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City Council Packet - 01/08/2019 111111 City of Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: January 8,2019- 6:30 p.m. Inauguration and Business Meeting MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up sheet(s). If no sheet is available,ask to be recognized by the Mayor at the beginning of that agenda item. Citizen Communication items are asked to be two minutes or less.Longer matters can be set for a future Agenda by contacting either the Mayor or the City Manager. Times noted are estimated it is recommended that persons interested in testifying be present by 7:15 p.m. to sign in on the testimony sign-in sheet. Business agenda items can be heard in any order after 7:30 p.m. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting.Please call 503-718-2419, (voice) or 503-684-2772 (11)D-Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible.Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2410 (voice) or 503-684-2772 (TDD-Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVE VIDEO STREAMING ONLINE: httco://www.tigard-or.aov/city half/council meetina.oho CABLE VIEWERS:The regular City Council meeting is shown live on Channel 28 at 7:30 p.m.The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. City of Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: January 8,2019-6:30 p.m. Inauguration&Business Meeting MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 6:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. MAYOR AND COUNCILOR INAUGURATION: •Mayor Jason B. Snider •Councilor John Goodhouse •Councilor Liz Newton 3. CONDUCT COUNCIL PRESIDENT FT ECTION 6:45 p.m. estimated time 4. DISCUSS APPLICATIONS FOR CITY COUNCIL VACANCY 6:55 p.m. estimated time 5. 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. 6. NON AGENDA ITEMS 7. ADJOURNMENT 7:40 p.m. estimated time AIS-3691 3. Business Meeting Meeting Date: 01/08/2019 Length (in minutes):5 Minutes Agenda Title: CONDUCT COUNCIL PRESIDENT ET FCTION Submitted By: Carol Krager, Central Services Item Type: Motion Requested Meeting Type: Council Business Meeting -Main Public Hearing: No Publication Date: Information ISSUE Shall council elect a new council president at their first meeting in 2019? STAFF RECOMMENDATION/ACTION REQUEST Staff recommends that council elect a council president to serve for a two-year teini ending in December 2020. KEY FACTS AND INFORMATION SUMMARY The City of Tigard Charter states that at its first meeting of each odd numbered year,the council will elect a council president from its membership (Chapter IV, Section 18). The term is for two years,ending on December 31,2020.The council president will preside over meetings and perform the duties of the office of mayor in the mayor's absense. Paper ballots will be distributed by the city recorder and after council marks their vote they will return them to her. The city recorder will count the votes and announce which councilor received the most votes and is elected council president for a two-year term. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments Council President Ballot BALLOT Election of Tigard City Council President Two-Year Term - January 2019 through December 2020 Vote for One: Councilor Tom Anderson Councilor John Goodhouse Councilor Liz Newton Signature I:AADM\CITY RECORDERS\CC Council Packets\Packet '19\190108\council president ballot.doc SUPPLEMENTAL©ACIET cp_BALLOT FOR (DATE OF MEETING) Election of Tigard City Council President Two-Year Term -January 2019 through December 2020 Vote for One: Councilor Tom Anderson Councilor John Goodhouse Councilor Liz Newton Signature I:\ADM\CITY RECORDERS\CC Council Packets\Packet '19\190108\council president ballot.doc SFORTALUPPLEMENoAKET a (DATE OF MEETING) BALLOT Election of Tigard City Council President Two-Year Term - January 2019 through December 2020 Vote for One: Councilor Tom Anderson Councilor John Goodhouse Councilor Liz Newton • Signature I:\ADM\CITY RECORDERS\CC Council Packets\Packet '19\190108\council president ballot.doc SUPPLEMENTAL PACKETFOR BALLOT (DATE OF MEETING) Election of Tigard City Council President Two-Year Term - January 2019 through December 2020 Vote for One: Councilor Tom Anderson Councilor John Goodhouse Councilor Liz Newton 711 -1?"/V,e ) Signature I:\ADM\CITY RECORDERS\CC Council Packets\Packet '19\190108\council president ballot.doc SUPPLEMENTAL PACoKET FOR BALLOT (DATE OF MEETING) Election of Tigard City Council President Two-Year Term - January 2019 through December 2020 Vote for One: Councilor Tom Anderson Councilor John Goodhouse Councilor Liz Newton S'• • .tune I:\ADM\CITY RECORDERS\CC Council Packets\Packet '19\190108\council president ballot.doc AIS-3690 4. Business Meeting Meeting Date: 01/08/2019 Length(in minutes):45 Minutes Agenda Title: Discuss Applications for City Council Vacancy Prepared For: Marty Wine,City Management Submitted By: Kelly Burgoyne,Central Services Item Type: Motion Requested Meeting Type: Council Business Meeting Update,Discussion,Direct Staff -Main Public Hearing: No Publication Date: Information ISSUE Decide which applicants for the City Council vacancy will be invited to be interviewed by the City Council at the January 15,2019 Council meeting. STAFF RECOMMENDATION/ACTION REQUEST Deliberate and identify three to four applicants to be interviewed for the vacancy on the City Council. KEY FACTS AND INFORMATION SUMMARY The vacancy on the City Council is to fill a partial term which expires December 31,2020.The vacancy was created with the resignation of 2018 Council President Jason Snider,who was elected Mayor in the November, 2018 election.The City Council chose to fill the vacancy by an appointment process which was opened on December 3 and closed on December 27,2018,with selection to be made by the 2019 Council. As directed, staff made notification of the vacancy and application process in the Tigard Times,the city website,and all available media and social media channels. Tigard received 16 applications for the Council vacancy,and attached are the applications of ten that meet eligibility requirements to hold elective office. According to Section 12 of the Tigard City Charter,a person is eligible to serve on the city council who is a registered voter and has been a Tigard resident for 12 continuous months,as the city boundary existed on September 17,2018. City Council applicants include: •Bill Banash •Vincent Ferraris •Tristin Irvin •Heidi Lueb •Jenny McCabe •Ahsha Miranda •John Roberts •Jason Rogers •Patrick Winters •Brian Wolf Six individuals applied but were found to be are ineligible for consideration due to an incomplete application, not residing within Tigard city limits,or who do not meet Charter requirements for length of residency. The remaining timeline directed by the City Council is: •January 2,2019:Councilors will provide the City Manager with two questions for January 15 interviews, to be compiled into one list. •January 8:At the Council Business Meeting,Council deliberates and identifies three to four finalists to be invited to interview with the City Council on January 15. •January 9 to 14:Mayor and City Manager complete reference checks on the finalists.The specific focus of the references is on candidates'ability to effectively 1) analyze data;2) make complex decisions;and 3) communicate well in high-stress situations. •January 15: Council conducts a 45-minute interview with each finalist,including five minutes for follow-up questions on resume and responses to supplemental questions,and ten minutes per council member to ask two questions. Council will also discuss the reference checks completed on each candidate. •Council will select the individual to be appointed to the Council following the interviews and discussion, on January 15 or at a later Council meeting. OTHER ALTERNATIVES Council may fill the unexpired two-year term by election or appointment. Council may narrow the field for interviews to more or fewer applicants. COUNCIL GOALS,POLICIES,APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION The 2018 City Council considered the City Council vacancy and process on June 26,July 17,August 14, and November 20,2018. Attachments William"Bill"Banash Vincent Ferraris Tristan Irvin Heidi Lueb fenny McCabe Ahsha Miranda John Roberts Jason Rogers Patrick Winters Bryan Wolf AgendaQuick©2005-2018 Destiny Software Inc.,All Rights Reserved Carol Krager From: webteam@tigard-or.gov Sent: Thursday, December 6, 2018 3:20 PM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: William.Banash.Resume.docx Name = William 'Bill' Banash Mailing Address= Phone=4111111111111111111111111111. Email = How Long Have You Lived In Tigard =25 years Do you own a business in Tigard = No Name/Address of Tigard Business= How Did You Hear About Us= During my campaign for one of the elected seats. Client IP=67.189.126.186 1 William Michael Banash, M.A., B.S. 'inEMP. • Tigard, OR 97224 • l• Professional Summary An experienced consultant with expertise in taking a proactive approach in analyzing both qualitative and quantitative information.A certified mediator with coursework in conflict resolution across multiple professional settings. Uniquely qualified to adapt with professional surroundings and resolve both internal as well as external challenges. Resourcefully skilled in meeting tight deadlines in creative ways.Known for finding solutions outside the scope of the problem.A supporter of integrating industry best practices for service and leadership principals. Professional Experience Kaiser Permanente-Portland, OR August 2013 - Present Senior Service Consultant • Identifier of service gaps to consult and coach executive leaders,managers,supervisors and unit-based teams creating action plans, and evaluating performance through goal oriented metrics. • Facilitator of high level conversations with leadership and functioning work teams. • Successful mapper of end to end processes,identifying opportunities within the region to improve the patient journey, drive strategy and create outcome based action plans. • Strong analyst and super user of data metrics and results. • Communicate performance in the Service Pillar across the Northwest Region and translate results into an actionable strategy for areas in need of improving outcomes. • Ensure the fundamentals of service are included in new employee orientation and new manager on-boarding at a regional as well as local level including the development and facilitating of curriculum. Oregon Health&Sciences University- Portland, OR July 2010-August 2013 Business Data Analyst III • Project Coordination o Planned,assigned, checked, and coordinated the work of another group of analysts o Provided technical direction for OHSU which resulted in increased accuracy and validity of data o Lead and coordinated major business projects/programs o Coordinated projects that included broad cross-functional team members • Business Consulting o Explained and discussed data with OHSU executives down to front line staff,other businesses,business groups,legislative bodies,associations,unions,and news media o Prepared written responses to outside requests for research information o Provided technical expertise and specialized information on request to information systems staff,OHSU personnel,and other businesses o Prepared and delivered presentations to multitudes of OHSU; reporting the findings along with current statistics • Business planning.analysis,design and development o Planned many unique business research studies by developing the methodology,procedures, forms and sample surveys for special projects to collect raw data o Consulted with managers to identify needs,purpose and methods to be implemented with the end users o Analyzed,interpreted and validated survey data from multiple sources while generating different reports o Studied and analyzed tables,graphs,charts,and other statistics arriving at logical conclusions about data which helped leaders make strategic decisions to improve the organization • Report Generation o Wrote statistical/narrative summary reports,and articles for publication,including summary graphs/charts o Summarized reports by explaining the significance of trends o Prepared statistical forecasts and explain their significance to the program or project i9 Sports-Portland,OR March 2009- March 2010 Program Director • Managed over 20 staff,including: Maintaining in-house Officials Association through recruitment,training and managing of qualified individuals • Established yearly budget for Portland Territory, managed daily execution • Planned, coordinated and executed marketing plan that was previously non-existent • Launched new communication plan,contacting 1,000+ customers via weekly website and Constant Contact e- mail marketing newsletters,which resulted in increased awareness and program expansion • Ensured all sports programs are updated and posted to the website to ensure ease of use for customer registrations • Researched,applied,negotiated and managed all venue permits for the Portland Territory while securing long- term venue relationships. o Planned, coordinated and managed all aspects of the Portland Territory's operations o Built team rosters, created schedules, communicated frequently to coaches,customers and partners o Managed and developed staff including site coordinators,coaches and referees Oregon State Sports Information Office January 2008-August 2008 Sports Information Internship • Managed OSU basketball statistics as well as updated rosters for OSU athletic website • Facilitated press releases including media relations for OSU basketball and Football • Organized conferences and arranged player interviews • Sports research OSU Sports Information for current/past player data including Spring Ball Prospectus New York,New York Italian Restaurant June 2007 - October 2009 Marketing Consultant • Developed and led annual marketing plan that resulted in consistent sales increases over three years • Developed/implemented consumer research,designed to improve results of our sales promotions • Created and maintained all media marketing including the creation NyNyTigard.com Leadership Experience Kaiser Permanente National Quality Conference May 2015 Key Speaker(Behind the smile) • Created content and presented an in-depth look at how great service behaviors can be used to understand the beliefs and behaviors of specific patient populations as well as connect on their levels for better outcomes. Education Abilene Christian University:Abilene,TX Master of Arts Conflict Resolution and Reconciliation Oregon State University: Corvallis,OR Professional Bachelors of Science in Business Administration Concentration: Marketing Management Minor:Athletic Administration *Prior Oregon State Football walk-on 2 1. Describe how you would complement the diversity of thought and perspectives of the 2019 Tigard City Council. Support your responses with specific examples. I believe diversity is one of the most powerful forces in life.When I look at the current council, I see an opportunity to fill the remaining seat with someone who could provide a different perspective on many of the items brought before the city. I am confident I would fill that different perspective based upon the sessions I have either attended or viewed on television. My relatively younger age may a play a part in it but I think I possess an outlook that encompasses the next fifty years living in Tigard. We currently have a real estate agent, an insurance agent, a healthcare administrator and an incoming long time city employee. I believe a certified mediator and current experience consultant would fit beautifully into this mix. With my background in service excellence and my experience solving complex issues of conflict, I could compliment the group in such a unique way. Those close to me would tell you I am a people person and very easy going. I think this aura about me is why people say I am very approachable. Life is short and I try to smile as much as I can as often as I can. This mantra would bring an energy I have yet to see in the council. I want to de-stress the work,the environment and deliver results in a different package than we have seen before. I would apply communication concepts through the psychology of human connection. I would also utilize principles of empathy and encourage a thought provoking dynamic similar to what I employ daily in my current consulting role. Finally, I would respectfully push back on ideas that I might not fully agree with by asking my fellow councilors if they have tried to argue the counter point (a basic but intellectually challenging and rewarding activity). 2. Most would agree that Measures 5 and 50(from the 1990s)are causing many unintended consequences in Oregon. From your perspective,what are the current impacts of Measures 5 and 50 on the City of Tigard and other local governments, what actions would you recommend to the state legislature to correct the problems, and what is your rationale for each recommendation? (max 750 words) This was a tough question for me to answer because I love seeing the different sides of an argument. While taxes is a five letter word that sometimes feels like those bad four letter ones,they are necessary for us to enjoy the benefits of a successful society.The impacts of measure 5 and 50 are far reaching but can be most felt in our schools. With the capping of property taxes and the tying to assessments,they limit the amount of appropriate funds. Combine the measures with the lack of a sales tax and you have a recipe for disaster.Very difficult choices are then needed to make up for these missing dollars in the form of cutting services,developing bond levies(which we know are a challenge to get passed)or increasing fees on thing such as utilities. The measures of 5 and 50 I believe were both created with good intent to reign in on excess government spending and appropriate use of dollars during an age of tax revolt in Oregon. I also acknowledge that the creators of these measures might have potentially not have seen some of the devastating effects it has left on many of our cities and schools.Tigard is in a very hectic time with the failed levy,the impending light rail corridor and countless other issues facing the community.Worrying about how we can secure the proper funding for city services should not be the top issue and yet due to 50 and 5, here we are. I would recommend to the state legislature that we continue down the path of new and innovative ways to raise dollars in lieu of challenging to change 5 and 50. Taxes on goods such as cannabis, alcohol and tobacco, among other guilty pleasures could potentially make up the difference and then some. I have even considered advocating for legalized sports betting through the state to also tax advantage of revenue that could be shared among cities. My philosophy is to honor the voice of the voters while still acting with their best interest in mind.This at times can be extremely challenging, it also provides the best outcomes for all. 3. From your perspective, what is the most important issue facing the 2019 Tigard City Council? Why is it the most important and how would you propose the council (and the city overall) address the issue? Please be as specific as possible. (max 500 words) I believe the most important issue facing the 2019 council is how the city is going to fund many of the services and programs it currently employs. Everything from police to parks and rec has to be secured financially so that difficult decisions of what or how much to cut are not necessary. I also think this specific item of funding also dove-tails into other issues such as Tigard safety, parks and rec, library services and traffic congestion. What I would propose to the council is a better use of communication channels to the citizens of Tigard when a future bond levy is proposed.The use of technology, including social media, is a much- underutilized tool for the city that should be deployed far more often and efficiently. It is imperative to push out correct information and is necessary to educate our people with so much distrust or misinformation is what seems to be driving many of our voters. I think we can do a much better job getting the right word out including doing informational sessions in different and unique ways outside of how current state. I would advocate for progressive ways to fund at the state level and encourage those in our community to stay active and put our heads together for solutions outside the status quo realm of thinking. Innovation comes out in its best form when a drastic change of doing things is needed and it feels like that time is now. While this daunting challenge may come in many forms, I believe that with the right thinkers in the room, we can tackle the problem in a united front that makes the citizens of Tigard proud of their elected officials. Reference#1: Sue Giboney,Chief Patient Experience Officer Providence Health &Services Portland, Oregon Reference#2: Lorie Dolo, Director Service Strategy and Care Experience Kaiser Permanente Tigard,Oregon Reference#3: Kevin Watkins, previous transportation committee chair Tigard, Oregon Carol Krager From: webteam@tigard-or.gov Sent: Wednesday, December 26, 2018 8:49 PM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: Vinnie TCC Letter.pdf Name =Vincent Ferraris Mailing AddrPcs= Phone 411.111111111111111111.1 Email = How Long Have You Lived In Tigard = 15 years Do you own a business in Tigard = No Name/Address of Tigard Business= How Did You Hear About Us =website Client IP= 74.120.152.143 1 Vincent J. Ferraris Objective Enthusiastic,self-starter,leader and creative thinker seeking a position that reflects my experience,skills and personal attributes including dedication,meeting goals and the ability to follow through. Education B.A. I 2015 I GEORGE FOX UNIVERSITY • Major: Management and Organizational Leadership • Certificate of Academic Excellence • GPA 3.89 Skills &Abilities STRATEGIC PLANNING • Developed and implemented the Portland Police Bureau's online payment program for the Alarm Unit in 2017. Since implementation,over 30% of all payments are now processed online. • Development of a fee collections program,to assist in recovering outstanding debt. • Developed an internal directive for the Portland Police Bureau,establishing alarm protocols and procedures to help guide police officers during an alarm event. • Developed the"Protective Sweep Program",where officers ask the property owner for consent to enter their residence during an alarm event. • Developed internal Standard Operating Procedures for the Alarm Unit,establishing structure within the Unit. • Currently working on the development of a lockbox program for the Alarm Unit to assist in the processing of payments. • Currently rewriting the City of Portland's Alarm Ordinance,which has not been updated since 2005. • Currently assisting in the development of the Portland Police Bureau's Equity Strategic Plan. • Currently assisting in the development of the Portland Police Bureau's 5 year Strategic Plan. LEADERSHIP • Northwest Chapter President- False Alarm Reduction Association • Speaker/Instructor- False Alarm Reduction Association • Secretary,Board of Directors -Oregon Burglar and Fire Alarm Association • Member- Portland Police Bureau Equity Council • Member- Portland Police Bureau Fiscal Division Equity Committee • Member-City of Portland Cannabis Coordination and Licensing Team • Member-City of Portland PEAK Performance Team • Mentor- Zman Foundation • Fire Warden -Portland Police Bureau,Central Precinct • Member-City of Portland Path to Leadership Experience PROGRAM COORDINATOR 1 PORTLAND POLICE BUREAU 12016— PRESENT • Direct oversight of the Alarm Unit administration • Monitors performance for meeting program goals and objectives • Creates and interprets program policies and associated regulations • Review and direct work of internal staff • Manage 60,000 alarm permits • Prepares the Unit's operating budget of$300k • Manages annual cash flow of$2million • Prepares financial and statistical reports to capture revenue and alarm statistics • Granting or denial false alarm appeals • Waives fines and fees on alarm accounts • Handles procurement for the Unit • Expert program source • Performs audits throughout the Unit NARCOTICS INVESTIGATOR I WASHINGTON COUNTY SHERIFF'S OFFICE 1 2014— 2016 • Member of the Westside Interagency Narcotics Team • Lead Case Agent for investigations of drug trafficking organizations • Cultivation and management of informants and cooperating witnesses • Case specific case agent assigned to the FBI,DEA and HSI DEPUTY SHERIFF I WASHINGTON COUNTY SHERIFF'S OFFICE I 2010— 2014 • Investigated and assisted with citizen complaints • Patrolled county roads and residential business areas • Conducted investigations,enforced traffic and criminal laws • Testified in court TEMPORARY PUBLIC SAFETY AIDE I PORTLAND POLICE BUREAU 1 2005— 2010 • Disposal and destruction of surplus property and evidence • Filing property and evidence reports • Inventory,storage and release of seized vehicles CASEWORKER I OFFICE OF SENATOR RON WYDEN I 2008— 2009 • Assisted veterans with benefit issues via the Department of Veterans Affairs • Spoke with constituents on behalf of the Senator regarding political concerns • General office work SENIOR AIRMAN,CREW CHIEF I 142ND FIGHTER WING/AIR NATIONAL GUARD I 2005 — 2007 • Perform maintenance of F-15 fighter jet aircraft • Prepare aircraft for launch and recovery at beginning and conclusion of flight • Honorable Discharge Secret Clearance Vincent J. Ferraris Page 2 Vincent J . Ferraris December 26th,2018 Tigard City Council 13125 Southwest Hall Boulevard Tigard, Oregon,97223 Dear Tigard City Council: I am excited to begin the application process for the Tigard City Council vacancy position. Below you will find answers to the questions requested. Thank you! 1. I would complement the diversity of thought and perspectives of the 2019 Tigard City Council by bringing an array of experience in government, as well as my personal experiences, to help shape vital decisions for the City of Tigard. I not only grew up within the City of Tigard, I decided to come back and raise my family here. My experiences include over eleven (11)years of government experience, beginning as a caseworker for the Office of Senator Ron Wyden. While working for the Senator, I was a liaison between Senator Wyden's Office and the Department of Veterans Affairs. As a Deputy Sheriff, I obtained my basic and intermediate police certificates through the Department of Public Safety Standards and Training(DPSST); I also obtained frequent training through the Washington County Sheriff's Office. I not only conducted investigations of reported criminal activity, I also conducted investigations of reported civil disturbances by responding to incidents such as neighbor disputes,general nuisances,animal control and parental and children issues, as well as serve subpoenas and assisting the public by answering inquiries about laws, regulations and ordinances. As a Narcotics Investigator, I received training through the Drug Enforcement Administration (DEA) in Quantico,Virginia,the Oregon Narcotics Enforcement Association and the California Narcotics Officers Association, DPSST,as well as through the Oregon High Intensity Drug Trafficking Area (HIDTA) program. I managed narcotics investigations,and taught other law enforcement personnel on the crafting of search warrants. This also includes many criminal investigations within the City of Tigard; within my current position, I am a Program Manager for the Portland Police Bureau's Alarm Administration Unit. I have managerial oversight responsibility to ensure appropriate accounting of the Alarm Unit's annual cash flow, as well as crafting legislation and educating our citizens on the responsibility of owning an alarm system. I am an executive board member for the Oregon Burglar and Fire Alarm Association, as well as the Northwest Chapter President for the False Alarm Reduction Association. Finally, I am a member/regional instructor for PEAK, process improvement and LEAN practices for government. I want to give back to the community which has given me so much. I would like to be a part of the Tigard City Council,to continue to provide a positive impacts and a beautiful place to grow up. I strongly believe in a competent and efficient government where government funds are spent thoughtfully and not recklessly and I feel I can contribute these attributes within the City of Tigard's City Council. 2. The policy effects of Measure 5 are complex from those of Measure 50,which Oregon voters passed in 1997 in reaction to the real shortcomings in Measure 5. Measure 5 requires all counties to reassess property values more frequently. From the beginning it was clear that the rising revisions of assessed values would offset the impact of lower tax rates for many homeowners, particularly in the Portland metropolitan area. Consequently,some homeowner tax bills actually increased following the passage of Measure 5.To the contrary, industrial and commercial property owners received much greater savings due to the accuracy of their assessments. According to Oregon Business, "the first sixteen years of Measure 5 and Measure 50 reduced local revenues by$41 billion. The proportion of K-12 operating expenses funded by the state's Basic School Support Fund (primarily the state's general fund) went from 28.6 percent in 1990- 1991 to a high of 70.6 percent in 1998-1999. School district dependency on state general funds remained above 66 percent until the recession starting in 2009 brought the number down to 63 percent. Increased state funding promoted school district equalization, stabilizing and increasing spending in poorer districts while making relative cuts in per capita spending in the state's wealthier areas." From the research I have conducted, Measures 5 and 50 increased the state general fund going to Basic School Fund from 25 percent in 1989-1991 and to 42 percent from 1999-2001. This increase impacted other portions of the general fund,showing a decline from 14 to 7 percent with regards to the higher education's share. Even with the "financial boom" of the 1990s and cuts by 2011 to other general fund programs, a state legislative panel found that Measures 5 and 50 were the foremost explanation of why funding for K-12 schools fell more than $3 billion short of the amount needed to meet state goals. It should also be noted that property tax inequities have arisen as a result of Measures 5 and 50. Because of the measures, new houses are taxed at the current market rate,while existing houses,sometimes in the same neighborhood or block, are taxed at the 1997-98 assessment rate (plus yearly, 3% maximum increases). The Oregon Department of Revenue explains: "For 1997-98,the assessed value of every property was reduced to 90 percent of its 1995-96 assessed value. Because growth in value has not been uniform throughout the state,this change had varying impacts. Properties that had experienced the greatest value growth between 1995-96 and 1997-98 received the greatest cuts in assessed value and consequently, in taxes. For new property that did not exist in 1995-96,such as business personal property or improvements, the assessed value was calculated as a percentage of its market value. Measure 50 also stipulates that assessed value may not exceed real market value.As a result, if the real market value of a property falls below its assessed value,the taxable value will be set at the real market value." Oregon is one of only two states that does not reset the property tax rate upon sale of the property. I suggest, so everyone contributes,we remove levy dollars from the 3%annual cap rate. 3. From my perspective,the greatest issue facing the 2019 Tigard city Council is Measure 34-283 failing, indicating the City of Tigard is preparing to move forward with budget cuts. Measure 34- 283 would have provided operating and capital funds to support police, parks and the library, which are all needed to continue to grow with our city. As the city continues to thrive and progress,so will our social and economic needs. We need to make sure we have structures in place to provided services to our constituents and as our city grows,so do our public resources. As a former Deputy Sheriff, I fully understand the dangers of cutting funding for first responders and the negative impact this could have on our community. Proactive policing is only successful when there are enough resources in place. With limited police resources, and with our community continuing to grow,we will be faced with more crime and less traditional community policing. Our officers will not have the time, nor the resources to really embed themselves within the community. Officers will be tied up, chasing calls for service, meaning the response times for officers to respond to emergency events will only increase. I appreciate your consideration and look forward to continuing further in the process. Please find my DD214 attached,for proof of my military service, as well as my resume. Below are my three references: Bob Day, Deputy Chief, Portland Police Bureau MMINIONOMMININ Kezia Wanner Chief of Business Services, Multnomah County Sheriff's Office 1.111.11111111.111116.0 Jesse Folio, President, First Response, Inc. (11111111111111111110118 Sincerely, Vincent Ferraris From: Kent Wyatt To: Kelly Burgoyne Subject: FW:City Council Vacancy Application Date: Thursday,December 27,2018 11:09:22 AM Attachments: Council supplemental questions til.odf TristanlrvinResume(2).odf From:webteam@tigard-or.gov<webteam@tigard-or.gov> Sent:Thursday, December 27, 2018 11:04 AM To: Carol Krager<carolk@tigard-or.gov> Cc: Kent Wyatt<KentW@tigard-or.gov> Subject:City Council Vacancy Application Name=Tristan Irvin Mailing Address= PhonellIMMP Email =47NIMMIggiffla How Long Have You Lived In Tigard = 10 years Do you own a business in Tigard= No Name/Address of Tigard Business-- How How Did You Hear About Us=Through the City website. Client IPS DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules"City General Records Retention Schedule." TRISTAN KTRA TR Tiaard. C)P 97994 OBJECTIVE To obtain a position where my dedication and commitment to progressive education can be realized in a collegial environment that supports thinking outside the box, where I can continually learn from the people that I work with, and where I can work with other educators that are dedicated to best practice, educational innovation, and cultural competency. QUALIFICATIONS Exceptional oral and written skills, understanding of the integrated education model, excellent communication skills, public relations experience, outgoing and thoughtful, sense of humor, creative problem solver, strong organizational skills and strong work ethic. EDUCATION 2007 MA in Education, Bank Street College of Education 2000 BA in International Relations & Education, University of Oregon 1999 Intensive study program, Universidad de Granada, Spain 1996-1998 New York University EMPLOYMENT 2017-present Administrator, East Burn Dentistry & Implants In charge of patient relations, marketing, community outreach, and insurance coordination. 2012-2017 6'h/7th Grade Teacher, Oregon Connections Academy Taught 6'h grade courses and 7,h grade homeroom in a predominantly virtual environment. Engaged in regular contact with families, supported student learning, and developed innovative and engaging lessons for classes. In addition to general courses, I also helped teach and create the school's inaugural Student Government program. 2010-2012 Tigard-Tualatin School District Substitute teacher within the school district for all grades and subjects-including art, media, TAG, SPED, and library. 2008 Pat McCormick, Inc. Wrote and edited correlations for a published high school social studies textbook. 2006-2007 Associate Teacher, The School at Columbia University(TSAC) Taught third-grade students at TSAC, a lab school dedicated to the integrative model of education. The school is also one of the most economically and socially diverse schools in the city. Pedagogically, I used constructivist learning theories to create lessons, units of study, and facilitate the learning environment. 1994-2001 Author/Editor/Fact Checker, Franklin Tull, Inc. Co-authored and edited a six-book Folk Art series for children (Raintree-Steck Vaughn, 2000); tested experiments for a five-book elementary science series (Scott Foresman, 1995). PROFESSIONAL EXPERIENCE 2015 Leadership Academy, Oregon Connections Academy Chosen from hundreds of teachers to participate in the Leadership Academy through ORCA and Pearson Education. 1/2006-5/2006 Intern/Educator, Museum of Television 8, Radio Taught classes on subjects that included Animation, Advertising, and Creating a Radio Play for school groups grades K-12. Developed curricula for a new Around the World class that looked at the similarities and differences in children's lives throughout the world. Taught both on-site classes and classes using video-conferencing technology to students across the country. 11/2005-1/2006 Student Teacher, The School at Columbia University Student-taught in first grade classroom. Worked with the entire first grade team to create a "Family Museum" project as well as a NYC apartment "dollhouse" that was later donated to the Hale House. 8/2005-11/2005 Student Teacher, The School at Columbia University Student-taught in fifth grade classroom. Worked with students to write narrative nonfiction articles that culminated in a published classroom magazine. REFERENCES Candice Coleman Auction Prnrli fiction Manager, Benefit Auctions 360 Pam Leavitt President, Foundation for Tigard Tualatin Schools Weritalarli Ree Armitage Field Representative for Senator Ron Wyden Additional contact information and recommendations available upon request. Supplemental Questions Tristan Irvin 1. During my campaign for City Council in 2016, I landed on two phrases- "New Vision, New Perspective."This seemed relevant then, and equally relevant now. I believe that the council needs to represent the city not just in regards to fiduciary responsibility, but also in active citizenship and community building. The past and current councils have done significant work to increase development and urban growth boundaries, while keeping large businesses and industries economically viable in Tigard. And although positive growth has occurred, equally significant growth in community development has stalled. This is where my perspective comes in. I bring an education and humanitarian background with me, which I believe would complement the backgrounds of the other council members nicely. For the last year and a half I have served on the Parks and Rec Advisory Board. I chose this position for several reasons- I truly believe in the importance of serving our community, I wanted to stay connected to issues that specifically pertain to youth and families, and I wanted to continue to position myself to better understand the larger issues facing our city. In addition to PRAB, I am also the Vice President of the Foundation for Tigard Tualatin Schools. The Foundation is committed to increasing student success by raising money for teaching staff, enrichment classes, and innovative programs. Being on the board has helped connect me with local businesses and has put me on the front lines to see the needs and challenges that are facing our future citizens, voters, and leaders. To an outsider, the council often seems most concerned with capital development. Being tasked with keeping the city running, balancing budgets, setting policy, and determining services is vitally important and it is critical that we have council members with backgrounds specific to economics and construction. But a city is more than budgets and buildings. A city is also rich in human capital- and that is the perspective that I can add to the council. Being an empath, believing in humanity, and fiercely defending those that can't often defend themselves are not partisan ideas, they are not weaknesses. They should be, I believe core values of any governing body. How do we invest in our citizens, in our families, in our small businesses, in our schools? How do we create a city that takes bold, but responsible, steps to get people involved and take pride in our city? In my experience, groups need diverse ideas and perspectives in order to grow and affect positive change. In education, we talk about the idea of disequilibrium-the place where there is just enough discomfort to allow for inquiry and deeper understanding.The place that rich, healthy dialogue occurs and real work can be facilitated. I believe that between my background as a teacher, my current board positions, and my understanding of the issues that are facing the city of Tigard, I would bring a new perspective and vision that would enhance and complement the current council. 2. Generally speaking, the current impacts of Measures 5 and 50 are clear on several fronts. The loss of property tax revenue has had far-reaching consequences on the city of Tigard (and throughout Oregon) and thusly resulted in significant budget crises for education and government programs. But before I get into possible corrective actions, I think it is important to also see how we got here and how we try to move forward from a citizens perspective. While I was a youngster in the early 1990's and don't remember the specifics of those elections, I do know that voters tend to look at short-term gains (or losses) and vote based on that snapshot, rather than looking towards future impacts. This creates situations like the one we are in currently - perhaps there were short term gains and Oregonians paid fewer taxes for a year or two- but as we can see now those short term gains came at a huge cost. Fast-forward to 2018 and we have hand-over-fist budget short falls, education and government programs that are emaciated, and lack of control over local revenue. We also have millions of voters that weren't of voting age when this happened and have no clear understanding of how we got here. We essentially got grandfathered in to a tax system that is broken and we don't even know why. One way that local governments are trying to stop the bleeding is by local option levies. Tigard is all too familiar with these. But again, it seems to be a catch 22; local option levies are nearly the only solution to the burden caused by Measures 5 and 50, voters seem to tire of being asked to "fund"these levies (because of perceived) short-term financial losses, and then programs continue to be cut because of lack of funding. It's a cycle with no end in sight. Although not a legislative solution, I do think thoroughly educating our voters about the history and effects of these measures and how they are continuing to strangulate our local revenue would be incredibly valuable. Not only would it give voters a historical context for why the council proposes local option levies, it could also help voters recognize long-term-gain voting when faced with other critical issues such as the light rail. In terms of legislative recommendations, I think the first order of business would be to work with Finance and Revenue Committee members to see what, if any, reformations (ex. Senate Bill 151) are being floated in regards to evening the playing field so far as APV amounts are concerned. In a city that has been very pro-business development and industry, the council would need to consider how tax rate changes would affect commercial property owners, in particular. Working with the Finance and Revenue Committee would give us insight as to what has already been considered, what is realistic, and what local impacts would be on any possible reforms. I think the next step would ultimately be working with other local governments to seek possible amendments to these tax bills that would create relief. Proposing amendments would certainly require equal parts education and finesse in order for voters to "buy-in" but as the League of Oregon Cities noted, it very much depends on how the question/ballot measure is framed. As it stands, our only action is to continue asking voters to approve local option levies and the voters are clearly growing weary of doing so. Although I do believe that part of the issue is education the voting public on why they continue to be proposed, I also believe that a more stable and permanent solution is needed - one that makes sense now and in the future. 3. I believe that the most critical issue ultimately comes down to finances. And while it seems overly simple to claim money as the answer, in some cases this proves true. Increasing revenue is neither quick nor easy, so I think the most critical issue is, in actuality, two-fold. The first piece is a two-pronged approach of proactively seeking longer-term financial solutions (see previous answer) while educating the public as to what the council is doing and why. Keeping us (the citizens of Tigard) part of the process will ultimately make us part of the solution when it comes time to vote. I currently work in the healthcare industry, and education is everything. A patient may need work done that is expensive and is not in their budget, but educating them on the financial portion of their treatment and informing them as to why the treatment is necessary, as well as offering alternatives, creates trust and rapport that leads them to opt for the needed treatment, and the same goes for voters. Educate us. Inform us. Be authentic, and we will show up (eventually). The second piece is what we do now, while waiting for better, and permanent, revenue solutions. We need to better work with the community and build and grow what we have. This requires calculated risk, and funding what we say we value. I am certain this is the minority view, but community is not grown from business development, it grown from events, recreation, and common spaces. The council has two goals directly connected to this very idea and the city needs to see that the council supports them. Strides have been made, in conjunction with the Chamber to increase city events, but the city lacks cohesion, it lacks a glue that holds everything together. Being on PRAB, I see the work that is being done in the parks department but we desperately need a strong recreation department. And we need the council to support it not just in word, but in action. When I ran for council on 2016, over 33% of Tigard households had children under 18 - and my guess is that with the expanding urban growth boundaries, that number has increased. That is a significant number of families and children that want places to go and things to do! And we are thirsty for those opportunities. Does that mean standing firmly in support of a slight utility tax increase? Perhaps. Does it mean proactively finding grants and other income streams to support recreational programs? Maybe. I think it really means the council prioritizing and showing true support for a goal it's already deemed important. Kelly Burgoyne From: Kent Wyatt Sent: Thursday, December 27, 2018 11:45 AM To: Kelly Burgoyne Subject: FW: City Council Vacancy Application Attachments: Heidi Lueb Supplemental Questions.pdf; Heidi Lueb Resume.pdf From:webteam@tigard-or.gov<webteam@tigard-or.gov> Sent:Thursday, December 27, 2018 11:44 AM To:Carol Krager<carolk@tigard-or.gov> Cc: Kent Wyatt<KentW@tigard-or.gov> Subject:City Council Vacancy Application Name= Heidi Lueb Mailing Address= Phone= Email= How Long Have You Lived In Tigard =3 years Do you own a business in Tigard = No Name/Address of Tigard Business= How Did You Hear About Us= Mayor-elect Snyder brought it to my attention during the Budget Committee interview process. Client IP= DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules"City General Records Retention Schedule." 1 Heidi Lu eb Summary Highly skilled accounting professional who is a self-starter and capable of effectively functioning with minimum supervision. Possesses strong analytical and problem solving skills with the ability to make well thought out decisions and judgment calls. Excelled written and verbal communication. Known for taking initiative and ownership of responsibilities and projects. A team player with a can-do attitude who produces quality results with attention to detail and organization. Goes above and beyond to exceed client expectations. Takes on leadership role within department to assist coworkers in developing additional skills. Professional Experience Grady Britton,Portland Oregon October 2015—Present Controller,October 2015—Present • Guides financial decision by establishing,monitoring,and enforcing policies and procedures. • Protects assets by establishing,monitoring,and enforcing internal controls. • Monitors and confirms financial condition by conducting audits and providing financial information to outside CPA. • Contributes to corporate strategy and operation. • Manages all aspects of AR,AP,billing,collection,monthly close,monthly and yearly financial reports. • Prepares special reports by collecting,analyzing,and summarizing information and trends • Complies with federal,state,and local legal requirements by studying existing and new legislation;anticipating future legislation;enforcing adherence to requirements;filing financial reports;advising management on needed actions. • Maintains employee benefits programs and informs employees of benefits;recommending benefit programs to management;directing the processing of benefit claims;obtaining and evaluating benefit contract bids;awarding benefit contracts;designing and conducting educational programs on benefit programs. • Manages employee files,onboarding,oflboarding and payroll processing. Montgomery,Coscia,Greilich,LLP,Plano Texas January 2012—October 2015 Senior Accountant,January 2013—October 2015 Staff Accountant January 2012—December 2012 • Prepare cash basis and accrual basis financial statements for numerous clients across multiple industry sectors. • Create general journal entries to facilitate in the monthly close process. • Perform general ledger account reconciliations and corresponding schedules. • Develop and maintain professional relationships with clients and consult with them regularly. • Maintain organized work papers and supporting documentation. • Perform financial audit preparation and execution. • Process payroll,file corresponding state and federal required taxes,yearly IRS documents and 401k requirements. • Prepare sales tax filings. • Mentor accounting staff and review their work. • Assist in special projects as needed. Aimbridge Hospitality,Plano Texas April 2009—January 2012 Senior Accountant,April 2010—January 2012 Staff Accountant April 2009—April 2010 • Responsible for hotel financial statement closings,including all major brands and independent hotels. • Create journal entries not limited to prepaid invoices,payroll accruals,bank activity and invoice accruals. • Prepare and file all taxes for each hotel,including multiple state tax fillings. • Reconcile all bank and balance sheets. • Assist Regional Operations Manager on financial calls involving ownership of the hotel. • Review hotel financial statements,bank and balance sheet reconciliations from staff accountants before finalized. • Travel to new hotels to transition them to Aimbridge processes. • Responsible for creating a new hotel packet with all information needed to ease the adjustment process. • Interview potential employees and consult with supervisor for hiring decisions. • Train and supervise a new employee. Heidi Lueb Hotel ZaZa,Dallas Texas r - ,.. October 2007—April 2009 Accounting Manager,August 2008—April 2009 AR/Payroll Coordinator,October 2007—August 2008 • Hire,train and manage Accounts Receivable,Payroll,General Cashier and Accounts Payable positions. • Audit daily revenue and produces daily revenue reports. • Balance credit card to bank deposits and taxes daily. • Direct night audit staff on procedures for reporting accuracy and to ensure all policies are followed. • Create journal entries to facilitate in monthly closing. • Anticipate,identify and correct problems as necessary. • Monitor and audit internal financial controls associated with the income stream,record retention and storage. • Complete daily routing pack auditing daily revenue postings and all adjustments made. • Communicate regularly with Front Office Manager to minimize hotel risk. • Train front office staff on credit card policies,fraudulent credit cards,and proper credit card procedure. • Responsible for monthly beverage inventory. • Performed as the Manager on Duty Program when needed. • Accurately processed bi-weekly payroll including commissions,incentives,tip payouts,service charges,retroactive wages, paid time off,as well as hourly and salary wages. • Ensured all hotel human resources policies were being followed. • Enroll,deduct and deposit 401(k)elections,maintain database as well as create the year-end 401(k)Census. • Worked with sales and catering departments to set up group accounts,correctly bill and close out accounts. • Reviewed direct billing applications,updated requests for credit and maintained a list of direct bill accounts. Mauna Lani Bay Hotel and Bungalows,Kohala Coast Hawaii August 2006—February 2007 Assistant Front Office Manager • Managed union Guest Service Agents and union CBX Operators • Participated in the hiring,training and progressive discipline of employees. • Oversaw GSA cash handling procedures and maintained a personal bank daily. • Responsible for the weekly scheduling of both Guest Services and CBX departments. • Assured adherence to hotel standards and standard operating procedures by the front office through guest comments, feedback and general observation. • Anticipated the needs of guests with high expectations and requests. • Performed as the Manager on Duty every shift worked. • Resolved guest complaints and concerns that pertained to the entire hotel and determined appropriate compensation for each complaint on a case-by-case basis. • Participated in monthly department meetings as well as weekly manager meetings, rooms division meetings and management classes. • Acted as the relief Night Manager which entailed being the only manager on property,daily payroll,overseeing the night audit and ensuring all guest information in the system is accurate. Valor Triathlon Project January 2015—Present Triathlon Coach • Create and deliver event specific training programs • Promote&facilitate triathlon information sessions,triathlon clinics,and seminars • Responsible for building relationships with the area triathlon community and triathletes • Deliver one on one and small group training programs • Maintain an up-to-date knowledge of triathlon training techniques and concepts • Assist in the promotion and execution of certain events • Deliver the best triathlon experience possible for athletes • Manage athlete expectations and emotional state during training cycles Education University of Oregon Bachelor of Science:Business Administration-Accounting.Minor:Political Science Awards:Dean's Award for Service Texas Women's University Masters of Science:Kinesiology,focus in Coaching Heidi Lueb References Paige Campbell Mary Eggers Shane Wolfsmith Heidi Lueb City Council Application Supplemental Questions Supplemental Question 1 Response: The City of Tigard is home to a diverse community with a range of everything from age levels, to lifestyles,education levels,income levels and everything in between. I would be the youngest Councilor and would be able to bring a different perspective from someone who is in a different period of their lives and has a different background.As a first generation American and first generation college graduate,I want to give back and contribute to my community and become more involved. The City of Tigard City Council has an impressive list of dedicated public servants who care about their City.Councilor Goodhouse and Councilor Anderson have served the City well and Mayor-elect Snider has a history of serving his community.It's exciting to see Councilor-elect Newton with her many years of service working for the City join the Council and bring her experience. I have lived in Tigard for almost three years now.While in the grand scheme of things it doesn't feel that long,my husband and I finally feel settled into our home and our community.Being newer to the area allows me to bring a fresh perspective to the issues that face the City of Tigard and the Council. I believe having diversity on the Council in regards to tenure will provide a benefit to the City. I will bring my experience and perspective and the ability to see new ways of looking at something.I have the willingness to put in the time and learn more about the City as well as the issues facing community and business members. My upbringing also allows me insight in a different way.I grew up in Southern Oregon with a single mom and my brother and we lived with my grandparents.With hard work I was able to be the first in my family to attend college and graduated from the University of Oregon.After college,I spent many years in the hospitality industry.This experience gives me the insight and ability to be able to understand when people are at their best and also when they are frustrated to a breaking point. I know how to listen and manage the situation and work to come up with a solution.From the hospitality industry,I worked at a CPA firm where I assisted a variety of different clients from different industries.I'm familiar with the needs and concerns of small businesses and the support they need to continue to grow and flourish.I now work with an advertising agency and am able to see the needs of local businesses in the area and how we are assisting them in telling their brand story. Supplemental Question 2 Response: Both Measures 5 and 50 have created difficult financial situations for local governments. Measure 5 has led to a ceiling on the tax rates based upon limits for a property's Real Market Value.This has resulted in lost dollars to the education and general government's when the tax rates exceed those ceilings and have to be compressed down to the limits.Measure 50 has caused a different set of problems over the different changes it enacted.One of the ways Measure 50 impacted cities,is the change from using the assessed value rather than the market value for tax purposes.While the change might have been ok,the measure did not create a mechanism to Heidi Lueb City Council Application Supplemental Questions adjust for the different stages in the life cycle of the assessed value at the time.Not adjusting the assessed value has caused inequality among similar houses in their tax amounts paid.The permanent rates that were created by Measure 50 only took the tax rates at the time and made them permanent.While local option levies are allowed,they are only a stop-gap for five or ten years before having to be approved again.Measure 50 also created the changed property ratio, which doesn't take into account individual neighborhoods or areas and has further caused inequities.This also includes commercial property being taxed at a much lower rate than industrial property. While a complete overhaul of Measure 5 and 50 could be difficult,I believe there are a few steps that could be taken to get the situation moving in the right direction.My first recommendation would be to create a way to fix in the inequities that Measure 50 caused by the assessed value. It's important that each of the properties pay their fair share of taxes for the services that are provided.While it would not be feasible for the assessed value of the City of Tigard to be done at one time, a rotating schedule of several years (my recommendation would be three) would be reasonable.I believe a reassessment every three years would be more reasonable than the previous six.This is because the home market values have fluctuated so much in the last twenty years,a more frequent assessment could allow adjustments during the market swings. The other aspect of Measure 50 that I believe fits in with assessed value is the changed property ratio (CPR).There is also inequity based on the ratio for the entire county.The ratio should be calculated more specifically by area,as there are inequities across neighborhoods.I also believe that commercial property should not be taxed at the same rate as residential. Commercial and industrial properties are intended to generate profit and are more closely linked than commercial and residential. Those changes above would not make an impact if we didn't review the limits set by Measure 5. I believe it would be worth looking at the rates that are currently being taxed at including different approved option levies. Based off of that information,it would be reasonable to make a recommendation for a limit that allows enough funds for education and government without over-taxing individuals. It would be an easy answer to say that the Measure 50 growth limit of three percent is a problem. However,I think the problem is more complicated than simply a percentage cap. If it's reasonable to tie a growth rate cap to a percentage,I would argue that the rate of inflation set by the CPI index would be the best indicator of a fair rate.The fundamental problem is that the costs for maintaining the same level of service for the City of Tigard is outstripping even the three percent. Overall I think the impact of Measures 5 and 50 have been very tough on Oregon's cities. While a complete overhaul would take a long time to do thoughtfully,there are a few steps and adjustments that can take place to the current measures to help make them more reasonable and allow cities to provide basic needs without an undue burden on the residents and businesses. Heidi Lueb City Council Application Supplemental Questions Supplemental Question 3 Response: The most important issue facing the City of Tigard Council in 2019 is the long term budget viability and maintenance of City of Tigard services.Based on my conversations and interactions with community members,residents believe that the City of Tigard is providing services adequate to meet their needs.This was evident when residents turned down a levy to add funds to the City of Tigard to provide additional funding for day-to-day operations. The failure of this levy can be traced to a number of reasons. One is that the levy option represented an recognizable increase in the amount of money to individual households.While the overall amount may have been justified to get the City of Tigard services back on track,that is a lot of money to ask all levels of residents to be able to pay. I remember having many discussions with my husband during the election regarding the different items on the ballot and discussing this particular levy. There is a significant communication gap between the City of Tigard and the residents.To individuals who are deep in the details,it can become difficult to understand what an outside perspective looks like.To anyone involved with the City of Tigard it is clear there is a growing gap in services and there is a lack of understanding how anyone could feel otherwise.When residents are asked for additional funding,however; there needs to be a longer education process. Residents need to understand the details of how we got where we are,what the current funding level means or day-to-day operations,and how the additional funding is going to get the City of Tigard back to where it needs to be. To specifically address the issue,the City of Tigard has already begun an important first step by procuring an outside assessment on department functionality and use of funding. It's important to know if there are any inefficiencies or if there are ways that the City of Tigard can better use its funding.While this assessment process continues,I believe there should also be outreach to the residents.This outreach should be in the form of discussions to receive input from residents on what services are prioritized to them.To ensure the most input is received,the outreach efforts should include a variety of mediums.This could include anything from a survey on the City of Tigard website,to focus groups with residents and meetings with different areas of the community.It's important to receive as much input as possible from as many different people as possible to get a wide range and a better grasp on the overall community. Once the information is gathered,I believe we should go back to the City of Tigard residents with a levy that is based off of what we learned.There should be a longer marketing process to allow ample time for residents to understand the levy to be able to give the levy a greater chance of success. Carol Krager From: webteam@tigard-or.gov Sent: Thursday, December 27, 2018 9:09 AM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: Q2 Measure 5 and 50.pdf; Q3 Congestion.pdf; References.pdf; Resume City Council.pdf Name=Jenny McCabe Mailing Address= Phone . g Email How Long Have You Lived In Tigard = 25 years Do you own a business in Tigard = No Name/Address of Tigard Business= How Did You Hear About Us=After running for Tigard City Council, it was posted online. Client IP= 1 Jenny McCabe Objective To obtain the appointed City Councilor position in which I can utilize my analytical,communication and professional skills to be a strong contributing member of the Tigard community. Education BACHELORS OF SCIENCE I JUNE 2006 I OREGON STATE UNIVERSITY • Major: Business Administration • Minor: Communications • Related coursework:Additional Accounting credits needed for audit. Work Experience IT PROJECT MANAGER I PUBLIC EMPLOYEE RETIREMENT SYSTEM' FEB 2018- CURRENT • Work with management and key stakeholders to implement crucial strategic IT projects. • Handle all change management both with contracts and communication throughout the agency. • Communicate project status including budget with executive leadership. • Troubleshoot IT problems with core team and complete root cause analysis,define and propose solutions and track through implementation by orchestrating resources and timelines. POLICY ANALYST I PUBLIC EMPLOYEE RETIREMENT SYSTEM I AUGUST 2013- FEB 2018 • Reviewed and interpreted Oregon Revised Statues and Oregon Administrative Rules to verify that internal processes were consistent with Oregon Law. • Completed process overhaul for Data Verification section including all procedural documentation decreasing processing time from 4 months to an average of 20 days. • Developed mass training process to handle 10 new hires into our section and train consistently. • Created a quality analysis review process to determine accuracy and product quality. • Met with Policy Analysts from other impacted sections to review processes and bring them into alignment across the agency REVENUE AGENT I DEPARTMENT OF REVENUE I NOV 2009-JUNE 2011 • Provided tax explanations and communications for both business and personal tax to residents across Oregon. • Reviewed and revised Publication 17 1/2: Oregon Individual Income Tax Guide,to better facilitate understanding by residents. • Assist with compliance to state income tax laws,providing both written and oral communication to law professional,Tax Accountants and taxpayers. Community Involvement JUST COMPASSION-JUNE 2017-CURRENT • Working with a homeless group to provide monthly meals to those in need in the Tigard area. • Work with the coordinator to pick up the delivery,sort the food,package and deliver to those identified as in need. ART LIT- SEPTEMBER 2016-CURRENT • Teach a targeted art lesson monthly at Templeton Elementary school and provide art history techniques and knowledge of great artists. BASEBALL/SOFTBALL COACH—JUNE 2011-CURRENT • Coached with Tigard Little League Baseball for 1 year • Coached with youth competitive softball program for 6 years,including organizing and coordinating students and parents. UMPIRING YOUTH COMPETITIVE SOFTBALL— FEB 2012 - CURRENT • Provide leadership to youth and Coaches while clearly communicating rules and implementation. • Provide feedback to parents and youth about progress. • Create a positive,hardworking and respectful atmosphere. Page 2 JENNY MCCABE REFERENCES Tigard.OR 97224 Nick Marrello Frt Technical Operations Manager Public Fmninvees Retirement System Relationship Nick is one of the IT managers at PERS who is overseeing my implementation of six large Information Security infrastructure projects. Alan Smith Records Officer,ISD Manager Public FmnlnjccC RPtirPm ent System Relationship Al is my current manager,who is overseeing my implementation of a major IT upgrade to our current records software. Kris Russom Owner North American Fastpitch Association Relationship I have worked for Kris both as an umpire and coach for her competitive youth softball tournaments. She coordinates and manages the schedules and handles feedback from coaches. Diversity within any group whether it is a project team, a volunteering organization or a private company is key for success. The ability to draw upon past experiences, backgrounds and social experiences can help drive a company forward and keep in touch with their customer base. This is most important when looking at local government and the general representation of their communities. Originally when I ran for Tigard City Council,my driving force was that I didn't feel I had much representation on the current city council, after all we are creating governing laws and making financial decisions for the next generation of Tigard residents. I believe that my background in state employment,strong community involvement and providing leadership for the millennial generation are ways in which I will complement the diversity of thought and perspectives going into 2019. During my 8 years of employment with the state I have held positions in collection and audit with Oregon Department of Revenue (DOR)and more currently Policy Analyst and Project Manager positions within the Public Employees Retirement Fund (PERS). I have had an opportunity to understand; budgeting with the"general fund",observe the formal culture in which decisions are justified and made by executive management and how those changes were effectively rolled out to the general public,and currently the complexities and issues with PERS. I would like to apply my background and experience to the budget cycle discussions that will be taking place in April, by understanding what people really need versus what people want,to move towards a balanced budget. I represent the beginning of the millennial generation who is having children and moving to the suburbs. Having three children attending grade school, I have been heavily involved in their schools and sports programs. I have worked with many other great dedicated parents,teachers and volunteers through teaching Art and Literacy,volunteering through their schools and coaching their Baseball teams. Additionally I have been umpiring for competitive youth softball programs providing leadership and effective communication. I would like to bring my leadership skills and community involvement to the Tigard City Council in an effort to better reach and engage the families,future leaders of our community and to balance out the current demographics. When I promoted out of my last position as a Policy Analyst, my team was concerned about who would be taking over, and a few people were ready to take on the position but hesitant to put themselves out on the line with the possibility of being denied the promotion. My simple question to them was "if not you then who?" The more I said this the more I heard it myself. I decided to run for city council because if not me then who will take on the challenge and provide a broader representation for our community. After coming in third with 18%of the vote I felt rewarded for my efforts and I am not ready to give up. Measures 5 and 50 worked to effectively cut property tax revenue by$51.4 million dollars in 1997-1998 as stated by League of Oregon Cities(Measures 5 and 50:A Primer),which meant crippling local government and school budgets. These two tax measures were passed as part of a tax revolt in which the boom and influx of new homeowners caused a rapid rise in taxes for some residents in the early and mid 1990's. However in 2018, as we have uncovered another major budget shortfall beginning in 2008 with a growing Unfunded Liability (UAL) created by the Public Employees Retirement System (PERS) impacting the whole state of Oregon. The operating budgets for cities, schools and emergency services across the state have seen an increase due to economic inflation including costs of health services and increase in payroll taxes to address the UAL so money is not going as far as it used to.After reviewing the Tigard Fiscal Year(FY) 2019 Adopted budget snapshot the problems of measures 5 and 50 show that Tigard has "budget reductions of$11 million, which includes$2.5 million in cuts in General Fund operating expenses...Reductions in the General Fund will affect Tigard Police,the Tigard Public Library, the recreation program, economic development program and social service grants." To correct the funding issues I would propose that the "Assessed Value"verbiage introduced by measure 50 be removed and restored to the Real Market Value (RMV) reevaluated upon the sale of the home and the 3%growth rate limit be removed or reevaluated. Measure 50 worked to further decrease the tax structure by decreasing the value of the property to be taxed. The Real Market Value previously used to determine property value,was adjusted and the term "Assessed Value"was introduced. The assessed value was determined to be(RMV in 1995-1996)— 10%. This formula calculation proves to be challenging when determining the "Assessed Value" of a home that was not yet built. Now to determine the Assessed Value of a new construction home or a home with significant modifications requires a county average to attempt to approximate a discount. For both existing and new construction this is a value at a specific point in time. This value could reflect a strong or weak economy to establish a rate that will then see the consistent growth and therefore creates inequities. I would propose that the assessed value language is removed and we return to the RMV as was practice prior to 1989. Additionally I would propose that the RMV of a home or business be reassessed at the time of sale. Therefore, creating a new benchmark and a closer pay equity. Another major area restricting property tax growth is the 3%growth rate limit which does not consider inflation and is an arbitrary percentage. The growth rate cap will help to protect in years of slow growth however in years of strong growth it does not allow for the state or cities to save during the boom times. Additionally in times of a crash the RMV becomes greater than the assessed value and does not have a growth limit therefore can grow in excess of 3%. This promotes state and city governments remaining underfunded and significantly hindered to manage not only operating expenses but the cost of technology upgrades needed to remain highly efficient. I would propose that the 3%growth rate limit be reevaluated and raised based on the arbitrary numbers originally created in Measure 50 to include inflation. Tax dollars have long proven to be a challenge, as residents want the benefit from the positive community events, clean parks, athletic events for youth, education and library services for the public, public services and safety,they often do not want to pay the cost. The fallout from Measures 5 and 50 are proving to worsen as time moves forward unless it is addressed. With the lack of funding from property taxes and an increase to taxpayers(city/state/local governments and schools)with the UAL from PERS local governments will have to evaluate money management moving forward. The most pressing issue facing the 2019 Tigard City Council is traffic congestion as identified by the biannual Citizen Attitude Survey. This will be a primary issue for a few years to come as the population surrounding the southwest area continues to expand. The city of Tigard needs to worry about logistics for our commuters and improving traffic flow for residents of neighboring communities using Tigard as a thoroughfare. Roads including 99 cannot be widened any further due existing businesses,yet more and more traffic will continue to add to the congestion. I would propose improvement through a multipronged approach;first engaging and educating the community, second take advantage of the SW rail corridor that has been proposed through Tigard, third problem area road projects including bike lanes where appropriate and continuing the walkable city vision and safe routes to school. While running for city council I spoke with many voters about the road congestion issues and what I discovered is that many opposed the rail option, many opposed improved bussing routes and most of those individuals had access to one or more vehicles. When I asked them what they would propose instead they did not have an answer. I do not feel that the community has a good understanding of the impacts that other alternatives provide. As a project manager I constantly focus on communication and change management. I believe the best option to move forward is to engage the public and bring them into the conversation rather than expecting them to attend all city council meetings. I would propose doing this by taking town halls to the fourteen network neighborhoods and listening to the public,while addressing them with facts. This will better engage the local community and may help improve support with a targeted approach. Second, I would leverage the proposed SW rail corridor making sure that transportation to the max does not further cause congestion. Additionally the accessibility and time for transport may be other concerns to riders. The town halls mentioned above can also be used as an advertisement to riders who otherwise may not immediately make the adjustment to the lite rail. Continuing to improve problem area road projects will be key to immediately improving congestion. This will include restructuring intersections for traffic flow,adding bike lanes and an increase in sidewalks. Currently major east to west access points are becoming more congested as commuters are diverting around the congestion on 99w, and with more high capacity neighborhoods being built near our city limits, infrastructure is needing to be improved to account for the population growth. The topic of traffic congestion will be hindered by the city's budget previously touched on in question two about measures 5 and 50. The key will be addressing the highest impact immediate opportunities to improve congestion while continuing to plan and implement for future population growth and expansion. The key to improving will be engaging the population and preparing change management as people are afraid of change. From: Kent Wyatt To: Kelly Burgoyne Subject: FW:City Council Vacancy Application Date: Thursday,December 27,2018 11:53:40 AM Attachments: 5uoplement.A.M iranda.12272018.docx A.Miranda.resume.12272018.docx From:webteam@tigard-or.gov<webteam@tigard-or.gov> Sent:Thursday, December 27, 2018 11:53 AM To: Carol Krager<carolk@tigard-or.gov> Cc: Kent Wyatt<KentW@tigard-or.gov> Subject: City Council Vacancy Application Name=Ahsha Miranda Mailing Address= Phone= Email= How Long Have You Lived In Tigard = 3 years Do you own a business in Tigard= No Name/Address of Tigard Business= How Did You Hear About Us=Attendance Council Meetings Client IP= DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules "City General Records Retention Schedule." AHSHA MIRANDA • _ ` ` � Objective To provide committed civic service as city councilor and community advocate for a healthy city where I can maximize my managerial and organizational skills and showcase my strengths in facilitating engagement and participation, strategic planning,financial accountability,process improvement and relationship building. Highlights of Qualifications • Works independently and prioritizes multiple tasks effectively with proven ability to manage others,flexibly,and cooperatively with diverse groups • Excellent eye for accurate detail and reporting • Pride in relationship development,communication,and positive resolutions • Quickly adapts to new software for PC and Mac,fluent in MS Office,QuickBooks Work Experience 09/12-10/15 The Blue Ridge Club,Inc. -Seattle,WA Community Association Manager:Providing attentive facilities and parks management, sales facilitation,construction project coordination,city liaison and Association leadership. Proven cost reductions,income generation,and decreased receivables. Ability to manage multiple projects while anticipating the needs of Board Directors and owners. Provide guidance to ensure consistent progress amidst changing administrations. Ensure appropriate safety and staffing for recreational programs. Maintain finances,files,and archives.Work closely with President,Treasurer, Programs, and Grounds chairs to maximize the neighborhood experience and maintain budget,investments,and reserve. 02/12-10/12 Virginia Mason Medical Center-Seattle,WA Administrative Assistant III,HR Office of Organizational& Developmental Leadership: Coordinate weekly 2-day onboarding experience for new hires,ensuring clear explanation of expectations,benefits, and resources- including leading computer training for multiple software programs. Proactively and efficiently managed the complex calendars of multiple Directors and Business Partners to help prioritize meetings based on dynamic business needs. 04/10-12/12 MiraSea Consulting-Seattle,WA Independent Contract Consulting of deadline driven short-term professional services in financial,market research,construction,vendor,event, estate, and personal management. Clients available for reference: BigGigs, Labor Employment Relations Association NW Chapter, Full Tilt Ice Cream, NuTech Solutions, UIC Maintenance &Manufacturing. 09/07-03/10 C-Port Marine Services-Seattle,WA Business Development Coordinator: Identify,validate, and promote targeted development opportunities for a maritime government contractor. Respond to RFPs using the Shipley Proposal Method. Document and quality control of complex records. Provide research,travel and logistical support for special projects, assist managers with day-to-day administrative support. 05/06-09/07 Bowhead Transportation-Seattle,WA and Alaskan Villages Barging Operations Assistant: Receive,coordinate, &manifest freight at terminal. Heavy data entry. Customer service liaison in Arctic villages. Education 2005 B.A. University of Washington 2002 A.A.Shoreline Community College-Graphic Print Production Volunteer Efforts Society of Architectural Historians,Marion Dean Ross/Pacific NW Chapter-Membership Coordinator Friends of Georgetown History-Founding Board Member, Treasurer, Volunteer Manager Museum of History and Industry (MOHAI) -Ambassador Artist Trust Cleveland High School Fremont Arts Council Georgetown Neighborhood Clean-up Georgetown Annual Garden Walk Historic Seattle Theater Off Jackson References Contact details will be provided on request. Please allow for this curtesy for the privacy of my references on the unsecured submission site. LaDele Sines, Director, Founding Board Member, Friends of Georgetown History Kim Kommers, Security Chair, Interim Manager, The Blue Ridge Club,Inc. Ret. Captain William"Bill" Hall,General Manager, C-Port Marine Services 1) How will I complement the diversity of thought and perspectives of the council? I've observed that all council members have the desire and passion for making progress towards stated Tigard City Council Goals. My thoughts align with these goals and I would advocate for even stronger support for social and environmental justice as we manage the sustainable growth of the city. I believe I would be a complement to the council due to these key perspectives: I live close to the urban core. Living in an Opportunity Zone,just a few block walk to Main Street, I have an on the ground view of some of our most vulnerable citizens; the homeless,the addicted,those seeking treatment, and the public transit dependent. I am fresh to Tigard. I look at Tigard with a critical eye for what it is and what it could be. I am less biased about what has been/could be done. My outlook is strong with curiosity and hopefulness,yet thoughtful on what I have observed as working or missed civic opportunities in my previous hometown. I am a student. Currently enrolled at Portland State University in classes of civil engineering, community development, and (sub)urban planning I am in the midst of energetic, current thinking on topics that apply directly to the infrastructure, economic development, and managed and growth of our city. I have broad professional experience.Working in an array of industries has exposed me to a wide variety of business structures, environments, regulations, working and conflict resolution styles, lean principles, software, and all manner of personal attitudes. Being a generalist has allowed me to engage with so many types of people, thus finding common ground comes easily to me, and I do not intimidate easily. I am stepmom to young adults who give me insight on what social and economic needs and opportunities exist for them. They make me think about creating multi-generational stability and what kind of future will they live. I am mother to a toddler. We explore parks and recreation and how these spaces create community and compare to other nearby municipalities. I am being mindful about raising a kind and confident citizen of the world and this requires inquiry to best practices and brushing up on my own skills for considered communication, self-advocacy, how to disagree productively, listening with intention, understanding another person's point of view, and of course, not whining. 2) Current impacts of 5 and 50 on City of Tigard and other local governments and recommended action and rationale to the state legislature to correct the problems. The impact of Measures 5 and 50 is the strangulation of cities' ability to fully collect voter approved property taxes. The combination of overlapping taxing authorities competing for the same limited pot of general or school funds and the inequitable calculations of Real Market Value(RMV) and Assessed Value(AV) create a 'compression' super storm. Schools are now more reliant of state General Funds and fees to student families.Cities are forced to attempt local option levies to provide for services and get creative with transaction fees, fines, and local taxes on items like marijuana, gas, and lodging. As conservative as ballot measures got in the 1990's, I do see how Measure 5 passed due to the rapid rise of(mostly) Portland's property taxes.The straight forward nature of"this is the threshold and there's no going over" is appealing. In the spirit of that clarity of vote, I think it would be impossible to make legislative or even ballot measure change to that pillar. Measure 50's tax rate freeze is a hard pill to swallow.Tigard's rate being so low does allow room for local option levies to make up some of the difference to the general fund before compression kicks in, but, the levy has to pass to get the tax cash! In the near term, the concept of equitable fairness in re-evaluating the RMV and AV is notion that is in- line with our current governor and congressional values. Proposing legislation that would re-establish a more reality based property value, specifically re-setting assessed value to market value at time of sale (with carefully written transference guidelines for low-income seniors and the disabled) seems like it could be acceptable to the legislature and to the voting public. An additional legislative idea touted by the League of Oregon Cities (LOC) is to create "Voter Control" by empowering voters to pass local option levies outside of compression. If this ability was created by passed legislation,voters would have standard (compressible) option levies,and additional—clearly labeled/informed option levies that were above and beyond the Measure 5 & 50 limits. Everyone likes to have the choice to say yes or no, so this, if passed, probably would not result in passing levies except for a few wealthy communities. Similar to these ideas have floated through the legislature in the past and died in committee. It seems that in today's political climate there isn't enough hutzpah or will with our representatives to push for these kinds of changes.Small and mid-size cities don't have the property tax funds to hire lobbyists to continuously advocate for these changes. It seems more likely that tweaks to the corporate tax structure will move forward in the near future, providing a small boost to the state's general fund, and then possibly granted to schools or infrastructure for cities. I do think that if a combination of the two concepts came up as ballot measures, they may pass. However, ballot measures take a lot of momentum and backing. Organizations like the LOC,Oregon Mayors Association, every school district and union, and housing advocacy groups would have to pull together, provide very clear messaging and benefits, and hope very well-funded oppositional PACs don't squash the measure with a mailbox full of negative postcards. 3) Most important issue facing the council and how to address the issue? Human Capital Management The employees and volunteers of the City of Tigard are our frontline; our customer service, our advocates, our historians, our marketing army, and most importantly our neighbors and friends. Recruiting, retaining, and maintaining the morale of our employees will help us weather our required budget cuts as we focus on cultivating the sustainable management path the council and manager develop. Cracking open the door to 2019 is a great opportunity to build on the successes of 2018, but also to acknowledge the losses. Several positions were vacated and left unfilled, and thankfully staff shouldered the extra responsibilities. They deserve a hearty acknowledgement of their service. Now is the time to implement a tone of investment in these and future employees. Engaged staff extend their satisfaction into their daily life, in service to our customers, but also to their family and friends, creating the ripple effect of enthusiastic advocates and promoters of Tigard as place to work, live, invest and volunteer. I suggest providing an option for professional development/support during performance/compensation review and to understand employees professional goals and if the city can support and retain their passion. Council must lead with positivity and transparency.City Manager, Marty Wine's assertion that we should pivot from panic to sustainable management is a great starting message to provide the confidence the city needs. In addition to Mayoral Fireside Chats with the public, I suggest a monthly drop-in coffee or cake chats with rotating Council members and Directors to discuss topics du jour of what is important to the council and benefits for our staff and volunteers.This seems a natural extension of our community outreach efforts and a simple way to create some casual face to face time to team build and continuously support and refine our outward messaging.This could create a positive, passionate public relations contingent which will further support efforts of transparency. From: Kent Wyatt To: )<elly Buraovne Subject: FW:City Council Vacancy Application Date: Thursday,December 27,2018 11:57:09 AM Attachments: Roberts-Tiaard City Council Application Ouestions.docx Roberts-References.docx John Roberts Detailed Resume.docx From:webteam@tigard-or.gov<webteam@tigard-or.gov> Sent:Thursday, December 27, 2018 11:56 AM To: Carol Krager<carolk@tigard-or.gov> Cc: Kent Wyatt<KentW@tigard-or.gov> Subject:City Council Vacancy Application Name=John Roberts Mailing Address= Phone M.Wb.:A9M.yi... Email . How Long Have You Lived In Tigard =25+ Do you own a business in Tigard= No Name/Address of Tigard Business-- How How Did You Hear About Us= Multiple sources: NextDoor.com, newspaper, Client IP= DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules"City General Records Retention Schedule." John C.Roberts ; re44 ; Dec.'18 to Present:Organizational Effectiveness Consultant,HR for HR,Intel Corporation—TBD. Current scope likely to include redesign of Compensation and Benefits Dept.,to facilitate more detailed job codes and more granular benchmarking. March,'18 to Dec.'18:HR Manager,Intel Product Assurance and Security,Intel Corporation—"Stood up"new department of internal`white-hat'hackers, Management coach. • Transfer of security research staff from various departments into centralized organization,development of career lattices,with agreed expectations by grade-level. • Development of policies and guidelines unique to the security research to protect intellectual property. • Development of staff retention strategies unique to the security research community. July'07 to March'18:HR Manager,Finance HR,Intel Corporation—Management and Leadership Development,Management Coach,Organizational Development,Org Health&Transition Management for Finance. • Facilitated redesign of Finance Recruiting Dept.,to better leverage corporate recruiting resources. • Transition manager for One Finance SSC program,leveraging Finance Communications,Learning&Development,Recruiting and Integration,Org Effectiveness, and coaching teams. This program will standardize and centralize compliance roles in Malaysia and Costa Rica SSCs,allowing the analyst roles to have greater focus on influence,growth and profitability.Scope is about 300HC of work to be transferred over 3 years(2017-19);without job loss for impacted staff. • Developed and delivered Intel Culture workshop for Altera Finance Managers to complement boilerplate onboarding,ensuring smooth transition to Intel management tools and processes. • Management&Leader development:Drove management development and bench strength,program managing FMLP(Finance Management Leadership Program),FPS(Finance Professional Series)MRC-advocate for Grade 9 curriculum and for international sites. Managed key-player&senior-grade 9-box processes for Finance,re-engineered key-player process for efficiency and to broaden visibility of individuals'breadth of experience. • HR Focal lead for Corp.Finance,including complex analysis of geo-specific impacts of blending organizations.This ensured consistency and transparency across Finance organizations."Stealth"TA for V.P.,Corporate Controller(for the previous 7 years) • Hosted annual diversity event for ACM's NW Regional Women in Computing.(5th year running)250 attendees,job fair,speed mentoring,etc.executive speakers from Intel,Adobe,Salesforce,etc.This led to female internships and hires at Intel. • Reframed Finance OHS(Organizational Health Survey)results as heat maps,to show comparative hotspots,improvements and declines by organization and by geo,Facilitated sharing of best practices. After 2 iterations,Corp Finance was the highest scoring organization in all of Intel. • HR Coordinator for GAFS(Global Accounting and Financial Services)win of IQA • Completed Executive Coaching certification program with Hudson Institute. (2016) • Directed college and intern recruiting for IT.Rebuilt 40 person recruiting capability from scratch after loss of manager and all documentation.(Division Recognition Award) Hired and managed 1 direct report.(2014) • Managed small team(6)of instructional designers,including multimedia studio&web presence for all Finance Learning and Development.Emphasis on middle management development&global scalability.Mapped curricula to Finance competencies to enable better prioritization&cleanup of obsolescent courses.(2013) • Managed MBA recruiting for the Finance leadership pipeline in Asia. (2013) • Co-led(1 of 2)Career Development program team for Intel,worldwide. Led website development to support that program. Program scope:85K people. • Master Instructor for internal deployment of Novations Talent Development workshop,worldwide...drove training of Finance as a pilot and`go early' organization. Instructor for Organizational Systems workshop,driving OD expertise throughout HR,worldwide. • Performed initial research and led focus groups to define requirements for Finance's MCA(Mentoring,Coaching and Advocacy)program. • Provided HR/Employee Relations services to Global Corporate Finance,including 1 VP's and 800+people. Previous ER clients include Treasury,Investor Relations&Operations Finance(SMG,TMG),including 5 Vice Presidents&about 1200 people.This included multiple WRT and legal investigation incidents. • Completed Stanford Decision Quality workshops.I have been persistent advocate of DQ(probabilistic chains and Bayesian statistics,and for data visualization techniques to transform data,to information and then to intelligence that informs decisions. Sept.'02 to June'07:Manager,Finance Communications&Technologies,Finance Development Organization Intel Corporation—Introduced tools& processes to increase the visibility&voice of Finance staff,worldwide& to build a sense of community.Provided systems support for specific Finance HR systems, Liaison between Finance&IT productivity solutions.Managed 5 direct reports,1 international. • Co-chaired UYP competency program&implemented the addition of grade-levels for global consistency;drove building of a similar competency program for Finance admin assistants and tied these programs.to curricula(w/automated tools&links) • Developed&delivered transition management services,focus groups&cross-culture workshops to support job relocation to shared service centers in Malaysia& Costa Rica,w/rave reviews.Some of these materials are being reused in 2017 in Costa Rica onboarding. • Saved over$1M in labor by automating curriculum management to support heavy rotation programs for analysts&managers. • Drove Finance communications tools,(bulletins,newsletters,webcasts,videos,etc.)to keep Finance staff informed&included throughout substantial redeployment actions.Standardized Finance web presence(developed templates,metrics,web admin training.) • Produced Senior Finance Leadership Conference for 300 leaders and senior managers(2x) • Sponsored use of multimedia(videos,podcasts,&audio enabled presentations)by Finance sites,worldwide as a way to save travel costs and provide more personal connection between leaders and staff. Sept.'99 to Sept.'02:Manager,Finance Knowledge Mgmt.&Multimedia,Intel Corporation—Deployed infrastructure to speed KM&multimedia tools into peer to peer use.Managed 1 direct reports and 2 anthropologist interns.(Subsequently hired 1) • Established standards for knowledge management across functional councils;consulted on council actions as they developed KM competency.Result-All councils "green"as learning organizations. • Developed&implemented a portal-based,knowledge capture&retrieval system to ensure process consistency for 150 HC across rotations&system conversions. • Built multimedia studio from scratch,to support training,development&communications. Drove multimedia capabilities to the finance desktop.(Studio is still in use) This included design&installation of BLOB servers in geos to reduce hops and provide seamless,smooth video playback in all regions. • Co-designed&built an invitation-only,multi-month management/Leadership development program for middle managers.(FMLP)Received Finance Achievement Award. April'92 to Sept. '99:Senior Technical Manager,Finance Information Systems,Intel Corporation—Used systems consolidations&data conversions to make the Intel general ledger system more flexible to accommodate growth&globalization. 2'Level Manager with 4 direct reports,total 20. Multi-million dollar license negotiations. • Reduce 15 general ledger systems to 4,worldwide,relational database systems.Received both Intel Achievement Award&Finance Achievement Award. • Managed application support teams for general ledger,fixed assets&accounts payable accounting systems,across Intel,worldwide. • Consolidated general ledger systems further into one,with corp.-wide implementation of SAP',Received Finance Achievement Award, • Facilitated formation&1st year operations of the Finance Strategy Team,an internal think tank of senior staff,focused on long term organizational strategy for Finance. July'91 to April'92:Controller,Accounting Technologies,Intel Corporation—Organized staffed&managed a new co-located department responsible for development&maintenance of corporate accounting systems. • Created a new method of automating the elimination of intercompany transactions for consolidated reporting,eliminating 2HC of manual calculations& reconciliations. • Introduced PCs&LANs to the accounting department&implemented computer to computer automated workflow,eliminating data re-entry for 20%effort reduction. • Grew Accounting Technologies scope(doubling size)to envelope accounting systems worldwide and ensure priorities were consistent with needs globally.\ • Became a certified facilitator. July'90 to July'91:Manager,Cost Accounting,Systems Division,Intel Corporation—Managed a team of 3 programmers supporting finance&accounting applications for the board&systems division. • Managed day to day maintenance of misc.financial systems,files&databases,resulting in smooth day to day operations. • Modeled&implemented a method for valuation of inventory in-transit between legal entities. • Performed inventory walk-back(monthly accounting process). May'85 to July'90:Manager,Cost Accounting,Budgets&Planning,Technical Assistant to CFO,Far West Federal Bank—Managed Cost Accounting Dept., created&maintained fully-costed P&Ls&Balance Sheets for Far West's 50 branches&approx.20 subsidiaries($3B). Technical Assistant to the CFO for special projects. Managed staff of 2. • Worked directly with the bank president&with consultant,Bain&Co.,to implement pay for performance across businesses units,entailing creation and consolidation of new P&Ls • Created a system to analyze&match costs of funds to portfolios to enable consistent reporting across business units. • Selected,negotiated&implemented Summit Software's bank cost accounting system,after writing a complete,functional,pilot Activity-Based Costing system for the bank using Lotus 1,2,3. • Converted General Ledger systems to support outsourcing of IT to Fisery Corp.,including development of new chart of accounts. • Created&managed new,bank-wide budget&planning process. February'83 to May'85:Sr.Systems Analyst,Online Systems,Far West Federal Bank—Managed people,processes&systems for all teller&ATM systems at over 50 branches. • Drove consistent work processes for 100-person data center,w/introduction&implementation of the SDMI70 System Development Life Cycle.Managed contract negotiations for related suppliers. • Wrote an online time&billing data-entry system to automate accounting per SDM/70,allowing for efficiency&profitability analyses. • Supervised training,travel,code library&information security functions within the data center. • Managed disaster recovery after catastrophic electrical failure,affecting in-flight transactions,including 15 other banks that we provided data processing for. May'81 to February'83:Sr.Systems Analyst,Data&Applications Tech Support,Far West Federal Bank—Data admin.&technical support at the operating- system level. • Lead conversion team to install M&I Bank's integrated deposit system software.(Savings&DDA) • Introduced&implemented IDMS relational database architecture to the bank, along with structured programming techniques throughout the data center. • Instructor for MB&Portland Community College in Management,Economics&in Intro to Data Processing;taught Intro to Cryptology at Marylhurst College summer session. July'79 to May'81:Sr.Systems Analyst,Ultraloan Dept.,Far West Federal Bank—Supervised software training&year-end financial-close teams for a$2.7B regional bank. • Produced 15 sales&training videos for Ultraloan's initial implementation at Far West&client banks in the Western U.S. • Led batch-monitor team&supervised 1'live year-end processing for Ultraloan&other bank systems for a flawless year end close on the new system. July'78 to July'79:Sr.Consultant,Administrative Services,Arthur Andersen&Co—First-line supervision of a business system design team • Led 5 person team to design the Mortgage Servicing module of the integrated lending software package,Ultraloan,with design input to other modules. • Taught multiple iterations of Introductory Administrative Services(Mgmt.Consulting)at A.A.&Co.central training center. July'76 to July'78:Consultant,Administrative Services,Arthur Andersen&Co.—Designed&configured and operated computer systems for cost reduction& business modeling.Managed staff of 2 direct reports. • Modeled costs&revenues at several Los Angeles area hospitals&recommended optimizations for pricing&Medicare maximization and for facilities purchases. (St.John's Santa Monica,St.Joseph's Burbank,Northridge Community,Indio Community,&others) • Wrote specifications for an online medical records system at L.A.County/USC Medical Center to reduce duplicate lab orders by 50% • Installed MSA Payroll&Personnel systems at Kal Kan,Inc. Managed the payroll conversion team after the lead consultant died on the job(my first week on the job!) • Multiple projects involving IBM 360/370 mainframe Basic Assembler Language(BAL)&Job Control Language(JCL)in support of Audit. • Job experience and accounting/finance classes signed off for CPA. Education 1976 MBA Organizational Development,University of California,Los Angeles,CA (Project work at Long Beach Memorial Hospital,1976) 1974 BA Business Administration,-The Colorado College,Colorado Springs,CO(Minor,Economics and Psycholinguistics,Switched in 1972 from Archaeology Major and Music minor) 1963-1969 High School Diploma-The Harvard School,North Hollywood,CA 1967 Study abroad:Hatfield College,University of Durham,Durham England (Archaeology and 18'"Century English Novel) Current Volunteer and Civic Associations Association of Former Intelligence Officers(Since 1997) Tigard City Planning Commissioner(Jan.,2018-Present) Past Volunteer and Civic Associations AAAS(American Association for the Advancement of Science(Intermittent since 1991) OHSU Doernbecher Children's Hospital Family Advisory Council,also Operations Cluster Liaison and Pediatric Emergency Dept.Ops Liason(1997-2013) International Platform Association(for professional public speakers)(1997-1999) Friends of Oregon Public Broadcasting:Membership Chair;(1988) KWT Certified Wine Taster;(1988) NMSOBC(Local Sherlock Holmes association)(1980's) MENSA(1979-1983) Toastmasters:VP Membership for local chapter(1978) World Future Society(Intermittent,since 1977) Wilshire Chamber of Commerce:representing Arthur Andersen&Co.(1977) Colorado Collee,Rastall Student Union:V.P.,Entertainment,(1972) KRCC:College Radio D.J.;(1972) Harvard School: Capt.,Rifle team,Warden Verger.(1968) Southwest Blue Book(Society Register)(1963-2018) High School,College&side lobs Designed and programmed real-time stock trading system for W.P.Allen,(STS-Stock Trading System),including offline modeling,using Beta analysis(1981) Personal courier service for financial instruments for Far West Federal Bank(1981-1982) Personal Information Systems&Services(retail electronics):Owner(1975-76) Security Pacific National Bank:Bank Teller,Credit Checker,Special Collections(1971-74) Colorado College Film Society: (Founder/Manager)(1972-1974) Los Angeles Dept.of Water&Power:Meter reader,also DWP cafeteria dishwasher.(1968-1969) Rev,December,2015 Roberts—References Dan M. Winter Office: I've known Dan for close to 20 years, both as my direct manager and as a 2"d level manager. He should have good insights into my strengths, blind-spots, etc. Susan I. Bacon. Mobile: Susan chaired the OHSU Doernbecher Family Advisory Council for over a dozen years. (I believe she was also teaching ethics at the nursing school at the same time.) We worked together on a number of projects to help families navigate the Doernbecher environment and also acted as 'Family Faculty' for surgical students. While the FAC was disbanded a few years ago due to funding cuts, she should have good perspective re/my performance in a volunteer role over the long-term. Lisa Hamilton Mobile: Lisa is current Vice-President of Washington County's CPO4B, where I am on the Steering Committee. We discussed that she herself may have a 'mixed' reputation with the City (I'm not clear on specifics) but I think that getting feedback from her will speak to my current involvement and also contribute to a diversity of perspectives re/my references. Roberts—Diversity of Thought Focusing on diversity of thought, (vs. ethnic, gender,etc. diversity), let me simply describe how I think, so you can determine whether it adds diversity to the Council mix. I am, by nature, a 'dot-connector and a 'systems'thinker. I tend to look at things expansively, at ramifications beyond the immediate issue,framing the boundaries and working inward,vs. starting with the central issue and working out from there. This can be frustrating for those who don't think that way, but the result is typically a decision or solution that takes broad perspectives into account and is typically more robust over the long term. There is one area where I have a 'diverse' perspective in the more traditional sense: Having an adult son with a disability has sensitized me to that perspective and I find myself advocating, not just for accessibility, but also for people to see the whole person, not just the disability(in his case, a wheelchair.) Roberts—Measures 5 and 50 Clearly,we need to regain local control over our finances. I think we should band together with other cities and counties, actively increase public awareness re/the creeping gap, be very transparent re/ where money is spent, where it comes from, and enlist the public's in help in overturning Measures 5 and 50. We need to shift their perspective of'us vs.them'to advocating for fiscal responsibility on the parts of all involved. (the State, the City and the citizens themselves.) Whether we are facing a recession or just a correction,the economy will not help us, and the matter is urgent. Roberts—Most Important Issue I think it is time to re-visit the Comprehensive Plan. Things are moving too quickly for 10-year or 20-year cycle. We have a wave of job transformations underway,with internet connectivity, automation, and very soon...robotics that will affect jobs. For example: look at the effect containerization had on shipping and logistics. We can expect the same level of change to impact bank and shopping clerks. Transportation is already changing from Uber and Lyft and driverless trucking, to scooters. Amazon, AirBnB and Netflix are all examples of the disruption we're seeing that wasn't part of our original Plan. We can leverage the PSU Population Research Center for insights into demographic trends. And we have a unique ability to reach out to people,via internet video and even virtual town-hall type programs. At the core of this, is the Tigard City Vision. I think we struggle with a cohesive vision and we need to have something more compelling than today's broad perception of the city as just a bedroom community, anchored by Hwy 99W with a series of strip malls. Carol Krager From: webteam@tigard-or.gov Sent: Sunday, December 23, 2018 7:10 PM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: Council Resume - Jason Rogers 2018.pdf Name=Jason Rogers Mailing Address=, Phone ='ANOMOMEM Email ..,. _ ..,. How Long Have You Lived In Tigard = 20 Years Do you own a business in Tigard = No Name/Address of Tigard Business= n/a How Did You Hear About Us= Current/Past Council and Commission Members Client IP= 50.53.65.224 1 4 ) I Tigard, OR 97223 I t rt- JASON ROGERS OBJECTIVE Getting there faster isn't always about hitting the gas pedal. It's about knowing where to go, how to get there, and why. It's about focusing on your business plan, understanding your internal resources and culture and aligning them around your customers' needs. I bring the operations, leadership, and training skills to create a road map that gets you where you want to go— both smarter and faster. SKILLS EXPERIENCE Principal Executive Manager I Oregon Employment Department Program Management July 2018-Current Operations Management Director of Operations I Metro West Ambulance November 2013-May 2018 Recruiting & Hiring Injury Claims-Corporate Trainer I State Farm Insurance Leadership/Management April 2007-November 2013 Performance Management Director of Training-Supervisor-Paramedic I Metro West Ambulance Account Management April 1999-April 2007 Injury Claims Management Medical Specialist I United States Air Force July 1993-July 1997 Leave Management Strategic Planning Budgeting EDUCATION Customer Management Business, Management & Organizational Leadership 12012 George Fox University 13.98 GPA Employee Health &Safety Emergency Medical Services-Paramedic 11998 Leadership Development Oregon Health and Sciences University Contract Management Emergency Management VOLUNTEER EXPERIENCE Business Consulting District Board of Directors-Chair I Boy Scouts of America Vendor Management 2018-Current Call Center Dispatch Parks and Recreation Board I Washington County 2017-2018 Management Assistant Scoutmaster I Boy Scouts of America Troop 874 Demand Planning 2008-Current Planning Commission-President I City of Tigard 2010-2015 Parks and Recreation Board-Chair I City of Tigard 2005-2010 JASON REFERENCES ROGERS DAVID NOYES Tigard, Oregon 97223 Boy Scouts of America-Tuality District Executive Hillsboro, Oregon JOHN COOK Past-City of Tigard Mayor King City, Oregon CALISTA FITZGERALD Past President-Tigard Planning Commission Tigard, Oregon MARGARET DOHERTY State Representative Past Tigard Planning Commissioner Tigard, Oregon 2 Jason Rogers City Council Application Supplemental Question Responses 1. Describe how you would complement the diversity of thought and perspectives of the 2019 Tigard City Council.Support your responses with specific examples. (max 500 words) Our backgrounds,influences,religious beliefs, language,ideas,work environment, and community experiences all come together to create a unique individual; an individual who can contribute to a diverse class and a diverse world. For the past 15 years I have volunteered in my community at the local and regional levels. My experience working alongside others with unique perspectives and differing world views has taught me to appreciate the lessons of public service while creating enduring friendships. Each volunteer opportunity is a chance to learn,to meet new people, and to make difference in our community. Enduring curiosity is a skill which requires discipline and is something I try and utilize when approaching new opportunities. Assumptions and hurried judgements often lead to outcome bias, destroying relationships and limiting productivity.There are times where we are the subject matter experts on a topic. Most of the time,we should rely on others for their personal expertise in order to make sound decisions;which means putting our ego's and bias aside. My experience as a member of Tigard's Planning Commission was an example of this. I am not a planner, I knew very little about land use rules and law; moreover, I knew very little about specific city or state rules, codes and law around planning and land use. By leveraging the differing expertise and knowledge of each other, our Planning Commission was successful at growing and improving Tigard. Looking back, the friendships and many successes I have enjoyed are related to enduring curiosity, remaining respectful of others and by a shared commitment to service. Over the past 15 years I have provided service on various committees: • City of Tigard,Trail Adoption • City of Tigard Parks and Recreation Board-Chair • City of Tigard Planning Commission-President • City of Tigard-Mayors Blue Ribbon Task Force • Washington County Parks Board • Boys Scouts of America-Tuality District Executive Board-Chair • Tigard Southside Soccer Youth Soccer Coach Working on these committees afforded me the opportunity to work with each of the current members of City Council and with many of Tigard's hardworking staff. I look forward to continuing these relationships,while making Tigard a Great Place to Live and Work! 2. Most would agree that (from the 1990s) are causing many unintended consequences in Oregon. From your perspective,what are the current impacts of Measures 5 and 50 on the City of Tigard and other local governments,what actions would you recommend to the state legislature to correct the problems, and what is your rationale for each recommendation? (max 750 words) It is undeniable there are negative impacts to many local governments because of measures 5 &50. However, before we can establish these measures are the cause of unintended consequences,we must first identify why measure 5 and measure 50 were passed by the voters. Measure 5 was passed in 1990 with the idea that local governments were not acting in a fiscally responsible way. Measure 5's passage ultimately passed due to three factors: 1. A belief by voters that the government were not using tax dollars in a responsible way and continuously asking for more money without focusing on efficiency. 2. Accelerating property taxes as high as 33% 3. And instability of the public-school funding system, highlighted by temporary school closures in small towns. 3 Measure 50 was the Oregon Senate's way to clarify and simplify the language from Measure 47,a controversial tax limitation ballot measure. Again, like Measure 5, the majority of Oregon voters were concerned with runaway spending by governments and the perception that state and local governments had their hands out looking for more money. Distrust and fear run central to the passage of all three of these anti-tax measures,which decades later are impacting small governmental jurisdictions. Moreover, decades later, fear and concern still exist amongst voters related to the way the state and other governmental organizations are managing the Public Retirement System and other revenue.These fears provide a real example of how governments have not alleviated concerns regarding its accountability and use of public funds. The city of Tigard is pinched between many other local governments and special districts all competing for tax dollars. Each time these entities ask to continue or add taxes, dramatic instances of affecting life &death are communicated to voters unless they vit for the tax. Voters are then seemingly left with limited choices, vote for taxes or have a delay in fire and police responses. Vote for taxes or watch your children's education suffer. Vote for taxes or we will shutter the library. None of these threats offer voters a real choice as nobody wants to see any of these things happen. Instead voters are left to triage, life and death from perceived less important choices when it comes to voting for or against taxes. My belief is that Tigard needs to remain involved at the regional and state level.Tigard, as you will read in my answer for question three, needs to find new and relevant ways to communicate with its citizens.Whether you agree with the what the authors of measure 5, 47 and 50 were trying to do, or not; the citizens behind these measures were successful at communicating their message to voters. Enough voters found relevancy in their message, reinforced by wasteful public spending and this translated to the passage of these new restrictive laws.We have not done enough to address a general perception of wasteful spending with our voters.Those who have been involved with the City's finances know that our city is very responsible with tax payer money. Tigard surveys also reinforce this over the past decade, showing that our citizens have confidence in the city to address financial issues. Unfortunately, at the same time, voters are asked to cover for past sins of wasteful spending by other local, regional and state governments, an in direct impact on Tigard.Tigard needs to continue to talk with its citizens about what each person gets for their money. Additionally, continue to engage community members to help establish and shape our future. Use these people to sell this future! Finally,we need to push for fiscal accountability at the State, regional and special district level. Advocate for Tigard and the impacts of poor financial management by others on our City. 3. From your perspective,what is the most important issue facing the 2019 Tigard City Council?Why is it the most important and how would you propose the council(and the city overall) address the issue? Please be as specific as possible. (max 500 words) The library, parks,schools,city finances, traffic management, road maintenance,intragovernmental 4 _ e partnerships, schools, public safety, new i �, _ businesses,economic development and thepreservation of other core services;in the eyes of our citizens are all important. -' Likewise,The Council, its Boards,various Committees and City Staff all have Ji_ILI differing opinions on the importance of _ A issues and their priorities. When thinking �� T t.'�,: about the top priority of our City, I am reminded of an illustration asking me to ' g , identify at least 15 services a city provides. 't (see below) I believe Tigard does an exceptional job ( ' of providing essential services to our j rr•O I1� � it my, citizens. I believe our biggest struggle CAN VOU FIND AT AsT 15 SERVICESFRthough is communicating clearly and THAT cams AND ( transparently the costs of these services. SO ' : This communication gap has directly SNOW NUM Mt?NMI4 affected our ability to pass new funding mechanisms.This is not a new struggle, nor is it something only the City of Tigard is dealing with. We have been discussing funding strategies for over a decade in Tigard. While on the Parks Board we attempted to pass a 20 million-dollar Parks Bond in 2009. After it's failure we were forced find a better way to communicate with our community resulting in learning about what was important to Tigard residents. A year later, after painting a clear picture of what our residents would receive for their votes and communicating our aligned vision to voters; a 17 million-dollar parks bond passed. Might I add it passed during the height of a down economy. Mayor Dirksen's Blue-Ribbon Task Force was formed to examine Tigard's services and financial challenges recommending a course of action to the City Council. After months of work, the citizen panel made six recommendations to the City Council.These established a vision, defining what was important to our citizens. Recommendations from the Mayors 2012 Blue Ribbon Task Force: • Financial Stability/Service (be great at providing core services, partner for others) • Need to attract good quality businesses (make Tigard pro-business) • Tigard needs a stronger identity (establish a clear vision which resonates &develop a plan) • Marketing and Education (establish a relevant communication strategy) • Creating and Maintaining Partnerships (the City can't &should not try to do it all) • New Public Dollar (find a way to rally the community together towards a common goal) From my perspective, the most important issue facing the 2019 Tigard City Council is to find a more effective way to communicate with our community. Each of the recommendations from the 2012 task force had to do with finding new ways to engage our community and partners.This group of volunteers made up of city and state leaders, the fire chief, business owners and homeowners collectively communicated what we felt was the priority for 2012 and beyond. For the most part the city has been great at realizing these priorities. To continue moving our city forward though we must continue to communicate with our voters, partners and stakeholders in new and targeted ways.Tigard needs champions other than the few that volunteer regularly for our community. New faces offer diversity of thought and opinion and open doors to our community, helping to establish alignment. 5 Carol Krager From: webteam@tigard-or.gov Sent: Monday, December 17, 2018 2:54 PM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: Patrick Winters Resume Tigard City.pdf; Tigard City Council Application.pdf Name = Patrick Winters Mailing Address= I l"" ;. How Long Have You Lived In Tigard = 1.5 years Do you own a business in Tigard = No Name/Address of Tigard Business = How Did You Hear About Us= Website Client IP= 50.38.32.40 1 Patrick Winters WORK EXPERIENCE Business Manager of Splater Farm in Hay, Washington 2015- Present. It is a 1024 acre wheat farm in eastern Washington. I oversee the finances of the farm and interact with federal and state governmental agencies in order to remain in compliance with regulations and required farming data. I am in constant communications with the other six parties that have a share in the ownership of the farm. It can be demanding to negotiate major decisions with so many parties, but I have been able to achieve success on all issues. Assistant Professor at Ithaca College, Ithaca, New York, 2011 - 2017. I was also the Audio Minor coordinator and advisor. I taught production sound and post-production sound design for fiction and non-fiction moving image and radio projects in the Media Arts, Sciences and Studies. Instructor at the Southern Institute of Technology in Invercargill, New Zealand, 2004 - 2011. I taught film production, motion graphics, script writing, budgeting, sound design and both picture and sound editing. During my seven years there, I developed and revised the Filmmaking curriculum in the Bachelor in Digital Media program. At the Southern Institute of Technology, I was the acting department chair from 2004 — 2005. During my tenure there, I had the responsibility each year of determining what equipment and what software would be purchased for the course as well as continuing to develop the course based upon industry innovations. Video Producer, Winstar Productions 1995- 2004, I had my own business Productions included commercials, documentaries, education films and marketing videos. Educational Workshops Coordinated I organized and oversaw workshops with professionals in the motion picture industry, such as: 1 Ron Riddle, Music Composer for documentaries on National Geographic, The Discovery Channel, The Learning Channel, CNN, The Smithsonian Channel and more. Dick De Benedictis, Music Composer for television series including, Columbo, Matlock, Diagnosis Murder and Perry Mason, Rob Sarkies, Director on Two Little Boys, Out of the Blue and Scarfies, led workshop on directing actors. Dave Whitehead, Sound Designer on Blade Runner 2049, The Hobbit, Lord of the Rings, District 9, led workshop on designing sound for moving image. Frank Rueter, Lead Compositor on Iron Man 3, Lord of the Rings, King Kong, Rise of the Planet of the Apes, led workshop on layering of CGI images. Grant Major, Production Designer on Mulan, The Meg, Green Lantern, King Kong, Lord of the Rings led workshop on the process of designing sets. Trishia Downie, Line Producer on District 9, Chappie, Two Little Boys, River Queen, led workshop on budget preparation. The below work is only a partial list of what I have done during my career: PROFESSIONAL FILM EXPERIENCE Feature Film Sound Design Focus Features: ADR & Foley Far from Heaven 2002 Columbia Pictures: Sound Design Finding Forrester 2000 Universal Pictures: Sound Design Psycho (remake) 1998 Miramax: Sound Effects Good Will Hunting 1997 Columbia Pictures: Sound Effects To Die For 1995 New Line Cinema: Sound Effects & Dialogue My Own Private Idaho 1991 Will Vinton Studios (now HouseSpecial): Disney Wonderland Series, ABC Halloween Special, ABC Easter Special and California Raisins Sold Out. ADR, Foley and SFX Editing 1989-1991 Feature Film Picture Editing 2 Pyramid Productions: Picture Editor Flophouse 2002 Light Rain Productions: Picture Editor Back Time 1998 PROFESSIONAL VIDEO EXPERIENCE Video Production Winstar Productions: Co-Owner, Director, Videographer and Editor. Production of commercials, marketing videos, documentaries and educational materials. Clients include: Weyerhaeuser, Portland General Electric, Northwest Natural - Gas, Argosy Cruises, Platte River Power, Southern Institute of Technology, Films for the Humanities, School Videos and The Birds of Prey Foundation. 1995 - 2004 PacifiCorp, Portland, OR: Staff Producer, Director, Videographer and Editor. In-House production of television and radio commercials, video newsletters and training videos. 1993 - 1995 Digital Video Works, Madison, WI: Staff Producer, Director, Editor and Cinematographer/Videographer. Production facility for WISC-TV and outside clients: Miller Brewing Company, Harley-Davidson, Oscar Meyer, Rayovac, etc. 1992 — 1993 Video Post-Production Rex Recording Studios, Portland, OR: Freelance Picture Editor: Commercials, Corporate, Documentary, Multimedia and Marketing (Avid) 1995 - 2000 CreativeMedia Development, Portland, OR: Freelance Picture Editor: Corporate Videos for Intel, Nike etc. (Avid) 1997- 2000 Microsoft Corporation, Redmond, WA: Freelance Picture Editor - Corporate Videos, Commercials, Marketing, and Training (Avid) 1998 Will Vinton Studios (now HouseSpecial): Contract Picture Editor, Commercials and short films. 1990 - 1992 & 1993 - 1994 DOCUMENTARY PRODUCTIONS Buying Local, a broadcast hour documentary that investigates the declining state of organic foods over the last 25 years since the USDA took control. Producer/ Director, Videographer and Editor (Currently in post-production). Pipeworkz: A Band of Rebels, A broadcast hour documentary that follows the trials and tribulations of a multi-cultural New Zealand band trying to find a 3 following in Europe, so that they would be recognized back home, Producer, Director, Cameraperson and Editor The History of Computers, Covers the development of computers from the first instance and into the future, created for Films for the Humanities, Producer/ Director, Writer, Cameraperson, and Editor The American Dream and The Babyboom Generation, An in-depth study of the struggle for Babyboomers to attempt to live their lives on a par with their parents, Aired nationally on PBS, Director, Cameraperson and Editor 2017-2018 Projects Sound Design for Low and No Budget Films, Authored Book for Routledge - Focal Press. This 287 page information packed book guides independent filmmakers through the process of improving the quality of the sound for their films. Author, Released in January 2017 Buying Local Post-production phase of this HD broadcast length documentary. Producer, Director, Writer& Editor CIVIC INVOLVEMENT Tigard CERT Trained Responder with HAM radio license Ithaca College Faculty Council - Neighborhood Outreach VOLUNTEER ACTIVITIES CERT Tigard - currently Big Brothers & Big Sisters of America Beaverton Oregon Food Bank - Pickup and Delivery Numerous Public Service Announcement Commercials EDUCATION University of Canterbury, NZ, Film — MFA 2007 University of Washington, USA, Television and Radio, B.A. 2002 4 MEMBERSHIP Society of Cinema and Media Studies International Documentary Association University Film & Video Association CITIZENSHIPS United States & New Zealand 5 PATRICK WINTERS APPLICATION REQUIREMENTS If you are interested in applying for the vacancy you must: • Be a City of Tigard resident.Yes • Be a registered voter.Yes References: Durand Splater Loan Office Manager Seattle,Washington Peter Johanns Associate Professor and Program Director Ithaca,New York Steve Rogers Antique Dealer Ithaca,New York SUPPLEMENTAL QUESTIONS Provide (and attach below) responses to the following three questions: 1. Describe how you would complement the diversity of thought and perspectives of the 2019 Tigard City Council. Support your responses with specific examples.(max 500 words) The current members of the City Council have great business and management backgrounds. I too have a business background and I have a background in the creative arts. I believe that I can bring a fresh and different perspective to council business with that experience. I have also been an academician and have worked on various committees. My goal is always to work with others to achieve consensus on achievable plans. I have also worked extensively on budgets and purchases,which is a big part of the councils business. 2. Most would agree that Measures 5 and 50 (from the 1990s) are causing many unintended consequences in Oregon.From your perspective,what are the current impacts of Measures 5 and 50 on the City of Tigard and other local governments,what actions would you recommend to the state legislature to correct the problems,and what is your rationale for each recommendation?(max 750 words) I understand that measures 5 and 50 were passed in order to limit property tax increases,but the method they implanted in the constitution lack flexibility and often penalize communities. There are temporary levies that can address some of the financial issues that communities encounter, but the levies are limited by these measures and thereby do not allow for individual communities to take totally affective actions that are pertinent to that community. The state needs to return to a market value assessment of properties. This includes commercial and industrial properties. This will allow for equitable property tax assessment and it will eliminate a convoluted approach to determining taxation. Any increase in property taxes should not be determined by an arbitrary 3 per cent,but should be realistic in that the rate should reflect the actual percentage increase of costs that are experienced by the city of Tigard and other such communities. 3. From your perspective,what is the most important issue facing the 2019 Tigard City Council?Why is it the most important and how would you propose the council (and the city overall) address the issue? Please be as specific as possible. (max 500 words) Funding city operations and capital expenditure needs is the central issue facing the city of Tigard. I suggest that the City Council work strongly with the League of Oregon Cities to put pressure on the state legislature to make changes to measures 5 and 50 that will remove,replace or at least alter to a more realistic perspective the one-size-fits-all approach to taxation. I believe that the City Council of Tigard can have a strong and important role in bring about the change that is needed and will resolve the funding issues that are strangling our vibrant and attractive city. Fortunately,property tax reform is on the 2019 state legislative agenda,so ii is a good time to seek the taxation system change. Carol Krager From: webteam@tigard-or.gov Sent: Monday, December 24, 2018 10:08 AM To: Carol Krager Cc: Kent Wyatt Subject: City Council Vacancy Application Attachments: Bryan Wolf Resume_December 24 2018_Tigard City Council.docx; Reference_Tigard City Council.docx; Supplemental Questions_Tigard City Council.docx Name = Bryan Wolf q^-n Mailing Address= -- s •:-44 Phone =1 Email = How Long Have You Lived in i igaru = .J.5 years Do you own a business in Tigard = No Name/Address of Tigard Business= How Did You Hear About Us =Tigard Times and other community members Client IP = 71.193.229.83 1 Bryan Wolf y- fn PROFILE Successful investment professional with operational background and proven ability to identify leading investments,build and lead high performing teams, and generate attractive financial returns. Seasoned board member experienced in corporate governance, developing management teams, and providing strategic and operational guidance. Broad investment experience across geographies and technology domains including Cloud Computing, Data Centers,Artificial Intelligence, Internet-of-Things,Networking, Storage and Cybersecurity. EXPERIENCE Intel Corporation (NASDAQ: INTC) Hillsboro, OR Vice President,Intel Corporation 2014 —January 2019 Managing Director,Intel Capital 2008—January 2019 Investment Director,Intel Capital 1997—2008 • Over two decades of investment and leadership responsibility with Intel Capital, the venture investment arm for Intel Corporation • Sponsored or co-sponsored investments in over 150 companies,generating greater than 2x return on $800M+ invested across a broad range of technologies,geographies and financing stages • Built and led successful team across the Enterprise and Data Center domains, executing investments in leading companies including Mellanox Technologies(NASDAQ: MLNX),Virtustream(acquired by EMC) and Switch,Inc. (NYSE: SWCH) • Created and Chaired Intel Capital Investment Committee to oversee all equity transactions across the organization; evaluated and voted on up to 200 investment proposals per year • Board member or observer for over twenty companies, including Mellanox Technologies, Mirantis, Switch, Inc. and Cortina Systems • Coordinated and led volunteer activities with various community organizations including The Children's Book Bank,Second Harvest Foodbank(Santa Clara,CA) and ReStore Finance Analyst/Manager,Intel Corporation 1991 —1997 • Provided comprehensive finance and operational leadership to new Server business group, helping grow the business from development-stage to$500M in revenue and forming basis for Intel's current multi-$B Data Center Group • Built and led finance team responsible for planning, returns analysis on proposed projects, product costing,developing and negotiating pricing with key OEM customers including HP,Dell and IBM Switch (NYSE: SWCH) Las Vegas,NV Board of Directors 2014-Present • Switch develops and operates advanced hyper-scale colocation data centers • Serve on Audit and Compensation Committees Mirantis Sunnyvale,CA Board of Directors 2018 —Present • Mirantis provides open cloud infrastructure software to top enterprises Progressive Corporation(NYSE: PGR) Portland, OR Claims Representative 1987—1989 • Investigated,negotiated and settled property and casualty claims across diverse insurance lines EDUCATION The Wharton School, University of Pennsylvania Philadelphia, PA Master of Business Administration, With Distinction 1991 Corporate Finance, Public Policy&Management University of Oregon Eugene, OR Bachelor of Science,Phi Beta Kappa 1985 Political Science INDUSTRY AWARDS Global Corporate Venturing Rising Stars 2016 Top 1%in Corporate Venturing based on deal accomplishments AlwaysOn VCioo 2009 Top 100 Venture Capitalists based on successful exits Byte&Switch Top Storage Networking Influencers 2008 Nine key influencers in the storage networking market segment References for Bryan Wolf Donald D. Snyder Lead Independent Director,. Switch Inc. Association: I currently serve with Don on the Board of Directors of Switch (NYSE: SWCH) Scott Darling President, Dell Technologies Capital 160110=-4,4.E := Association: Scott was my manager at Intel before he left and I took over his role as Managing Director for the Intel Capital Datacenter team Mark Rostick Managing Director, Intel Capital Association: Mark worked directly for me for over a decade at Intel while I was Managing Director for the Intel Capital Datacenter team Supplemental Questions Question 1: Describe how you would complement the diversity of thought and perspectives of the 2019 Tigard City Council. Support your responses with specific examples. Answer 1: I would complement Council deliberations in a number of key areas based on my experience with Intel Corporation as well as my personal background. My most recent role with Intel as a venture capital investor in small and emerging companies, investing in more than 15o companies and sitting on numerous boards over the past two decades, has sensitized me to the needs of businesses from launch to growth, beyond just access to capital. These companies rely directly and indirectly on an array of services provided by or influenced by local government, including affordable housing,balanced regulation, safe streets, essential services and infrastructure, quality education, and overall quality of life. As a finance manager responsible for a growing server business within Intel, I also became well-versed in the principles of zero-based budgeting and financial discipline which I can translate to discussions regarding Council and city priorities. Evaluating program investments and spending priorities from the ground up on a regular basis, and making the difficult choices between competing priorities and projected outcomes, ensures program relevance and fiscal discipline as the needs of Tigard and its populace shift over time with limited resources. Finally, my mentoring role with women and under-represented groups at Intel has provided insight to the challenges they face in the workplace, as well as reinforced the need to provide equal access, opportunity and inclusiveness in deliberations. This in turn ensures we take full and equal advantage of all talent and perspectives available to maximize outcomes. On the personal front I am a native Oregonian who grew up in Aumsville, Oregon, to hard-working parents, neither of whom completed high school. With their encouragement I was fortunate to obtain both an undergraduate and graduate degree,but I remain grounded in the blue collar upbringing they provided which continues to inform my own perspectives and decision-making. Growing up I was also fortunate to receive a high quality public K-12 education through the Cascade School District, which provided the basis for subsequent success in my undergraduate and graduate studies. Our own K-12 experiences and the belief that everyone is entitled to a similar experience has led my wife Maureen and me to be life-long advocates for public education, which Maureen has translated to service on the Tigard Tualatin School Board. I would look to complement her efforts from this role. Question 2: Most would agree that Measures 5 and 50 (from the 1990s) are causing many unintended consequences in Oregon. From your perspective, what are the current impacts of Measures 5 and 50 on the City of Tigard and other local governments,what actions would you recommend to the state legislature to correct the problems, and what is your rationale for each recommendation? Answer 2: The main consequence of Measures 5 and 50 has been to artificially constrain the capacity of local governments to keep pace with the accelerating cost of providing essential services, at the same time hamstringing them from providing additional services that potentially enhance growth, development opportunities and overall quality of life. With costs accelerating at a greater pace than constrained revenue — accentuated by factors including population growth, PERS obligations and healthcare costs — local governments are forced to either reduce or eliminate services, or seek uncertain revenue enhancement through local levies and fee increases. And by fixing baseline rates and assessed values at a point in time, these measures also ingrained inequities into the system that are only exacerbated over time. Short of a comprehensive overhaul of the system,there are a few actions the Oregon legislature should pursue to improve the current system by mitigating inherent inequalities and enabling local governments the ability to keep pace with increasing service requirements and costs. First, the legislature should enable a mechanism and glide path to equalize assessed values for similarly situated properties, as well as provide for a more systematic approach to adjusting assessed values over time as property values change. Under the current system we have arbitrarily anchored the assessed value to a point in time, and unequally across properties of similar values, with recalibration occurring only on new properties or those that undergo significant changes. Second, the legislature needs to provide the ability to recalibrate the rate cap over time as communities and needs evolve. Relying on local levies to serve this purpose does not provide local governments the certainty or stability they need to engage in long term planning. Any such recalibration should be done on a regular timetable, and informed and supported by needs analysis,benchmarking and other relevant metrics. Finally,the legislature needs to pursue avenues to minimize the de facto competition between education and local governments for a finite bucket of money. Bolstering education funding through other mechanisms at the state level potentially relieves pressure at the local level and allows redirection of resources. Additionally, anything the state can do to lessen the cost of supplying resources through such avenues as PERS reform and reducing healthcare costs would be additive to these efforts. None of these changes will be easy, nor do they absolve local governments from relentlessly focusing on fiscal discipline and developing more creative ways to provide services in a cost-effective manner. Question 3: From your perspective, what is the most important issue facing the 2019 Tigard City Council? Why is it the most important and how would you propose the council (and the city overall) address the issue? Please be as specific as possible. Answer 3: "Residents and voters get a choice in determining what type of city we will be," said Wine. "Tigard has excelled for several years to meet the expectations of a growing city, even with its limited resources. This result, though, tells us it is time to re-tool and scale back on community events, recreation programs, certain types of community policing, and revert to what Council determines to be core services only and fewer quality of life services." — Tigard City website after the May 15th levy defeat The above quote from earlier this year encapsulates the most important issue facing that Council going forward, and that is how to adequately address growth with limited resources. The most recent U.S. Census report placed Tigard as the 13th fastest growing city in Oregon, yet the results of the local option levy sent a message that residents aren't totally aligned with the amount being requested or the priorities being set to accommodate this growth. And since the impact of growth is systemic, this affects all services, including affordable housing, transportation, infrastructure and public safety, as well as more non- essential but important services contributing to overall quality of life. If an effective balance cannot be struck Tigard risks slower or no growth, and/or erosion of services to a point that the city becomes a less desirable destination and more a pass-through between surrounding cities. The Council needs to tackle this to recalibrate the community on what's at stake. There needs to be a renewed dialogue with the community on what the shared long term vision and priorities are for the city, what we value, how this translates to services and funding requirements, and ultimately what we sacrifice in a constrained environment. Benchmarking and BKM sharing with other similarly situated communities can help inform the process and triangulate on the investment required, if not already part of the discussion. My experience with Intel on applying zero-based budgeting principles could be helpful as well. In addition we need to continue to work with other local governments on trying to mitigate the impacts of Measures 5 and 50 discussed in a prior topic. The end game is a community aligned on a vision, the investment required to achieve that vision, and the support and resources to fund it. EOM Tigard City Council Vacancy TOP CHOICES FOR INTERVIEWS-SELECT 3-4 _ - Bill Banash Vincent Ferraris Tristan Irvin Heidi Lueb Jenny McCabe Ahsha Miranda John Roberts Jason Rogers Patrick Winters Bryan Wolf Councilor Anderson / 1 K J, Councilor Goodhouse �� K Councilor Newton S--- Mayor Snider .->c .><— _ _ FINALISTS SELECTED FOR INTERVIEWS _ _3 3 , SUPPLEMENTAL PACKET FOR /-8-(pa/% (DATE OF MEETING)