF.13) FUTURE(2)FIRST NET ANTENNAS(REF.14-19)W/ MOUNTED ON FRAME
5/3/18 GRADING BID SET
u RRUS PER SECTOR,(6)TOTAL,TO BE MOUNTED (REF.13) 6I6118 PRELIM BUILDING 8 GRADING CDs
I� MOUNTED ON FRAME ON FRAMES FUTURE(1)UHF CSUB ANTENNA
MOUNTED ON FRAME 7/13/18 FINAL BUILDING 8 GRADING CDs
FUTURE 900 PAGING ANTENNA I' i$ FUTURE FIRST NET ANTENNAS di FUTURE 900 PAGING ANTENNA ur1141
FUTURE FIRST NET ANTENNAS h
BASE ELEVATION @ 120'-0"AGL+/- , IIIII RAD CENTER @ 120'-0"AGL+/- Y BASE ELEVATION @ 120'-0"AGL+/- RAD CENTER @ 120'-0"AGL+/-4.
FUTURE IOP VHF ANTENNA/FUTURE DRAWING INFORMATION:
A FUTURE 10P VHF THIS OP UHF ANTENNANTENNA/FUTURE
I
PROPOSED(1)6'0 MICROWAVE DISH IOP UHF ANTENNA PROPOSED 6'0 MICROWAVE DISH PROPERTY IOF THE OWNER.IT ING IS S PRODUCED SOLELY
6111
) RAD CENTER @ 110'AGL+/_ BASE ELEVATION 120'-0"AGL+/- 01 RAD CENTER @ 110'AGL+/-
FORBASE ELEVATION @ 120'-0"AGL+/- I @ USE BY THE OWNER AND ITS AFFILIATES.
PROPOSED(1)6'0 MICROWAVE DISH(REF.26) ► REPRODUCTION OR USE OF THIS DRAWING AND/OR
PROPOSED(3)SABRE FACE SECTOR MOUNT - ' THE INFORMATION CONTAINED IN ITIS FORBIDDEN
FOR 120'ELEVATION FOR EACH TOWER PROPOSED(1)6'0 MICROWAVE DISH TO LO TANK SITE MOUNTED ON LEG B ONI WITHOUT THE WRITTEN PERMISSION OF THE OWNER.
UNIVERSAL MICROWAVE MOUNTING KIT, PROPOSED 60 MICROWAVE DISH di
FACE,PART#FSM3,WITH(1)WORK Mtilli RAD CENTER @ 100'AGL+/- I;IPLATFORM FOR EACH SECTOR MOUNT, SABRE PART#C10153202DP OR APPROVED RAD CENTER @ 100'AGL+l- PLANS PREPARED BY:
PART#010181203 EQUAL,AZIMUTH 44.69° •
►YPROPOSED(1)6'0 MICROWAVE DISH(REF. PROPOSED(1)6'0 MICROWAVE DISH(REF.24)TO C11 S II 1 n
26)TO LO TANK SITE MOUNTED ON LEG B ON IIID PROPOSED(1)6'0 MICROWAVE DISH ki WILSONVILLE TANK SITE MOUNTED ON LEG B ON , • PROPOSED 6'0 MICROWAVE DISH g
Iii RAD CENTER @ 90'AGL+/- RAD CENTER 90'AGL+/-
UNIVERSAL MICROWAVE MOUNTING KIT, UNIVERSAL MICROWAVE MOUNTING KIT,SABRE , °e
SABRE PART#C10153202DP OR APPROVED PROPOSED(1)6'0 MICROWAVE DISH(REF. PART#C10153202DP OR APPROVED EQUAL, It Don Cushing Associates
EQUAL,AZIMUTH 44.69° 23)TO SUNRISE PARK SITE MOUNTED ON AZIMUTH 83.8° Civil Engineers
LEG A ON UNIVERSAL MICROWAVE PROPOSED(1)6'0 MICROWAVE DISH(REF.23) PROPOSED(1)ICE SHIELD,SABRE PART 107 SE WASHINGTON STREET
PROPOSED(1)6'0 MICROWAVE DISH(REF.24) MOUNTING KIT,SABRE PART#C10153202DP TO SUNRISE PARK SITE MOUNTED ON LEG A
TO WILSONVILLE TANK SITE MOUNTED ON LEG
A
#C30085002 OR APPROVED EQUAL SUITE 265
B ON UNIVERSAL MICROWAVE MOUNTING KIT, OR APPROVED EQUAL,AZIMUTH 12.8° ON UNIVERSAL MICROWAVE MOUNTING KIT, PORTLAND,OR 97214
.4
SABRE PART#C10153202DP OR APPROVED SABRE PART#C10153202DP OR APPROVED PROPOSED(1)6'0 MICROWAVE DISH(REF.25) (503)3875331
EQUAL,AZIMUTH 83.8° PROPOSED(1)6'0 MICROWAVE DISH(REF.25) EQUAL,AZIMUTH 12.8° TO CANTERBURY SITE MOUNTED ON LEG A www.cushingcngr.com
TO CANTERBURY SITE MOUNTED ON LEGA ON UNIVERSAL MICROWAVE MOUNTING KIT,
ON UNIVERSAL MICROWAVE MOUNTING KIT, PROPOSED CLIMBING LADDER ON SABRE PART#C10153202DP OR APPROVED LICENSURE:
SABRE PART#0129.24°2DP OR APPROVED TOWER(BEYOND) EQUAL,AZIMUTH 29.24°
PROPOSED ICE SHIELDS,TYP.,SABRE PART# EQUAL,AZIMUTH 29.24°
C30085002 OR APPROVED EQUAL III �i PROPOSED(1)6'0 MICROWAVE DISH • PROPOSED 6'0 MICROWAVE DISH
RAD CENTER @ 60'AGL+/- PROPOSED 180'SELF SUPPORTING RAD CENTER @ 60'AGL+/-
i.
LATTICE TOWER,GALVANIZED GRAY P L I M I NARY
PROPOSED CLIMBING LADDER ON TOWER COLORATION pl
-PROPOSED AND FUTURE RUNS OF
-PROPOSED 180'SELF SUPPORTING LATTICE COAX,BY OTHERS
PROPOSED WAVE GUIDE LADDER ON TOWER TOWER,GALVANIZED GRAY COLORATION NOT FOR
.4\
(BEYOND) PROPOSED CABLE LADDER ON TOWER
iipk
PROPOSED AND FUTURE RUNS OF /I1 PROPOSED 6'TALL SECURITY FENCE W/3'TALL PROPOSED(2)GPS LMR ANTENNAS PROPOSED(1)GPS PAGING ANTENNA(REF. CONSTRUCTION
COAX,BY OTHERS I BARB WIRE 20)MOUNTED ON PROPOSED WAVE GUIDE
(REF.21,22,29,30,31)EACH
MOUNTED ON PROPOSED WAVE PROPOSED 12'-0"X 24'-0"EQUIPMENT
• PROPOSED 50'X 50'COMPOUND GUIDE SHELTER(INTERIOR DIMENSIONS=
10'-8"X 22'-8")
PROPOSED 6'TALL SECURITY SHELTER HT=10'-4"
PROPOSED STATE APPROVED 12'-0" FENCE W/3'TALL BARB WIRE
X 24'-0"EQUIPMENT SHELTER SHEET TITLE:
(INTERIOR DIMENSIONS=10'-8"X NOTE:
22'-8") 4G • FOR CONCEPTUAL USE ONLY 014
NOTE:
SHELTER HT=10'-4" • EXISTING TREES NOT SHOWN FOR CLARITY • FOR CONCEPTUAL USE ONLYTOWER
• PROPOSED GENERATOR AND PROPANEPROPOSED 50'X 50'COMPOUND •
• EXISTING TREES NOT SHOWN FOR CLARITY
PROPOSED LANDSCAPING TANK NOT SHOWN FOR CLARITY • PROPOSED GENERATOR AND PROPANE
• PROPOSED RETAINING WALL NOT SHOWN I1' TANK NOT SHOWN FOR CLARITY ELEVATIONS
FOR CLARITY PROPOSED LANDSCAPING Aid
• PROPOSED RETAINING WALL NOT SHOWN
1 ,LI�'11w .11) ..4)=,), L 11111 117 �I 1 11 1 11 11 /II ,A '1 • ALL ANTENNAS,LINES AND RELATED I. It •I� IR 6' ti0iviAgiltil�oll►I� I� R �(4!IR.. IL,-I', FOR CLARITY
�161a1Q121Ytlrt2`, I ! 21211�11, 1•• Pil lt''" 1.•' INSTALLATION HARDWARE TO BE IrI� � Ir i(I �y�y 1 �y �y+,�y, •• ALL ANTENNAS,LINES AND RELATED
GROUND LEVEL(GL) j W I �+j ,i ASS ? AidlifF �. PROVIDED BY THE LAND MOBILE a 4 1 1 '"MIME iNJ6�Mfu ' 1 ft��1RJ617191c INSTALLATION HARDWARE TO BE
'�' COMMUNICATIONS PROVIDER GROUND LEVEL(GL) ii��i W0j 111V iW'(i j ,' 1111411101#‘, II PROVIDED BY THE LAND MOBILE
LEG C LEG A EG B LEG B LEG C LEGA COMMUNICATIONS PROVIDER SHEET NUMBER:
(BEYOND) (BEYOND) C-3
1"
PROPOSED SOUTHEAST ELEVATION 11X17 SCALE:1"=20' 22X34 SCALE: =10' 1 PROPOSED NORTHEAST ELEVATION 11X17 SCALE 1"=20' 22X34 SCALE:1"=10' 2
SYMBOL DESCRIPTION QTY NOTES: •
NEW HEDGE"ARBOR 71 1) ALL PLANTINGS ARE DROUGHT 9 MI 1 Mt 1
c(-`-' VITAE"-"THUJA TOLERANT,NO IRRIGATION IS
a�
�� OCCIDENTALIS"7 REQUIRED.
GALLON SIZE(MIN.6'
AT PLANTING)SPACED 2) THE LANDSCAPER INSTALLER SHALLwcocA
AT 3'-0"OIC TYP MAINTAIN THE PLANTINGS FOR THE
FIRST TWO YEARS AND SHALL REPLACE
ANY THAT DIE OR DAMAGED DURING POLICE•FIRE• MEDICAL
THAT TIME PERIOD. ti;.'
3) ALL DEBRIS REMOVAL IS TO BE DONE BY PROJECT INFORMATION:
THE CONTRACTOR. NEW INCENSE
NEW GROUND COVER CALO EDRUS DED URRENS" W
"EMERALD CARPET"- TBD 4) ALL REQUIRED GROUND COVER PLANTS 7 GALLON SIZE(MIN.6'AT
"RUBUS
AND SHRUBS MUST BE OF SUFFICIENT SHERWOOD
PLANTING)SPACED AS
CALYCINOIDES" SIZE AND NUMBER TO MEET THE SHOWN ON PLAN
1-GALLON SIZE @ 24" REQUIRED STANDARDS WITHIN(3) INSTALL ROOT BALL IN
YEARS OF PLANTING.MULCH(AS A
O.C.EACH WAY FERTILIZED SOIL MIXTURE-
GROUND COVER)MUST BE CONFINED
COVERING THE 5-0" 50%ORGANIC MATERIAL
LANDSCAPE BUFFER TO AREAS UNDERNEATH PLANTS AND IS FREE OF WEED SEEDS AND 25925 SW LADD HILL ROAD
AREA NOT A SUBSTITUTE FOR GROUNDDELETERIOUS MATERIAL SHERWOOD,OR 97140
COVER PLANTS. ��*** ?* PROPOSED 5'LANDSCAPE
5) ALL LANDSCAPING SHALL BE INSTALLED X i * BUFFER DATE RELEASE
-- �'� 4/10/17 PRELIMINARY ZONING REVIEW
-,07.11 NEW INCENSE CEDAR PRIOR TO RECEIVING FINAL BUILDINGQ�� ��
aJI `� 5 INSPECTION APPROVAL. �y /`�� 8/23/17 PRELIMINARY ZONING REVIEW
�tit>'r�'.� "CALOCEDRUS �Y X \S 9/8/17 FINAL ZONING REVIEW
ti!':•, DECURRENS"7 * ;,i *
�} ��1 GALLON MW 6' -�� 10/12/17 FINAL ZONING REVIEW
,r , ( __..--'� _ _ PROPOSED GROUND COVER s�1e BUILDING BIO SET
TALL AT PLANTING) V ------ *- "EMERALD CARPET"-
SPACED AS SHOWNlik '' ��"' � ``
4n '/� "RUBUS CALYCINOIDES" 5/3/1e GRADING BID SET
ON PLAN NOTE: . •,` ` 4 1-GALLON SIZE @ 24"O.C. 6/6/16 PRELIM BUILDING a GRADING cos
FOR GRAPHIC � c / � EACH WAY COVERING THE 7/13116 FINAL BUILDING&GRADING CDs
PURPOSES ONLY; *'` �: �. ) i
LANDSCAPEIFF ` •'i y q' )1„,%16°
,4, AREACONTLANDSCAPE BUFFER
s.
VERIFY ACTOR MOUN O 4i <_,., 0/` j�.
NEW HEDGE"ARBOR VITAE" DRAWING INFORMATION:
o * •� �� 4'¢ -"THUJA OCCIDENTALIS"7 THIS DRAWING IS COPYRIGHTED AND IS THE SOLE
* ° "� l GALLON SIZE MIN.6'AT PROPERTY OF THE OWNER.IT IS PRODUCED SOLELY
FOR USE BY THE OVVNER AND ITS AFFILIATES.
LANDSCAPE LEGEND SCALE:NTS 3 /"7 � *
0/C TYP.PLANTIS)EE DETAIL 2 THIS TUEINFORMATION CONEAOF THIS INED IN IT IS FORBIDDEN
AND/OR
\ ����*** SHEET WITHOUT THE WRITTEN PERMISSION OF THE OWNER.
\* PLANS PREPARED BY:
cushing
c;.,1 e6>;;nver;
..„-----77/
Don Cushing Associates
Civil Engineers
107 SE WASHINGTON STREET
SUITE 265
OR
NEW TREE e PORTLAND,
15031 387-5331 97214
I) www.cushingcngr.com
u • I LICENSURE:
e', 1, 1
l ;,'„ PRELIMINARY
` '�i o ' NOT FOR
, - CONSTRUCTION
DEPRESSION AT
NORTH SIDE OF
COMPOUND
I n I rar //gas- NEW INCENSE CEDAR-
n 111-1,iE/iR r-'0,14:0„ -nen _ CALOCEDRUS DECURRENS"
,..„=,, ,ai i ,- ,,5-1,-.4=1 1 7 GALLON SIZE(MIN.6'TALL
n,ll�n, iIMOlad'
AT PLANTING)SPACED
-1 IT e ,".> /??/.4#1=1
iii
WWI i / Ir 1 SHOWN ON PLAN
4.417 ,. /,?//:/44111+111 INSTALL ROOT BALL IN SHEET TITLE:
COMPOUND uau _.II_4//, i.°
— Ian-nPn�lim��-n=,�.I�!-n�u�l= FERTILIZED SOIL MIXTURE-
nwn7-I ,.tTlin 50%ORGANIC MATERIAL
FREE VVEED SEEDS
HEDGE ROOT BALL DELETERIOUS MATERIALND LANDSCAPE
MN PLAN
FERTILIZED SOIL MIXTURE-50% 16'
ORGANIC MATERIAL FREE OF
WEED SEEDS AND
DELETERIOUS MATERIAL
4 .
UNDISTURBED EARTH ° .. ..' i, <° . , . 4 4° ° �� i ° ° .. J ,J' i ° - ,' ° 4 ...j. I SHEET NUMBER:
C-4
TREE PLANTING SCALE:NTS 2 LANDSCAPE PLAN 11X17 SCALE:1"=30'-0" 22X34 SCALE:1"=15'-0" 1
FOR CONCEPTUAL USE ONLY,TOWER AND FOUNDATION FUTURE 900 PAGING
STRUCTURAL BY OTHERS,REFER TO SABRE TOWER DESIGN \ ANTENNA @ 120' GENERAL NOTES N MN
FUTURE VHF CSUB ' BASE ELEVATION
ANTENNA @ 120' N'NRs:8 ALL ANTENNAS,LINES AND RELATED
60 MICROWAVE BASE ELEVATION INSTALLATION HARDWARE BE 16°
ANTENNA W/STIFF REF.7 I 9 MI i NW 1
PROVIDED BY THE LAND MOBILE
ARM @ 90'RAD 1".......,;/;;;;; COMMUNICATIONS PROVIDER.
CENTER,AZIMUTH 110 FUTURE FIRST NET
12.8°(TO SUNRISE ANTENNAS W/RRUs @ 7001800 P25 TX
WCC CAlit.
PARK SITE) LEGA `1 120'BASE ELEVATION ANTENNA
REF.23 `` 6'0 MICROWAVE REF.14,15 \ BASE ELEVATION POLICE'FIRE• MEDICAL
ANTENNA W/STIFF ARM REF.5
MICROWAVE
`�� @ 60'RAD CENTER,
AZIMUTH 29.24°(TO
MOUNTS TYP. r PROJECT INFORMATION:
( ) °t ,tl•'.'� N
FUTURE UHF CSUB FUTURE 700 MHz
CANTERBURY SITE) 10
REF.25 60 MICROWAVE `' ANTENNA @ 120' CSUB TX ANTENNA @
LEG A ANTENNA W/STIFF ARM WAVE GUIDE BASE ELEVATION / 150'BASE ELEVATION
@ 110'RAD CENTER, FUTURE FIRST NET LADDER REF.13 REF.12
AZIMUTH 44.69°(TO LO ANTENNAS W/RRUs @ •` S H E RWOOD
TANREF. ITE) 120'BASE ELEVATION
REF.18,19 CLIMBING LADDER LEGA \
�0° ` `° WAVE GUIDE
WAVE GUIDE JYjiil LEG B ::'' LADDER HILL
LADDER ` I ', CLIMBING LADDER 25SHERWOODDOR 97140 D
LEGB
../Ns.
�1 DATE RELEASE _
•�'./ •` 4/10117 PRELIMINARY ZONING REVIEW
FUTURE IOP VHF LEG C 8/23/17 PRELIMINARY ZONING REVIEW
,1` ANTENNA @ 120'
CLIMBING LADDER LEG B i::-i, ,` BASE ELEVATION
0040
ere 17 FINAL ZON Nc REwew
I 10112/17 FINAL ZDNING REVIEWREF.11 ' FUTURE IOP VHF 700/800 P25 TX 5/3/18 BUILDING BID SET
��, ANTENNA 150' sr3/18 GRADING BID SET
ANTENNA @ 120' @lO BASE ELEVATION BASE ELEVATION 6/6/18 PRELIM BUILDING 8 GRADING CDs
MICROWAVE 1
MOUNTS(TYP.) REF.9 REF.6 7113118 FINAL BUILDING&GRADING CDs
LEG C
6'0 MICROWAVE FUTURE FIRST NET
ANTENNA W/STIFF ARM FUTURE IOP VHF ANTENNAS W/RRUs @ DRAWING INFORMATION:
@ 100'RAD CENTER, ANTENNA @ 120' 120'BASE ELEVATION THIS DRAWING IS COPYRIGHTED AND IS THE SOLE
AZIMUTH 83.8°(TO REF.16,17 PROPERTY OF THE OWNER.IT IS PRODUCED SOLELY
WILSONVILLE TANK SITE) BASE ELEVATION
REF.10 MICROWAVE ICE SHIELDS NOT SHOWN FOR CLARITY, FOR USE BY THE OWNER AND ITS AFFILIATES.
REF.24 REPRODUCTION OR USE OF THIS DRAWING AND/OR
SEE SHEET C-7 THE INFORMATION CONTAINED IN IT IS FORBIDDEN
ICE SHIELDS NOT SHOWN FOR CLARITY WORK PLATFORM NOT SHOWN FOR CLARITY WORK PLATFORM NOT SHOWN FOR CLARITY WITHOUT THE WRITTEN PERMISSION OF THE OWNER.
OAZIMUTH
DIAGRAM (MICROWAVES) EAZIMUTH
DIAGRAM (120' ELEVATION) (DAZIMUTH DIAGRAM (TX ELEVATION) PLANS PREPARED BY:
SCALE:N.T.S. SCALE:N.T.S. SCALE:N.T.S. FEED UTE Cjushin
g
FEF. RBA TYPE
ELEVATION QUANTITY MFOR. MODEL I DRENSIONS WBO-IT FEED TYPE OUAN1TI Y OF FBASEEEDS LENGTH PER RUN FEED UNE SIZE k.),11I-agiacors
WEIGHT
700/800 P25 RXDon Cushing Associates
1&2 ANTENNA 180' 2 SINCLAIR SC479-HFILDFD4NUP 173.4"X3.5"O.D. 34 lbs AVA5-50 2 200' 7/8"0 0.30lb/ft Civil Engineers
107 SE WASHINGTON STREET
VHF CSUB RXSUITE 265
4 180' 1 FUTURE RFI 0A40-41-DIN-T3 248" 64 lbs AVA5-50A 1 FUTURE 200' 7/8"011/2"0 0.30 lb/ft PORTLAND,OR 97214
ANTENNA
(503)3875331
www.cushing-engr.com
27 UHF CSUB RX 180' 1 FUTURE RFI 0A2020-67-DIN 83" 9 lbs AVA5-50A 1 FUTURE 200' 7/8"011/2"0 0.30 lb/ft
ANTENNA LICENSURE:
\ TOWER TOP
AMPLIFIER
7001800 P25 RX
ANTENNA @ 180' 3 177' 1 BIRD 437-831-01-T 11.37TX102 25 be LDF4-50A 2 200' 1/2" 0.15 lb/ft
BASE ELEVATION 28 LIGHTNING 180' 1 HARDER CUFATM-10 16'x 2'OD 43 be AVA5-50 1 200' 7/8"0 0.30 lb/ft
\ REF.1 ARRESTOR PRELIMINARY
NOT F O R
FUTURE VHF CSUB 700 MHz CSUB TX
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23 MICROWAVE 90' 1 RFS PADX6-W59BC 79"0 141 lbs EUPEN EU90 1 110' 1.29"x 0.78" 0.34 lb/ft
WORK PLATFORM NOT SHOWN FOR CLARITY 25 MICROWAVE 60' 1 RFS PADX6-W59BC 79"0 141 lbs EUPEN EU90 1 80' 1.29"x 0.78" 0.34 lb/ft SHEET NUMBER:
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REPRODUCTION OR USE OF THIS DRAWING AND/OR
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WAVEGUIDE LADDER 20' ' 107 SE WASHINGTON STREET
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