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City Council Packet - 09/10/2019
IIII 4 Cite of Tigard Ti and Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: September 10,2019 - 6:30 p.m. Study Session;7:30 p.m. Business Meeting MEETING LOCATION: City of Tigard -Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up sheet(s). If no sheet is available,ask to be recognized by the Mayor at the beginning of that agenda item. Citizen Communication items are asked to be two minutes or less. Longer matters can be set for a future Agenda by contacting either the Mayor or the City Manager. Times noted are estimated;it is recommended that persons interested in testifying be present by 7:15 p.m. to sign in on the testimony sign-in sheet. Business agenda items can be beard in any order after 7:30 p.m. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 503-718-2419, (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2410 (voice) or 503-684-2772 (IDD -Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVE VIDEO STREAMING ONLINE: htto://www.tigard-or.gov/citv hall/council meeting.oho CABLE VIEWERS: The regular City Council meeting is shown live on Channel 28 at 7:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. 101 City of Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: September 10,2019 - 6:30 p.m. Study Session;7:30 p.m. Business Meeting MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 6:30 PM •STUDY SESSION A. DISCUSS CITY MANAGER PERFORMANCE EVALUATION CRITERIA 6:30 p.m. estimated time B. COUNCIL LIAISON REPORTS 7:00 p.m. estimated time •EXECUTIVE SESSION:The Tigard City Council may go into Executive Session. If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute.All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed.No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 7:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. CITIZEN COMMUNICATION (Two Minutes or Less,Please) A. Follow-up to Previous Citizen Communication B. Update from Police Chief McAlpine C. Tigard Area Chamber of Commerce D. Citizen Communication—Sign Up Sheet 3. CONSENT AGENDA:The Consent Agenda is used for routine items including council meeting calendars,appointments to boards and commiittees and approval of contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting. These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. Motion to: A. RECEIVE AND FILE: 1. Council Calendar 2. Council Tentative Agenda for Future Meeting Topics B. PROCLAIM CONSTITUTION WEEK C. PROCLAIM DOMESTIC VIOLENCE AWARENESS MONTH •Consent Agenda-Items Removed for Separate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Council/City Center Development Agency has voted on those items which do not need discussion. 4. CONSIDER RESOLUTION OF SUPPORT FOR DLCD TECHNICAL ASSISTANCE GRANT 7:45 p.m. estimated time 5. RECEIVE UPDATE ON TIGARD ECONOMIC DEVELOPMENT 7:50 p.m. estimated time 6. RECEIVE QUARTERLY UPDA l'E ON CITY COUNCIL GOALS 8:10 p.m. estimated time 7. NON AGENDA I FEMS 8. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute.All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 9. ADJOURNMENT 8:40 p.m. estimated time III11 City of Tigard Tigard City Council Meeting Agenda TIGARD September 10, 2019 t ,yam „,,..- r.7 ..�. ,-� _ -nomj�,..�� �: _ x,, *Aga� . CITY COUNCIL STUDY SESSION A. DISCUSS CITY MANAGER PERFORMANCE EVALUATION CRITERIA 6:30 p.m. estimated time HR Director Bennett will lead the discussion. B. COUNCIL LIAISON REPORTS 7:00 p.m. estimated time Administrative Items: None Council Meeting Calendar September 2 Monday Labor Day Holiday- City offices and Library closed 3* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 10* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 17* Tuesday Council Study Session—6:30 p.m.,Red Rock Creek Conference Room 24* Tuesday Council Business Meeting—6:30 p.m.,Town Hall October 1* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 8* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 15* Tuesday Council Workshop Meeting —6:30 p.m.,Town Hall 22* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 29 Tuesday Fifth Tuesday,Potential Council Outreach November 5* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 11 Monday Labor Day Holiday- City offices and Library closed 12* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 19* Tuesday Council Workshop Meeting—6:30 p.m.,Town Hall 26* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 28 Thursday Thanksgiving Holiday—City offices and Library closed Regularly scheduled Council meetings are marked with an asterisk(*). AGENDA ITEM NO. 2D - CITIZEN COMMUNICATION DATE: September 10, 2019 (Limited to 2 minutes or less,please) The Council wishes to hear from you on other issues not on the agenda and items on the agenda, but asks that you first try to resolve your concerns through staff. This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record. The names and addresses of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. NAME,ADDRESS & PHONE TOPIC STAFF Please Print CONTACTED Name: Also,please spell your name as it sounds,if it will 0 I� help the presiding officer pronounce: O 0 Address City State Zip Phone No. Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. CITIZEN COMMUNICATION L•\ADM\CITY RECORDERS\000 City Recorder-Records Resources and Policies\CCSignup\Citizen Communication.doc AIS-3964 A. Business Meeting Meeting Date: 09/10/2019 Length (in minutes):30 Minutes Agenda Title: Discuss City Manager Performance Evaluation Criteria Prepared For: Dana Bennett,City Management Submitted By: Carol Krager,Central Services Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Mtg- Study Sess. Public Hearing: No Publication Date: Information ISSUE Review of the criteria and process for the 2019 City Manager Evaluation. STAFF RECOMMENDATION / ACTION REQUEST For Council to discuss and provide input and guidance to staff regarding the criteria and process to be used for the 2019 City Manager Evaluation. KEY FACTS AND INFORMATION SUMMARY Council's employment agreement with the City Manager requires that an annual performance evaluation be conducted in December of each year. The first step in the process is for Council to review and consider any changes they may want or need from the prior year's process. For the 2018 process a consultant was used, while in prior years the HR Director acted for Council in the process of gathering input and managing the logistics of the City Manager's evaluation process. A number of different forms and formats have been used for the City Manager evaluation process over the years.Attached are blank copies of the 2013-2018 forms for Council consideration,the blank forms include the goals for each of the given years. Staff will be seeking direction from Council as to Council's expectations of the process. Questions to help guide the discussion on this matter include: 1. Does Council want to repeat the consultant process used in 2018 or return to previous process of having the HR Director work with Council on the evaluation process or an alternative? 2.What has worked well for Council from the prior processes? 3. What has not worked well for Council from the prior processes and what could have improved them? 4. Does Council still want input from city external partners?A number of previous external partners have recently turned over including Beaverton and Lake Oswego city management, the TVF&R Chief and some of the City's Board and Commission leaders, so should Council want to continue that process,the list should likely be reduced in light of those changes. 5. Does Council still want input from the City Manager's direct report staff? Establishing the criteria and process is the first step in the evaluation process.Additional Council meetings will be set later this year to adopt goals for the City Manager for the upcoming year and to conduct the evaluation. OTHER ALTERNATIVES NA. To meet the terms of the employment agreement an evaluation must be completed by Council. COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS Evaluating the City Manager is consistent with Council Goals. DATES OF PREVIOUS COUNCIL CONSIDERATION This is the first session of 2019 for Council to discuss the criteria and process through which the 2019 City Manager Evaluation will be conducted. Attachments 2013 CM Eval Form 2014 CM Eval Form 2015 CM Eval Form 2016 CM Eval Form 2017 CM Eval Form 2018 CM Eval Form Council Appraisal of City Manager City of Tigard City Manager: Date: City Council: SECTION I: PERFORMANCE MEASUREMENT CRITERIA Please designate a rating in the appropriate box for each item, and include examples and comments which support the rating. Administrative Ability Planning: Ability to anticipate and analyze problems. Maps effective solutions. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Organizing: Ability to arrange work and efficiently apply resources.Recognizes opportunities for management and operational efficiencies. Exceeds ❑ Fully Effective I ❑ Developing ❑ Needs Improvement ❑ Comments: Timing- Opportunist: Makes decisions when sufficient information is available. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Analytical: In making decisions considers the best available facts,projections,and evidence. To the extent that resources permit,insures that these tools are available. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Job Knowledge: Has a solid understanding of all phases and departments of municipal government. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Personnel Functions Supervision: Builds and motivates a team,provides direction,monitors and adjusts performances as necessary. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Delegation: Effectively assigns work to others to get City business done efficiently. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Communication with Employees: Listens to employees and openly communicates in order to provide sufficient information to keep the employees motivated and part of the team. Understands their concerns. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Hiring: Recognizes the value of excellent employees and hires and maintains available staff. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Labor Relations: Understands contract negotiations and contract administration.Equitably handles problems of grievances among subordinate employees. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Leadership: Motivates,encourages and seeks to develop skills and abilities in staff. Sets the standard for performance accountability by example. . Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Collaboration Skills: Builds collaborative trust with staff. Treats staff with respect. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Risk Management: Implements effective programs to limit liability and loss. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement_❑ Comments: Page 2 of 10 Budget and Finance Financial Management: Accurately and concisely reports and projects the financial condition. Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Uses debt cautiously,plans for the long-term replacement and maintenance of equipment and infrastructure. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Operational Efficiency: Obtains the best possible end result for the money spent.Monitors efficiency service improvement and effectiveness for all programs.Most economical utilization of manpower, materials and machinery. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Community Relations Public Service: Commitment to the service of the public. Recognizes and respects the value of public service. Projects a positive image of the City. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Forges Compromises: Has the ability to resolve conflicts with little or no assistance from outside sources. Is a good negotiator.Is credible and builds trust in the community. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Sensitivity: Listens and understands the positions and circumstances of others. Communicates that understanding. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Communication with the Public: Approachable and responsive to the public and takes their concerns and problems seriously,regardless of how insignificant the questions or complaints seem to be. Is able to represent Council at community events and forums.Pursues an outreach style of management as a spokesperson for city issues. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Public Involvement: Involves citizens in city issues and programs. Provides link between the Council and business community. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Media Relations: Develops effective relationships and positive image with public/media. Is able to accurately articulate City Council and community goals. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Page 3 of 10 Relation with Council Communication with Council: Accurately interprets the direction given by the Council. Provides Council with well-informed concise oral and written communication. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Accepts Direction: Aggressively responds to the direction of the majority of the Council. Not sidetracked to the minority but recognizes their concerns. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Research: Prepares fully researched materials for Council action including alternatives and recommendations.Analyzes issues and presents policy alternatives to Council with documented justified recommendations.Assures that material is concise and easily understandable. Exceeds ❑ Fully Effective 0 Developingl ❑ Needs Improvement ❑ Comments: Intergovernmental Relations Develop Relations: Develops good working relationships with other local,county,regional,state and federal agencies. Exceeds ❑ Fully Effective 0 Developing 0 Needs Improvement 0 Comments: Representative: Effectively represents the City on commissions,boards,and committees. Exceeds 0 Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Resource Developer: Exerts appropriate influence on decisions affecting Tigard from other agencies, gaining resources to benefit the City.Has basic understanding of federal and state grants and appropriations. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Interpersonal Skills Creativity: Implements effective and creative solutions to resolve City problems. Exceeds ❑ Fully Effective 0 Developing El Needs Improvement ❑ Comments: Honest, Fair: Consistently demonstrates integrity and honesty,straightforward and impartial. Exceeds ❑ Fully Effective ❑ Developing 0 Needs Improvement ❑ Comments: Page 4 of 10 Adaptable: Responds positively to a changing work environment and changing local conditions. Does not cling to the status quo for its own sake. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Resilient: Energy and motivation maintained in spite of constant demands. Handles stress well. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Ethical: Conforms to the high standards of the profession. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Professional Development: Takes action to acquire new knowledge and skills. Encourages employees to do the same. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Judgment: Thinks logistically and utilizes independent thought to make sound decisions. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement ❑ Comments: Economic Growth Economic Development: Identifies and helps Council create conditions which foster economic development.Understands importance of,and knowledge of factors and methods for,maintaining existing businesses,as well as recruiting new ones.Recognizes relationship of local economy to region and beyond. Develops policies and guidelines to reasonably allocate costs of public improvements and services related to economic development between the public and private sectors. Exceeds ❑ Fully Effective ❑ Developing ❑ Needs Improvement Comments: CITY WIDE CORE VALUES The City of Tigard is dedicated to setting the standard for service excellence. To that end, the organization is committed to job performance behaviors that demonstrate the City of Tigard's reputational values. Those values are: ❖ Get It Done ❖ Do the Right Thing ❖ Respect and Care Please provide a rating and appropriate supportive narrative in each of the Core Values that reflects how the employee incorporates these values into their daily work, or where they need to expend greater effort to demonstrate these values in their job. Page 5 of 10 GET IT DONE: Means that we will go the extra mile to exceed people's expectations; meet or beat deadlines; establish clear expectations and timelines so that there are no misunderstandings; offer to help when we see the need; and keep people informed of progress and steps to completion DEVELOPMENT NEEDED SUCCESSFUL EMPLOYEE EXCEPTIONAL PERFORMANCE COMMENTS: Explain how the employee is meeting or not meeting the specific performance expectations in this area. DO THE RIGHT THING: Means that we will focus on solutions, not excuses; if we see a problem we will own it until we take care of it or until we can find the right person to handle it; find opportunities to say"yes" versus "no"; be proactive, rather than waiting for something to become a problem; and look for options and alternative ways to solve problems. DEVELOPMENT NEEDED SUCCESSFUL EMPLOYEE EXCEPTIONAL PERFORMANCE COMMENTS: Explain how the employee is meeting or not meeting the specific performance expectations in this area. RESPECT AND CARE: Means that we will treat people well; welcome suggestions and diverse points of view; greet each other and the customers with a smile and a friendly tone; build collaborative and cooperative relationships with others; treat them with respect; and say thank you. DEVELOPMENT NEEDED SUCCESSFUL EMPLOYEE EXCEPTIONAL PERFORMANCE COMMENTS: Explain how the employee is meeting or not meeting the specific performance expectations in this area Page 6of10 SECTION II: ESTABLISHMENT OF GOALS & OUTCOMES FOR UPCOMING RATING PERIOD Outline the goals for the upcoming period and the desired outcomes. The City Manager's goals should be related to the Community goals. The City Manager goal may include a new project or may include a goal that is an ongoing fundamental portion of the position. Any number of goals may be set. The desired outcome is the standard against which performance will be measured. These should be specific and measurable including timeframes. .b Community Development/Econ Development div r 1st Good catalyst project in DT area - a " ""r P3 developer for housing units and festival road Dept/city Octal: Public Works ,Individual Goal: Designate and develop *Desired Outcome: A park plaza in DT Tigard Dept/City Goal Community Development Individual Coal: Ash Avenue crossing h.r Desired�d r_em Plan to close North Dakota crossing to include funding plan Dept/ ty Goal;°° City Administration/Recreation Ind idual Goal: After recreation RFP consultant review Desired Outcome: At a minimum,hire a recreation program coordinator Des ity �: Community Development/Annexation Ind dual DIE l: Annexation of the incorporated BM area Desired Outcome: Annexation and TWD water partnership resolve Dept/City Goal City Administration Individual Goal: Put to a vote in fall of 2014 for city recreation Desired Outcome: A vote in favor of city recreation scope by RFP consultant will provide funding mechanism for following budget cycle • City ijoal:0, Public Works/River Terrace +� yidia l Goal:7', Identify a community park DesirOinc : Find a means to finance it eprty Annexations � ,wm Loss analysis annually Page 7of10 Dept/City Goal:" Sustainability Individual Goal: Desired Outcome: Complete existing practices Dept/City Goal; CCDA reorganization lrtdividu l Wil: Desired Outcome: Create an effective development agency Iet/Gity oal: Recreation Individual Goal: Desired Outcome: Activate our new parks •Deptlty Goal: TDA and the Main Street program lodiVidual Goal: ' ` esir d'l tca Continue support as needed ept/ ity"Goa,,,,4 Charter review Indtdual Goak lasiredOutcome: Including term limits Dept/City Goal Transportation hitilividnatdoat: D iredl:lltc e: SW Corridor,River Terrace,Ash Avenue problem Dept/City Goal: CIP and Strategic Plan Iividl cal Desired©utco : All department coordination Dept/City Goal: Visioning Process Individual Goal: Desired Outcome: Community involvement plan Dept/City Goal: Police Department Individual Gaal: Desired ague Finalize and prioritize relocation • Public Works li i�Ai i kata Des*Ou 9 : Finalize and prioritize relocation Page 8 of 10 :foal: CD Ind `�: Gcal Review of sign code d _ Review nuisance sign program(right of way/sidewalks/A frames) I have asked since 2002 ?DeOCity Go"a CD Develop& implement list and strategy for Asks on es r i lO tcoome 2014 UGB expansion around River Terrace; not done last expansion and didn't get what asked for Dept/City qoal rr CD/Parks Jdividul Goal: Determine where city wants park land in River Terrace & figure out how to acquire she's Outcome: pt/Cityi Goal . " ' Finance �o t'ndiytc hal 094__ -.m Rate Study(new 4 MGD impact) OltkectOutcome. Minimize customer rate increases 'Ueptity1:' Public Works/City Manager : ndi'ual Gail; Monitor and advance TIG/LO Water Project De4d Outcome: Keep LO moving forward „ 1-t/ W"Goal: ADM/Council °+ �� .r Develop strategy&implement common plan about financial situation of city(future levy) pt/ty Gob: ADM ladt ual,G l: Begin process for charter review commission and public vote by � m 9� 2016 ifutcout m= 4/4 • ..:w ly Gcl .. Finance v1t3a Start work to do a local option levy � �etlNov 14 Dept/ ty Goal: Parks tdivide a1 Goal: Finalize recreation plan irec ,c m By June 14 Page 9 of 10 Dept/City Goal: Community Development Individual Goal: Quarterly Town Hall Desired Outcome: Transparency to citizens Dept/City Goal: Police Individual Goal: Negotiate employee benefit contribution Desired Outcome: Financial stability SECTION III: COUNCIL'S SUMMARY COMMENTS The following is an overall performance rating for the City Manager, recommended action by the Council, and sign off. The City Manger's signature does not necessarily mean that the City Manager agrees with the rating, only that the evaluation process has taken place. Summary Comments: Overall Rating(check one): Exceeds: Exceeds expectations in all or majority of categories. Fully Effective: Meets expectations in all categories(may exceed in some) Developing: does not meet expectations in one or more category Needs Improvement: Does not meet expectations in majority of categories City Manager's Signature Date Mayor's Signature Date Page 10 of 10 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January 2014-December 2014 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done","Do the Right Thing",and"Respect and Care"). Please use the following criteria: 4 =Exceeds Expectations;3 =Fully Effective;2 =Developing; 1 =Needs Improvement; NA =Not applicable(have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT IL Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period.Base your evaluation upon the job requirements,achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. 1. GOAL 1-Economic Development a. Establish an ED strategy so Tigard is organized to support developing the local economy b. Set up staff resources to carry out and support the strategy c. Engage a community committee or group to help with and carry out the strategy d. Create transportation connections by continuing to pursue Ash Avenue rail crossing e. Downtown Tigard and Urban Renewal District f. Advance plaza development through property acquisition g. Pursue a housing redevelopment project h. Pursue a retail and mixed-use project i. Create a bike/pedestrian connection with Tigard Triangle RATING: NA 1 2 3 4 • Page Il 2. GOAL 2-Financial Stability: build the city's financial reserves a. Work with employees to establish"fair share"benefit contribution b. Defer or delay projects or find more efficient ways to do business c. Pursue local option levy in spring of 2014 d. Find creative solutions to increase revenues e. Plan for Growth:River Terrace Community Plan substantially complete,bring entitlement/zoning decisions to Council as soon as possible (in calendar year 2013 if possible);communication with annexing residents to understand service desires f. Community recreation: find financing to support increasing recreation capacity in Tigard RATING: NA 1 2 3 4 3. GOAL 3-LO-Tigard Water Partnership: continue to build partnership relationships and keep current sources and project on track RATING: NA 1 2 3 4 4. GOAL 4-Community Engagement:develop venues to meet with the public quarterly to gather input on key issues facing the City,including: a. Annexation b. Transportation/HCT RATING: NA 1 2 3 4 Page 12 5. GOAL 5-State and Regional Relations a. Effectively represent Tigard on revenue reform issues in 2013 b. Work with neighboring jurisdictions to advance joint transportation and economic development goals at the state and federal level RATING: NA 1 2 3 4 III.Evaluate and discuss the City Manager's job performance for the current review period. Please provide specific examples to support your assessment/evaluation. Consider the City Manager's performance in the following areas. a. Administrative Ability/Professional Skills including planning,organizing,time management,decision- making,and organizational/strategic thinking RATING: NA 1 2 3 4 b. Personnel Functions including supervision,delegation,labor relations,and leadership/management style RATING: NA 1 2 3 4 c. Budget and Finance including financial management and operational efficiency RATING: NA 1 2 3 4 d. Community Relations including public service,sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 Page 1 .3. e. Intergovernmental Relations including representation and developing resources RATING: NA 1 2 3 4 f. Interpersonal Skills/Individual Characteristics including professionalism,creativity,ethics,and adaptability RATING: NA 1 2 3 4 g. Communications including community/public,employees,and Council RATING: NA 1 2 3 4 h. Economic Growth &Development including strategy,vision and community engagement RATING: NA 1 2 3 4 ADDITIONAL COMMENTS (OPTIONAL) Page 14 IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or improvement?Provide specific examples. ESTABLISHMENT OF GOALS FOR UPCOMING RATING PERIOD List and discuss your expectations and suggested goals for the City Manager for the upcoming performance evaluation period. Goals should be: (1) related to community goals,(2) may include new projects or ongoing fundamental portions of the position,and(3) should include specific measures including outcomes and timeframes. ADDITIONAL COMMENTS (OPTIONAL) Please provide any additional comments on the City Manager's performance review in the space provided here. Page 15 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January 2015-December 2015 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done","Do the Right Thing",and"Respect and Care"). Please use the following criteria: 4 =Exceeds Expectations;3 =Fully Effective;2=Developing; 1 =Needs Improvement; NA =Not applicable(have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT II. Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period.Base your evaluation upon the job requirements,achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. 1. GOAL 1—Economic/Community Development a. Adopt Tigard Triangle Strategic Plan and Enable Future Development Capacity b. Enable Groundbreaking in River Terrace by Summer 2015 c. Make Downtown Tigard a Place Where People Want to Be d. Purchase Park Plaza RATING: NA 1 2 3 4 2. GOAL 2—Recreation a. Provide Recreation Opportunities for the residents of Tigard b. Fund and Hire Recreation Coordinator RATING: NA 1 2 3 4 3. GOAL 3—Homelessness a. Address Homelessness--squatting,camps,and panhandling through robust public policy discussions/resources that include our Downtown area and throughout Tigard RATING: NA 1 2 3 4 Page 11 4. GOAL 4—Strategic Vision a. Lead the Implementation of the City's Strategic Plan RATING: NA 1 2 3 4 5. GOAL 5—Community Engagement a. Expand Opportunities to Engage People in the Community b. Provide Open Communication c. Promote Trust d. Make Network Neighborhoods Websites active and useful for all of council and community outreach and volunteer project purposes (e.g.,neighborhood volunteer coordination,functions,promote city recreation, events and activities,list city events and social grant awards,identify neighborhood nuisances that include vagrant and pandering activities and homeless camp siting policy review,etc.) RATING: NA 1 2 3 4 6. GOAL 6—Council Support/General Improvements a. Balance history and context on issues before Council and help Council develop collegial style b. Assist Mayor in efficient Council Meetings c. Prevent Waste d. Fund and Hire additional Police if assessment determines need for River Terrace this year RATING: NA 1 2 3 4 7. GOALS 7—State and Regional Relations a. Help Facilitate Intergovernmental Communications b. Advance Tigard's membership on JPACT and MPAC RATING: NA 1 2 3 4 • Page 12 III.Evaluate and discuss the City Manager's job performance for the current review period.Please provide specific examples to support your assessment/evaluation. Consider the City Manager's performance in the following areas. a. Professional Skills/Decision Making Ability to anticipate and analyze problems and map effective solutions.In making decisions considers the best available facts,projections,and evidence and to the extent that resources permit,ensures that such tools are available.Has a solid understanding of all departmental functions within city government. RATING: NA 1 2 3 4 b. Leadership Sets the performance tone and culture of the organization,recognizes opportunities,capitalizes on partnerships,promotes trust,builds and motivates teamwork,provides vision and direction,encourages and seeks to develop the skills and abilities of others.Treats all with respect and sets the standard for performance accountability by example. RATING: NA 1 2 3 4 c. Personnel/Risk/Labor Relations Understands contract negotiations,labor strategy and contract administration.Equitably,fairly and with consideration addresses issues related to labor matters.Recognizes the value of excellent staff and seeks to maintain high performers while balancing the containment of costs. Implements effective programs and decisions to ensure management,control and balance of liability and loss. RATING: NA 1 2 3 4 d. Budget and Finance Including financial management and operational efficiency such as accurately and concisely reports and projects the financial condition.Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Obtains the best possible result for the money spent,and monitors efficiency,service improvement and effectiveness for programs. RATING: NA 1 2 3 4 Page 13 e. Community Relations Including public service, sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 f. Intergovernmental Relations Develops good working relationships with other local,county,regional,state and federal agencies and effectively represents city interests RATING: NA 1 2 3 4 g. Interpersonal Skills/Individual Characteristics Including professionalism,creativity,honesty,ethics,and adaptability RATING: NA 1 2 3 4 h. Communications Provides Council with well-informed concise oral and written communication,responds to the direction of the majority of the Council--while still recognizing the concerns of the minority, approachable and responsive,is able to represent Council to the community through forums,publications and other venues.Pursues an outreach style of management as a spokesperson for city issues. RATING: NA 1 2 3 4 i. Economic Growth&Development Including strategy,vision and community engagement RATING: NA 1 2 3 4 Page14 ADDITIONAL COMMENTS (OPTIONAL) IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or improvement?Provide specific examples. ESTABLISHMENT OF GOALS FOR UPCOMING RATING PERIOD List and discuss your expectations and suggested goals for the City Manager for the upcoming performance evaluation period. Goals should be: (1) related to community goals,(2) may include new projects or ongoing projects,and(3) should include specific measures including outcomes and timeframes. 1. Goal/Project/Training: 2. Goal/Project/Training: 3. Goal/Project/Training: 4. Goal/Project/Training: 5. Goal/Project/Training: 6. Goal/Project/Training: ADDITIONAL COMMENTS (OPTIONAL) Please provide any additional comments on the City Manager's performance review in the space provided here. City Manager's Signature: Date: Mayor's Signature: Date: Page 15 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January 2016- December 2016 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done","Do the Right Thing",and"Respect and Care"). Please use the following criteria:5 =Exemplary Performance; 4 =Exceeds Expectations;3 =Fully Effective;2= Developing/Needs Additional Focus; 1 =Needs Improvement;NA =Not applicable(have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT II. Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period.Base your evaluation upon the job requirements,achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. GOAL 1—Provide Recreation Opportunities for the People of Tigard Objectives Estimated Timeline Establish city recreation program in 2015-16 adopted budget • Recreation clearinghouse and program guide Completed July 2015 • Grants &scholarships • Recreation coordinator—staff position Spring 2016 • Programs and classes (beginning Year 2) Spring 2016 2017 • Outdoor events (Year 2) • Indoor events (Year 3) Explore feasibility of partnership opportunities,including THPRD, December 2016 YMCA,TTAD,TTSD,other city,or non-profit opportunities;establish facility partnership if feasible Consider a voter-approved measure to fund recreation November 2016 Complete the city's facilities strategic plan to identify future facility needs September 2016 for a recreation/community center. RATING: NA 1 2 3 4 5 GOAL 2--Make Downtown Tigard a Place Where People Want to Be Objectives Estimated Timeline • Support residential and mixed use development in walkable and transit-supported areas by completing the Ash Ave/Burnham Completed in 2015 Redevelopment project • Increase walkable access to open space by advancing plans for new downtown open space,including the Tigard Street Trail plaza,the December 2016 Fanno Creek Overlook,and a Main Street plaza,including programming Page 11 • Strengthen downtown's identity by completing gateway Completed in 2015 improvements and install art at both Main Street entrances • Support walkability by completing two Strolling Street projects Completed in 2015 • Secure brownfields cleanup grant (if eligible) to facilitate infill or open space development enabling a more walkable and interconnected Spring 2016 downtown • Promote downtown as a place to shop,dine and recreate Summer 2016 Through communications and support of Tigard Downtown Alliance activities. RATING: NA 1 2 3 4 5 GOAL 3--Adopt and Begin Implementation of Tigard Triangle Strategic Plan Objectives Estimated Timeline Tigard Triangle Strategic Plan • Plan Development Completed Spring 2015 • Council consideration and adoption (code and plan amendments) September 2016 Consider Lean Code and Plan Amendments September 2016 • Zoning • Community Development Code • Transportation System Plan • Parks and Trails Master Plans Infrastructure Planning • Citywide Stormwater Master Plan June 2017 o Triangle Stormwater Implementation Plan FY 2017-18 • Streetscape Design Plan August 2016 • 72nd Avenue Study(pending CIP approval) June 2017 Development of Funding Tools • Urban Renewal o Plan Development October 2016 o Plan Adoption December 2016 o Public Vote May 2017 • LID—consider continuance of existing April 2016 • Vertical Housing Development Zone Completed 2014 Completed 2014 • Tigard Enterprise Zone RATING: NA 1 2 3 4 5 Page 12 GOAL 4—Enable Groundbreaking in River Terrace by Summer 2015 Objectives Estimated Timeline Infrastructure Financing Project(RT and Citywide) Completed • Council Briefing February 2015 • SDC Notice and Methodology February 2015 • Council Hearing—SDCs April 2015 River Terrace Community Plan Implementation Completed • Zoning Districts February 2015 • Code Amendments February 2015 Permitting Completed Winter 2015 • Early assistance for land use applications (ongoing) and ongoing into • Land use applications 2016 • Building and site permits Public Facilities • City of Tigard downstream stormwater conveyance analysis Summer 2016 • Clean Water Services pump station Winter 2016 • City of Tigard 550-Zone Water Improvements Summer 2016 RATING: NA 1 2 3 4 5 GOAL 5—Expand Opportunities to Engage People in the Community Objectives Estimated Timeline Citywide Communications Plan (will include suggested Completed Spring engagement improvements) 2015 Continue Council outreach meetings Quarterly throughout each year Seek input on and outreach about the sidewalk connection Prepare for May 2017 program ballot Community education;identify timing and content of measures for June 2016 voter approval Organize community engagement through increased work with June 2016 Neighborhood Networks,in-person and online forums RATING: NA 1 2 3 4 5 Page 13. GOAL 6—Define and Establish the City's Role in Addressing Homelessness RATING: NA 1 2 3 4 5 GOALS 7—State and Regional Relations Issues for Further Council Discussion [Topics will be scheduled for workshop meetings (3`d Tuesday) or study sessions] a. SW Corridor—Mayor will brief Council during Council Liaison reports b. Pacific Highway/congestion and aesthetics (May 2016) c. Annexation (Incentives Resolution in February,discussion June 2016) d. Charter review(July 2016) e. Future possible ballot measures (April 2016) f. Strategic Plan Updates g. Sustainability(August 2016) RATING: NA 1 2 3 4 5 III.Evaluate and discuss the City Manager's job performance for the current review period. Please provide specific examples to support your assessment/evaluation.You will be provided with feedback from her 360 evaluation process,prior to Council completing this section of the evaluation form. a. Professional Skills/Decision Making Ability to anticipate and analyze problems and map effective solutions.In making decisions considers the best available facts,projections,and evidence and to the extent that resources permit,ensures that such tools are available.Demonstrates a solid understanding of all departmental functions within city government. RATING: NA 1 2 3 4 5 Page ( 4 b. Leadership Sets the performance tone and culture of the organization,recognizes opportunities,capitalizes on partnerships,promotes trust,builds and motivates teamwork,provides vision and direction,encourages and seeks to develop the skills and abilities of others.Treats all with respect and sets the standard for performance accountability by example. RATING: NA 1 2 3 4 5 c. Personnel/Risk/Labor Relations Understands contract negotiations,labor strategy and contract administration. Equitably,fairly and with consideration addresses issues related to labor matters.Recognizes the value of excellent staff and seeks to maintain high performers while balancing the containment of costs. Implements effective programs and decisions to ensure management,control and balance of liability and loss. RATING: NA 1 2 3 4 5 d. Budget and Finance Including financial management and operational efficiency such as accurately and concisely reports and projects the financial condition.Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Obtains the best possible result for the money spent,and monitors efficiency,service improvement and effectiveness for programs. RATING: NA 1 2 3 4 5 e. Community Relations Including public service,sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 5 Page 15 f. Intergovernmental Relations Develops good working relationships with other local,county,regional,state and federal agencies and effectively represents city interests RATING: NA 1 2 3 4 5 g. Interpersonal Skills/Individual Characteristics Including professionalism,creativity,honesty,ethics,and adaptability RATING: NA 1 2 3 4 5 h. Communications Provides Council with well-informed concise oral and written communication,responds to the direction of the majority of the Council--while still recognizing the concerns of the minority, approachable and responsive,is able to represent Council to the community through forums,publications and other venues. Pursues an outreach style of management as a spokesperson for city issues. RATING: NA 1 2 3 4 5 i. Economic Growth&Development Including strategy,vision and community engagement RATING: NA 1 2 3 4 5 ADDITIONAL COMMENTS (OPTIONAL) IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or focus?Provide specific examples. Page 16 Guidance for Evaluation Rating System: Rating 5 (Exemplary Performance) Meaning: Performance is exemplary.Performance demonstrates an exciting vision,challenges the status quo,employs significant creative strategy or innovation,and inspires colleagues and associates to be fully engaged and achieve their full potential. Rating 4(Exceeds Expectation) Meaning: Performance exceeds the standard expected in most of the of the areas of the performance criteria.The assessment indicates that the jobholder has not only achieved effective results against the performance criteria but also has been able to give"Value Added"to this performance criterion in terms of impact and/or satisfaction to stakeholders. Rating 3 (Fully Effective) Meaning: Employee is meeting the job expectations in this area. Rating 2(Developing/Needs Additional Focus) Meaning: Employee is not meeting expectations as set,but is making appropriate level effort. The employee may need to develop more in this area or may require additional guidance or clarity of the expectations in order to increase performance in this area. Rating 1(Needs Improvement) Meaning: Employee is not meeting expectations as set and the area needs prompt attention and improvement. Page I 7 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January-December 2017 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done","Do the Right Thing",and"Respect and Care"). Please use the following criteria:5=Exemplary Performance; 4=Exceeds Expectations;3=Fully Effective;2=Developing/Needs Additional Focus;I=Needs Improvement;NA=Not applicable(have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT II. Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period.Base your evaluation upon the job requirements,achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. GOAL 1—Advance a Local Option Levy and Facilities Bond to Voters to Increase Resources and Space for Day-to-Day City Services Objectives Estimated Timeline Develop key messages to inform/educate the public about city services and funding challenges for outreach effort Develop and administer a second community survey or focus groups to test key messages for levy support Launch a comprehensive outreach campaign to inform and educate the community about specific funding challenges Quarterly briefings with City Council to plan for local option levy RATING: NA ' 1 ' 2 3 4 5 GOAL 2--Expand Recreation Opportunities for the People of Tigard Objectives Estimated Timeline Continue to implement city recreation program in 2017-18 and 2018-19 adopted budget • Continue to implement recommendations of the Recreation Program Study from 2013 • Pilot for after school programming at Metzger • Add additional afterschool programs at other schools • Expand programs and classes with outside providers • Expand outdoor events (movies,concerts,pop-ups in the park) RATING: NA 1 2 3 4 5 Page I 1 GOAL 3—Make Downtown Tigard a Place Where People Want to Be Objectives Estimated Timeline Focus on identifying and acquiring property and developing the Downtown Plaza • Design and develop Tigard Street Heritage Trailhead plaza as a gathering place and event space • Evaluate locations for other plaza/public space, including as part of Civic Center visioning Make Downtown Tigard a livable community with something to offer residents 18 hours a day,7 days a week;develop housing units within Downtown • Build the capacity of the Tigard Downtown Alliance to produce programs and projects that meet the Council goal • Work with a range of community groups to design and program the Tigard Street Heritage Trail • Enable existing businesses to improve their properties and attract new businesses to vacant buildings through the Urban Renewal Improvement Matching Grant Program • Partner with the TDA to pursue Oregon Main Street grant funding for property improvements. • Implement Downtown Projects—1)Main Street Green Street Phase II;2)Tigard Street Trail;and 3)Fanno and Main RATING: NA 1 2 3 4 5 GOAL 4—Pursue Development of Light Rail Along the Southwest Corridor Objectives Estimated Timeline Advocate for Light Rail to come to Downtown Tigard • Support request to the State Legislature for$150M in state lottery funding for the Southwest Corridor Project • Participation on a Sustainable City Year Program multi- jurisdictional team to support City of Tigard goals in the SWC. RATING: NA 1 2 3 4 5 2 GOAL 5—Implement Tigard Triangle Strategic Plan Objectives Estimated Timeline Consider Lean Code and Plan Amendments: • Lean Code(Describes development); • Zoning Map (Designates zoning on specific property); • TTSP (Describes the vision for the Triangle) Development of Funding Tools: • Establish Urban Renewal Agency—public vote on UR plan RATING: NA 1 2 3 4 5 GOAL 6—Annex Territory into the City Objectives Estimated Timeline Prioritize annexation of islands including a strategy and incentives • Review overall project approach,draft letter to island residents,outreach plan,potential incentives and legal process with council—1st week in March,2017 • Schedule and conduct small group meetings/conversations,identify incentives—March— April,2017 • Follow-up on incentives,develop schedule for hearings and final action—May—July 2017 • Develop a strategy for communication and outreach to residents,with the Council in the lead for outreach. • Develop a strategy for future annexations of the remaining Urban Growth Boundary(UGB) • Beginning July,2018 develop a work plan for future annexations of the UGB.Include dates and deadlines for needed studies and outreach. Identify logical phasing options. Present work plan to Council by the end of 2018 RATING: NA 1 2 3 4 5 Page 13 ISSUES FOR FURTHER DISCUSSION AND POLICY DIRECTION -Topics will be scheduled for workshop meetings (3rd Tuesday) or study sessions in 2017-18 Objectives Estimated Timeline Affordable Housing: consider additional program or policy initiatives Reports on Task Force on Homelessness Plan for Council Goals in 2017-2021: • Urban Growth Boundary Expansion/River Terrace South • Pedestrian Connections: Sidewalks,Pathways and Trails program RATING: NA 1 2 3 4 5 Page l4 III.Evaluate and discuss the City Manager's job performance for the current review period.Please provide specific examples to support your assessment/evaluation.You will be provided with feedback from her 360 evaluation process, prior to Council completing this section of the evaluation form. a. Professional Skills/Decision Making Ability to anticipate and analyze problems and map effective solutions.In making decisions considers the best available facts,projections,and evidence and to the extent that resources permit,ensures that such tools are available. Demonstrates a solid understanding of all departmental functions within city government. RATING: NA 1 2 3 4 5 b. Leadership Sets the performance tone and culture of the organization,recognizes opportunities,capitalizes on partnerships,promotes trust,builds and motivates teamwork,provides vision and direction,encourages and seeks to develop the skills and abilities of others.Treats all with respect and sets the standard for performance accountability by example. RATING: NA 1 2 3 4 5 c. Personnel/Risk/Labor Relations Understands contract negotiations,labor strategy and contract administration. Equitably,fairly and with consideration addresses issues related to labor matters.Recognizes the value of excellent staff and seeks to maintain high performers while balancing the containment of costs. Implements effective programs and decisions to ensure management,control and balance of liability and loss. RATING: NA 1 2 3 4 5 d. Budget and Finance Including financial management and operational efficiency such as accurately and concisely reports and projects the financial condition.Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Obtains the best possible result for the money spent,and monitors efficiency,service improvement and effectiveness for programs. RATING: NA 1 2 3 4 5 e. Community Relations Including public service,sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 5 PageI 5 f. Intergovernmental Relations Develops good working relationships with other local,county,regional,state and federal agencies and effectively represents city interests RATING: NA 1 2 3 4 5 g. Interpersonal Skills/Individual Characteristics Including professionalism,creativity,honesty,ethics,and adaptability RATING: NA 1 2 3 4 5 h. Communications Provides Council with well-informed concise oral and written communication,responds to the direction of the majority of the Council--while still recognizing the concerns of the minority,approachable and responsive,is able to represent Council to the community through forums,publications and other venues. Pursues an outreach style of management as a spokesperson for city issues. RATING: NA 1 2 3 4 5 i. Economic Growth&Development Including strategy,vision and community engagement RATING: NA 1 2 3 4 5 ADDITIONAL COMMENTS (OPTIONAL) IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or focus?Provide specific examples. Page 16 Guidance for Evaluation Rating System: Rating 5 (Exemplary Performance) Meaning: Performance is exemplary. Performance demonstrates an exciting vision,challenges the status quo,employs significant creative strategy or innovation,and inspires colleagues and associates to be fully engaged and achieve their full potential. Rating 4(Exceeds Expectation) Meaning: Performance exceeds the standard expected in most of the of the areas of the performance criteria.The assessment indicates that the jobholder has not only achieved effective results against the performance criteria but also has been able to give"Value Added"to this performance criterion in terms of impact and/or satisfaction to stakeholders. Rating 3 (Fully Effective) Meaning: Employee is meeting the job expectations in this area. Rating 2 (Developing/Needs Additional Focus) Meaning: Employee is not meeting expectations as set,but is making appropriate level effort. The employee may need to develop more in this area or may require additional guidance or clarity of the expectations in order to increase performance in this area. Rating 1(Needs Improvement) Meaning: Employee is not meeting expectations as set and the area needs prompt attention and improvement. Page17 City Manager Performance Evaluation City of Tigard NAME: Marty Wine DATE: 10/31/2018 REVIEW PERIOD: FROM Jan '18 TO Dec '18 City Manager Signature: Date: Mayor on behalf of Council (Please Print): Mayor Signature: Date: Page 11 CITY OF TIGARD CITY MANAGER PERFORMANCE EVALUATION Review period: January- December 2018 I. In completing this evaluation,please consider the City-wide core values adopted to set the standard for service excellence at the City of Tigard ("Get it Done", "Do the Right Thing",and"Respect and Care"). Please use the following criteria: 5=Exemplary Performance; 4=Exceeds Expectations;3=Fully Effective;2=Developing/Needs Additional Focus; 1=Needs Improvement;NA=Not applicable(have not observed this area during the evaluation period). PERFORMANCE ASSESSMENT II. Evaluate and discuss the City Manager's overall job performance in achievement of the GOALS set for the current review period. Base your evaluation upon the job requirements,achievement of the goals established during the past review period,and your assessment of the City Manager's accomplishments. GOAL 1—Advance a Local Option Levy and Facilities Bond to Voters to Increase Resources and Space for Day-to-Day City Services RATING: NA 1 2 3 4 5 GOAL 2-- Expand Recreation Opportunities for the People of Tigard (Programs,partnerships) RATING: NA 1 2 3 4 5 GOAL 3—Make Downtown Tigard a Place Where People Want to Be (Plaza, housing, trails) RATING: NA 1 2 3 4 5 Page 12 GOAL 4—Pursue Development of Light Rail Along the Southwest Corridor RATING: NA 1 2 3 4 5 GOAL 5—Implement Tigard Triangle Strategic Plan (Lean Code/Infrastructure Planning) RATING: NA 1 2 3 4 5 GOAL 6—Annex Territory into the City (Islands/UGB) RATING: NA 1 2 3 4 5 ISSUES FOR FURTHER DISCUSSION AND POLICY DIRECTION Affordable Housing: consider additional program or policy initiatives Reports on Task Force on Homelessness Plan for Council Goals in 2017-2021: • Urban Growth Boundary Expansion/River Terrace South • Pedestrian Connections: Sidewalks,Pathways and Trails program RATING: NA 1 2 3 4 5 page ( 3 III.Evaluate and discuss the City Manager's job performance for the current review period.Please provide specific examples to support your assessment/evaluation.You will be provided with feedback from her 360 evaluation process, prior to Council completing this section of the evaluation form. a. Professional Skills/Decision Making Ability to anticipate and analyze problems and map effective solutions.In making decisions considers the best available facts,projections,and evidence and to the extent that resources permit,ensures that such tools are available. Demonstrates a solid understanding of all departmental functions within city government. RATING: NA 1 2 3 4 5 b. Leadership Sets the performance tone and culture of the organization,recognizes opportunities,capitalizes on partnerships,promotes trust,builds and motivates teamwork,provides vision and direction,encourages and seeks to develop the skills and abilities of others.Treats all with respect and sets the standard for performance accountability by example. RATING: NA 1 2 3 4 5 c. Personnel/Risk/Labor Relations Understands contract negotiations,labor strategy and contract administration.Equitably,fairly and with consideration addresses issues related to labor matters.Recognizes the value of excellent staff and seeks to maintain high performers while balancing the containment of costs. Implements effective programs and decisions to ensure management,control and balance of liability and loss. RATING: NA 1 2 3 4 5 d. Budget and Finance Including financial management and operational efficiency such as accurately and concisely reports and projects the financial condition.Management practices and policies are designed to maintain or achieve a sound long-range financial condition. Obtains the best possible result for the money spent,and monitors efficiency,service improvement and effectiveness for programs. RATING: NA 1 2 3 4 5 e. Community Relations Including public service,sensitivity,public involvement,and media relations RATING: NA 1 2 3 4 5 Page I4 f. Intergovernmental Relations Develops good working relationships with other local,county,regional,state and federal agencies and effectively represents city interests RATING: NA 1 2 3 4 5 g. Interpersonal Skills/Individual Characteristics Including professionalism,creativity,honesty,ethics,and adaptability RATING: NA 1 2 3 4 5 h. Communications Provides Council with well-informed concise oral and written communication,responds to the direction of the majority of the Council--while still recognizing the concerns of the minority,approachable and responsive,is able to represent Council to the community through forums,publications and other venues. Pursues an outreach style of management as a spokesperson for city issues. RATING: NA 1 2 3 � 4 5 i. Economic Growth &Development Including strategy,vision and community engagement RATING: NA 1 2 3 4 5 ADDITIONAL COMMENTS (OPTIONAL) IV. Are there areas of exceptional performance that should be particularly noted?Provide specific examples. V. Are there areas of performance needing more attention or focus?Provide specific examples. Page 15 Guidance for Evaluation Rating System: Rating 5 (Exemplary Performance) Meaning: Performance is exemplary. Performance demonstrates an exciting vision,challenges the status quo,employs significant creative strategy or innovation,and inspires colleagues and associates to be fully engaged and achieve their full potential. Rating 4(Exceeds Expectation) Meaning: Performance exceeds the standard expected in most of the of the areas of the performance criteria.The assessment indicates that the jobholder has not only achieved effective results against the performance criteria but also has been able to give"Value Added"to this performance criterion in terms of impact and/or satisfaction to stakeholders. Rating 3 (Fully Effective) Meaning: Employee is meeting the job expectations in this area. Rating 2(Developing/Needs Additional Focus) Meaning: Employee is not meeting expectations as set,but is making appropriate level effort. The employee may need to develop more in this area or may require additional guidance or clarity of the expectations in order to increase performance in this area. Rating 1(Needs Improvement) Meaning: Employee is not meeting expectations as set and the area needs prompt attention and improvement. Page16 City Manager Performance Evaluation --Questions for External Partners: 1. How has Marty's leadership impacted the City of Tigard's partnership/relationship with you and your organization? 2. What stands out as the most significant thing Marty has done this year to increase, improve, or enhance the partnership/relationship with you and your organization? 3. What are some things that Marty could do differently that would help the City of Tigard in its relationship with you and your organization? 4.Other observations you would like to share? SUPPLEM NTAL PACKET FOR gpeyserf? (DATE OF MEETING) 7L (4 $Z S-S / M A SUPPLEMENTA PACKET FOR �U " `� (DATE F ETINO) �� P1)ERS/tIp �` 4.r ), I J \\ \ TIGARD L Tigard Police Department Strategic Dashboard for August 2019 p oLiCE\.. Recent Crime Trends F�IrF *T,r 4.N,`� ' Washington Square Mall Washington Square is seeing a trend in groups of juveniles traveling from Washington with the sole purpose of working together to steal high dollar items. The groups are aggressive and have no regard for customers' safety. They are brazen and boast about their crimes, even posting themselves flashing money around like a badge of honor. These cases are difficult to deal with because their faces are unknown and they live out-of-state. Examples: • Robbery at T-Mobile • 3 Shoplifters forcefully grabbed Xbox systems form the • Theft at LuLu Lemon Microsoft counter and another customer. The customer was • Stabbing between two juveniles pushed to the ground and injured. • Attempted homicide (shooting) • Shoplifter pulled out mace and threated to spray loss prevention • Shoplifter pulled a gun on loss prevention - Construction Site Burglaries In August Tigard experienced several construction site burglaries (Burglaries —Business). In one instance a Porsche was stolen right out of a new high-end showroom. The vehicle was later discovered abandoned behind Toys R Us. ,,`r------ /‘ oLic ., -.. _ i vrlya. - ,,, _,- --,,x Photo Enforcement - update ,* (Il ))H 1?_ ,> , ,, • Documents for the ODOT construction permit are in progress. • Intersection construction may start the first week of October. • 30-day warning period estimated time frame: • Hall Blvd [3 approaches] — 10/31 to 12/4 • Durham Rd [2 approaches] — 11/7 to 12/10 • 72nd St [3 approaches] — 11/15 to 12/17 Citations will be issues after each intersection's 30-day warning period has ended. If all assumptions are correct, the City will start issuing citations December 5th and for all three intersections starting December 18th. • SUPPLEMENTAL PACKET . FOR / �j l .-Da/67 DATE'OF EETING) }'t '-I' N`. >,rt` Tigard PD Strategic Dashboard � . `/,., yOLIC,t `,,.. For August 2019 i, rt�-areo ;'` 2019 Population Estimate 53,148 (Adopted Budget FY 2019-20) AN , os r tit � LCalls For Service - By Month .4116 Ata, ATG ST"DISPA CfEi? AUGUST SEES INITIATED 2053 . 1 1986 1816, { 1887 1906 s- _�1562'.'.1687 1640"�' .0'#.... ! 1338 1772 --1792 2014 2015 201.; '. 017f 420.14 Tracking Code Cases - Year to Date The tracked counts of these have all % Overdose6 10 18 16 increased. Each involves multiple POH 96 88 88 122 96 officers,evidence processing,and trips to hospitals in some cases. Suicide 3 3 6 6 10 Att. Suicide 45 21 43 42 32 DHS referrals and cases of allegations of ' DHS Refer 310 278 356 371 372 abuse to an elderly or mentally ` Dom Viol 69 50 79 102 82 challenged victim end up in the caseload DV No Crime 22 67 86 86 94 of Detectives and SRO's. / ORC Theft 19 43 32 37 51 Domestic Violence reports have have Graffiti 68 49 37 83 32 plateaued- leveling out for the past 3 BHI - Transient* I Total Calls Logged in August: 2053 Total Societal Calls in August: 1320 %of August workload 64% #of Calls -BHI** 166 #of Calls Transient 161 #of Calls Dispatched 209 #of Calls Self Initiated 56 Total Time Spent 151:00:00 (hr:min:sec) Total BHI/Transient calls 265 *Note 1:Behavioral Health Incidents(BHI)and Transient calls are a subset of the category"Societal"calls The statistics above are based on officer inputs. **Note 2:An incident may be both BHI and Transient related. These figures are not additive. 4 9, "ER' -* Tigard PD Strategic Dashboard -� 4'"'"';i T, c For August 2019 ` r 2019 Population Estimate 53,148 (Adopted Budget FY 2019-20) .t:/r 340 , .A'*TI? Calls For Service - wMonth Public Demand Self Initiated Av€RAGE 1175 . -. 3U1-19 11111111.111111111.1111123 VIM,:;7 :s aM-19 :=vF4 29 r: MAT-19 RPR-19 _ _ MAR-19 KEe-19 DEC NNIIIIIIMIIIMIUIOIMIEGM '�` {: 1A4-19 Nov • DEC aT NOV SEPI OCT MI6 .11911 SEPT 3tq.Y .... ... .. AUGMIIIIIMIIIIMIIIIIIIIIIIMMIIIMIIIIr Response Times - 5 Year Trend PRIORITY - PRIORITY 751\ \5.82��6.28 6.1 -625 10.68.r 10.1 921 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 PRIORITY 4+ Priority 1= ........`11.38 Priority 3 = Imminent threat to life 927�..935--""'-10 _'`"9.9s Urgent call where crime j prevention is needed Priority 2= Immediate threat to life,occuringnow ""`` " Priority 4+ = Cold crimes or public assistance 2015 2016 2017 2018 2019 3 ti" � Rs `',*f Tigard PD Strategic Dashboard x For August 2019 *Ecat ,i5 t, n 2019 Population Estimate 53,148 (Adopted Budget FY 2019-20) ,--1):1 Employee Snapshot Department Staffing 1niurntatiun k, ia t'i Budget "o Budget Sworn 67 69 97% Non-Sworn 15 16 94% Total Number of Personnel 82 85 96% Patrol Officer Staffing 34 I Personnel Unavailable for Work Patrol All Other Overall #of Recruits in Pre-Academy - - - #of Recruits in Academy 2 - 2 #of Recruits in FTEP 2 - 2 #of Personnel on Extended Sick Leave/FMLA - - - #of Personnel on Military Leave - - - #of Personnel on Light Duty 1 1 2 #of Personnel on Administrative Leave - - - Total Personnel Unavailable to Work during some Period during the Month 5 1 6 Total Officers Available to work PATROL some period during the Month 29 Operational Effectiveness Snapshot Budgetlntarmatrnn is based un the best a vatlabie data F\ 2U18-19 Budget FY 2019-20 Budget Percent YTD Status Percent YTD Status Department Budget Actual Budgeted Actual Budgeted Administrative 15% 17%r'- -1% 15% 17% ` -2% Operations 13% 17% . -3% 14% 17% -3% Services 18% 17%° 1% 16% 17% -1% Total Department Budget 14% 17% % -3% 14% 17% -3% Budgetlnfarmation is based on the best available data. FY 2018-19 FY 2019-20 Percent YTD Budget Percent YTD Budget Status Status Department Overtime Actual Budgeted Actual Budgeted Administrative 5% 17%_. -12% 12% 17%s -5% Operations 14% 17% i -3% 9% 17%40 -8% Services 10% 17%a -6% 11% 17%0 -5% Total Overtime 13% 17% ; -3% 9% 17%41 -8% 2 a " ''i�'�*�a Tigard PD Strategic Dashboard f *wet For August 2019 ta . 2019 Population Estimate 53,148 (Adopted Budget FY 2019-20) 1'if4*TEN Small numbers cause large percentage increases and decreases. Crime Snapshot '. nses Aug 2018 I(2019 %Chg 2018 S TD 2019 YTD Person Crime 40 40 0.00% 336 272 -19.05% Assault 34 35 2.94% 273 225 -17.58% Robbery 2 2 0.00% 25 20 -20.00% Property Crime 197 190 -3.55% 1715 1227 -28.45% Burglary-Residential 12 5 -58.33% 64 39 -39.06% Burglary-Business 1 6 t: 500.00% 37 38 2.70% Burglary-Other 5 0 -100.00% 24 12 -50.00% UUMV 5 11 120.00% 114 78 -31.58% Theft 93 1071 15.05% 855 767 -10.29% Vandalism 37 26 0 -29.73% 248 203 -18.15% Societal Crimes 60 631 5.00% 472 518 9.75% DUII 17 191 11.76% 110 99 -10.00% Drug Offense 11 9 1 -18.18% 99 65 -34.34% Disorderly Conduct 18 5 1 -72.22% 90 44 -51.11% Calls for Service Aug 2018 Aug 2019 %Chg 2018 YTD 2019 YTD %Chg Dispatched Calls 1938 20531 5.93% 15250 15030 -1.44% Self Initiated Calls 1986 1338 0 -32.63% 13709 11272 -17.78% Response Time Priority 1 &2 6.1 6.251 2.46% 6.35 6.15 -3.15% Priority 3 10.1 10.95 1 8.42% 9.82 10.371 5.60% Priority 4 + 11.38 9.98 -12.30% 10.03 10.45°` 4.19% Community Snapshot Community Concerns *Residential Parking *Photo Enforcement Community Outreach and Events Upcoming Events *H2O for Heros(8/4) *Tigard Street Fair/Latino Fest(9/7) *Domestic Violence Awareness Month proclamation *National Night Out(8/6) *Tigard Chamber/Council Forum on LOL(9/11) *Concerts and Movies in the Park *Tigard Breakfast Rotary K9 Fun Run(9/14) *Pop Ups in the Park *Police Department Open House(9/20) *Chinese Cultural Event(8/25) *Let's Talk Transportation(9/18) *Residential Parking meeting(8/28) *Coffee With A Cop(10/2) *Person Crime-Assault,Homicide,Robbery,Kidnap,Forcible/Non-Forcible Sex Offense *Property Crimes-Arson,Bribery,Res Burglary,Bus Burglary,Oth Burglary,Forgery,Vandalism,Embezzle,Fraud,Theft,UUMV,Bad Check *Societal Crimes-Drug Offense,Prostitution,Weapons,Curfew,DisCon,DWI,Family Offense,Liqour Laws,Peeping Tom,Trespass *The data is National Incident Based Reporting System(NIBRS)compliant and not Uniform Crime Report(UCR)compliant and cannot be compared to any report using that standard. 1 AIS-3983 3.A. Business Meeting Meeting Date: 09/10/2019 Length (in minutes):Consent Item Agenda Title: Receive and File: Council Calendar and Tentative Agenda Submitted By: Carol Krager,Central Services Item Type: Receive and File Meeting Type: Consent- Receive and File Public Hearing: No Publication Date: Information ISSUE Receive and file the Council Calendar and the Tentative Agenda for future council meetings. STAFF RECOMMENDATION / ACTION REQUEST No action is requested; these are for information purposes. KEY FACTS AND INFORMATION SUMMARY Attached are the Council Calendar and the Tentative agenda for future Council meetings. OTHER ALTERNATIVES N/:\ COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION N/A -Receive and File Items Attachments Three-month Calendar Tentative Agenda • MEMORANDUM T I GARD TO: Honorable Mayor& City Council FROM: Carol A. Krager, City Recorder (Lja RE: Three-Month Council Calendar DA'Z'E: September 3,2019 Below is a listing of council meetings for the next three months. Regularly scheduled Council meetings are marked with an asterisk (*). September 2 Monday Labor Day Holiday- City offices and Library closed 3* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 10* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 17* Tuesday Council Training—6:30 p.m.,Town Hall 24* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall October 1* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 8* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 15* Tuesday Council Workshop Meeting —6:30 p.m.,Town Hall 22* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 29 Tuesday Fifth Tuesday, Council Outreach November 5* Tuesday Council Business Meeting—6:30 p.m.,Town Hall 11 Monday Veterans Day Holiday,City offices closed, Library open 12* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 19* Tuesday Council Workshop Meeting —6:30 p.m.,Town Hall 26* Tuesday Council Study Session&Business Meeting—6:30 p.m.,Town Hall 28 Thursday Thanksgiving Holiday,City offices and Library closed is\adm\city council\council calendar\3-month calendar word format.doc Meeting Banner 0 Business Meeting Study Session 0 Special Meeting ❑ Consent Agenda 0 Meeting is Full ❑ Workshop Meeting ❑ City Council Tentative Agenda 9/4/2019 8:03 AM - Updated Form Meeting Date Submitted By Meeting Type Agenda Item Title Department Inbox or Finalized 3872 09/10/2019 Kelly Burgoyne AAA September 10, 2019 Business Meeting DEADLINE (in Marty's inbox) 8/27/2019 3964 09/10/2019 Carol Krager ACCSTUDY 1 30 Minutes—City Manager Performance Evaluation City 08/29/2019 Criteria Discussion Management 3873 09/10/2019 Kelly Burgoyne ACCSTUDY 2 15 Minutes—Council Liaison Reports Central 05/21/2019 Services °- ---- -- .M,v Total Time:45 Minutes of 45 Minutes Meeting Full-Closed 3951 09/10/2019 Joanne ACONSENT Consent Item—Proclaim Constitution Week City 08/22/2019 Bengtson Management 3982 09/10/2019 Joanne ACONSENT Consent Item—Proclaim Domestic Violence Awareness City Bengtson Month Management 3955 09/10/2019 Schuyler CCBSNS 1 5 Minutes—Consider Resolution of Support for DLCD Community 08/29/2019 Warren Technical Assistance Grant Development 3969 09/10/2019 Lloyd Purdy CCBSNS 2 20 Minutes—Tigard Economic Development (keep Community Krager C, City order to go after DLCD item) Development Recorder 3976 09/10/2019 Joanne CCBSNS 3 30 Minutes—Quarterly Update on City Council Goals City Krager C, City Bengtson Management Recorder Total Time: 55 Minutes of 100 Minutes Scheduled 09/11/2019 September 11, 2019 -Council at Tigard Chamber of Commerce Business Forum 5:30-7 p.m.Tigard Public Library Community Room 3874 09/17/2019 Kelly Burgoyne AAA September 17, 2019 Workshop Meeting—Councilor DEADLINE (in Newton,Carol Krager and Kelly Burgoyne absent Marty's inbox) 9/3/2019 3965 09/17/2019 Kelly Burgoyne CCWKSHOP 1 120 Minutes—City Council Training City Bennett D, HR Management Director Wage I:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx Meeting Banner 0 Business Meeting Study Session 0 Special Meeting ❑ Consent Agenda 0 Meeting is Full ❑ Workshop Meeting 0 City Council Tentative Agenda 9/4/2019 8:03 AM -Updated Total 3875 09/24/2019 Kelly Burgoyne AAA September 24, 2019 Business Meeting Pr i1h6 v,F � .H,• 9/1n/7019 3876 09/24/2019 Kelly Burgoyne ACCSTUDY 115 Minutes—Council Liaison Reports Central 05/21/2019 Services 3962 09/24/2019 Sean Farrelly ACCSTUDY 2 30 Minutes—Executive Session: Real Property Community 08/15/2019 Transaction Negotiations Development Total Time:45 Minutes of 45 Minutes Scheduled—Meeting Full—Closed 3832 09/24/2019 John Goodrich ACONSENT Consent Item—Amendment to Construction Water IGA Public Works Goodrich J, Division with Tualatin Valley Water District Manager 3957 09/24/2019 Jamie ACONSENT Consent Item—Contract Award—Owners Finance and Greenberg J, Greenberg Representative/Project Management Services—Universal Information Purchasing Asst. Plaza and Fanno Creek Overlook Services 3958 09/24/2019 Sean Farrelly CCBSNS 1 10 Minutes-Tigard Southwest Corridor Affordable Community Farrelly S, Redev Housing Predevelopment Project Work Plan Development Project Manager 3960 09/24/2019 Dave Roth CCBSNS 2 20 Minutes—Receive Briefing on Pacific Highway Community Roth D,Sr Comprehensive Plan Scoping Project Development Transportation Planner 3979 09/24/2019 Dave Roth CCBSNS 3 10 Minutes—Consider Amendments to Tigard Community Transportation Advisory Committee Bylaws Development 3971 09/24/2019 Marty Wine CCBSNS 4 45 Minutes—Update on Local Option Levy Planning City Management 3972 09/24/2019 Marty Wine CCBSNS 5 25 Minutes—Consider River Terrace South and West City Urban Growth Planning Agreement with Metropolitan Management Land Group Total Time: 110 Minutes of 100 Minutes Scheduled—Meeting Overscheduled—CLOSED 3877 10/01/2019 Kelly Burgoyne AAA October 1, 2019 Business Meeting One 2IPage I:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx Meeting Banner 0 Business Meeting❑ Study Session 0 Special Meeting ❑ Consent Agenda 0 Meeting is Full ❑ Workshop Meeting 0 City Council Tentative Agenda 9/4/2019 8:03 AM -Updated 3959 10/01/2019 Jamie ACONSENT Consent Item—Contract Award—On-Call Information Finance and Greenberg J, Greenberg Technology Support and Other Related Services Information Purchasing Asst. Services Total Time:0 Minutes of 100 Minutes Scheduled 3878 10/08/2019 Kelly Burgoyne AAA October 8, 2019 Business Meeting DEADLINE (in Marty's inbox) 3948 10/08/2019 John Goodrich ACCSTUDY 1 30 Minutes—Solid Waste Management Rates and Fees Public Works Goodrich 1, Division Manager 3932 10/08/2019 Kelly Burgoyne ACCSTUDY 2 15 Minutes—Council Liaison Reports Central 07/11/2019 Services Total Time:45 Minutes of 45 Minutes Scheduled—MEETING CLOSED—FULL 3978 10/08/2019 Carol Krager CCBSNS 1 20 Minutes—Executive Session Called under ORS Finance and 08/21/2019 192.660(2)(f) Exempt Public Records—End of Meeting, Information but will go back to Town Hall afterwards Services 3977 10/08/2019 Carol Krager CCBSNS 2 25 Minutes—Finance Placeholder Finance and LaFrance T, Fin/Info Information Svcs Director Services Total Time:45 Minutes of 100 Minutes Scheduled 3879 10/15/2019 Kelly Burgoyne AAA October 15, 2019 Workshop Meeting DEADLINE (in Marty's inbox) 10/1/2019 3949 10/15/2019 John Goodrich CCWKSHOP 145 Minutes—Stormwater Financial Strategy Planning— Public Works Goodrich J, Division Rate Study Results Manager Total Time:45 Minutes of 180 Minutes Scheduled 3880 10/22/2019 Kelly Burgoyne AAA October 22, 2019 Business Meeting 3I ' ag I:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx Meeting Banner ❑ Business Meeting❑ Study Session ❑ Special Meeting ❑ Consent Agenda ❑ Meeting is Full ❑ Workshop Meeting ❑ City Council Tentative Agenda 9/4/2019 8:03 AM - Updated 3966 10/22/2019 Carol Krager ACCSTUDY 1 25 Minutes—City Manager Performance Evaluation City Bennett D, HR Criteria Discussion Management Director 3881 10/22/2019 Kelly Burgoyne ACCSTUDY 2 15 Minutes—Council Liaison Reports Central 05/21/2019 Services Total Time:45 Minutes of 45 Minutes Scheduled—Meeting Full—CLOSED Total Time:0 Minutes of 100 Minutes Scheduled 10/29/2019 Council Outreach Event—Details TBA 3884 11/05/2019 Kelly Burgoyne AAA November 5, 2019 Business Meeting One Total Time:0 Minutes of 180 Minutes Scheduled 3885 11/12/2019 Kelly Burgoyne AAA November 12, 2019 Business Meeting 3968 11/12/2019 Kelly Burgoyne ACCSTUDY 1 30 Minutes—City Manager Performance Evaluation City Bennett D, HR Criteria Discussion Management Director 3886 11/12/2019 Kelly Burgoyne ACCSTUDY 2 15 Minutes—Council Liaison Reports Central 05/21/2019 Services Total Time:45 Minutes of 45 Minutes Scheduled—Meeting Full—Closed 3933 11/12/2019 Dave Roth CCBSNS 1 15 Minutes—Tigard Transportation Advisory Community Committee Annual Report to Council Development 3952 11/12/2019 Kelly Burgoyne CCBSNS 2 30 Minutes—Joint Meeting with the Tigard Central Roth D, Sr Transportation Advisory Committee (TTAC) Services Transportation Planner Total Time:45 Minutes of 100 Minutes Scheduled 3887 11/19/2019 Kelly Burgoyne AAA November 19, 2019 Study Session Only Red Rock Conference Room Marty`s in4: 1:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx Meeting Banner 0 Business Meeting❑ Study Session 0 Special Meeting g❑ Consent Agenda ❑ Meeting is Full 0 Workshop Meeting 0 City Council Tentative Agenda 9/4/2019 8:03 AM - Updated 1./W2.0:1.9 3980 11/19/2019 Carol Krager CCWKSHOP 90 Minutes - Discussion on City Manager Goals for City Rihala, S, City 2020 Management Attorney Total Time:90 Minutes Scheduled—MEETING CLOSED IMEL. 3888 11/26/2019 Kelly Burgoyne AAA November 26, 2019 Business Meeting ►EADLINE (in Marty's inbox) 3970 11/26/2019 Kelly Burgoyne ACCSTUDY 1 15 Minutes—Council Liaison Reports Central 08/20/2019 Services Total Time: 15 Minutes of 45 Minutes Scheduled 3950 11/26/2019 John Goodrich CCBSNS 1 20 Minutes—Stormwater Financial Strategy Planning— Public Works Goodrich J, Division Adoption of Rate Study Recommendation Manager 3954 11/26/2019 Lina Smith CCBSNS 2 20 Minutes—Legislative Public Hearing: Public Facilities Community Smith L,Asst Plan (CPA2019-00002) Development Planner Total Time:40 Minutes of 100 Minutes Scheduled 3889 12/03/2019 Kelly Burgoyne AAA December 3, 2019 Business Meeting One 3967 12/03/2019 Kelly Burgoyne CCBSONE 145 Minutes— Executive Session Called Under City 08/21/2019 192.660(2)(i) Review and Evaluation of the Chief Management Executive Officer—End of Meeting Total Time:45 Minutes of 180 Minutes Scheduled 3890 12/10/2019 Kelly Burgoyne AAA December 10, 2019 Business Meeting City Management 3975 12/10/2019 Joanne ACCSTUDY 1 30 Minutes—Quarterly Update on City Council Goals City Bengtson J, Exec Bengtson Management Asst to City Mgr 3891 12/10/2019 Kelly Burgoyne ACCSTUDY 1 15 Minutes—Council Liaison Reports Central 05/21/2019 Services Total Time:45 Minutes of 45 Minutes Scheduled—Meeting Full—CLOSED SI Page I:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx Meeting Banner 0 Business Meeting❑ Study Session 0 Special Meeting ❑ Consent Agenda 0 Meeting is Full ❑ Workshop Meeting 0 City Council Tentative Agenda 9/4/2019 8:03 AM -Updated Total Time:0 Minutes of 100 Minutes Scheduled 3892 12/17/2019 Kelly Burgoyne AAA December 17, 2019 Workshop Meeting Councilor Lueb-Absent 3934 12/17/2019 Carol Krager CCWKSHOP 1 30 Minutes—External Financial Audit &CAFR Finance and Isaksen J,Asst. Presentation Information Finance Director Services 3986 12/17/2019 Steve Martin CCWKSHOP 2 45 Minutes—Joint Meeting with the Park and Public Works Krager C,City Recreation Advisory Board Recorder Total Time:75 Minutes of 180 Minutes Scheduled Vacations/Conferences Councilor Newton September 17 Councilor Lueb December 17 Wage I:\ADM\CITY RECORDERS\TENTATIVE AGENDA\September 2, 2019 Tentative Agenda.docx AIS-3951 3. B. Business Meeting Meeting Date: 09/10/2019 Length (in minutes):Consent Item Agenda Title: Proclaim Constitution Week Prepared For: Joanne Bengtson,City Management Submitted By: Joanne Bengtson,City Management Item Type: Receive and File Meeting Type: Proclamation Public Hearing: No Publication Date: Information ISSUE Should Mayor Snider Proclaim September 17-23,2019 as Constitution Week? STAFF RECOMMENDATION / ACTION REQUEST Long time Tigard resident Dorothea White and the Daughters of the American Revolution make this request yearly to honor our democracy's founding document. KEY FACTS AND INFORMATION SUMMARY This celebration of the Constitution was started by the Daughters of the American Revolution. In 1955,DAR petitioned Congress to set aside September 17-23 annually to be dedicated for the observance of Constitution Week.The resolution was later adopted by the U.S. Congress and signed into public law on August 2, 1956, by President Dwight D. Eisenhower. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION Tigard's Mayor has issued this proclamation annually for decades. Attachments Proclaim Constitution Week tilitt, -., ,,,,,,,. ,wij c 4... ,:111/4110 47 i `, Cit}o/Tigard Constitution Week I WHEREAS, on September 17, 1787, the Constitution of the United States of l America was signed by 55 delegates to the Constitutional Convention in Philadelphia's Independence Hall; and 'I WHEREAS, September 17, 2019, marks the 232nd anniversary of the drafting of the Constitution; and I Vii€ WHEREAS, it is fitting and proper to accord official recognition to this magnificent �.4 ' ' . document that provides Americans with the freedoms we have today; and #. WHEREAS, on the anniversary of this important document, it is a great time to learn more about the historical events which led to the framing of the Constitution -,„e in September 1787; and o;e,, ala WHEREAS, Public Law 915 guarantees the issuing of a proclamation each r year by the President of the United State of America designating September I 17 through 23 as Constitution Week. t, Pr 14:`''s NOW THEREFORE BE IT RESOLVED THAT I,Jason B. Snider, Mayor of the C li City of Tigard, Oregon, do hereby proclaim the week of September 17-23, 2019 as y JA@ CONSTITUTION WEEK x ` ' in Tigard, Oregon and encourage all citizens to reaffirm the ideals of the ' �; Constitution by protecting the freedoms guaranteed to us through this I.e testament to American liberty. ' IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal te` of the City of Tigard to be affixed. t Jason B. Snider, Mayor �o,, , 41;1;1 I City of Tigard f o `� Attest } i d 4C 1[ I1., City Recorder F `lcE ,if ' W.„: ,ir.. rim:4'.-1.-x.'w'r- i'%. -'7''' . i S. , ,,,,,,, ,,,, ,,,,,,w1/2 AK:viz, 0., •4,(0,7„,,,t, , ?,,,,,,,t, 4,,,,*.7., I AIS-3982 3. C. Business Meeting Meeting Date: 09/10/2019 Length (in minutes): 5 Minutes Agenda Title: Proclaim Domestic Violence Awareness Month Submitted By: Joanne Bengtson,City Management Item Type: Update,Discussion,Direct Staff Meeting Type: Proclamation Public Hearing: No Publication Date: Information ISSUE Should Mayor Snider proclaim October as Domestic Violence Awareness Month? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends issuing the proclamation as it was requested by Tigard Police Department who are part of the first responders to domestic violence. KEY FACTS AND INFORMATION SUMMARY Domestic violence affects women and men of every race,religion,culture and status. It includes yelling, humiliation, stalking,manipulation,coercion,threats and isolation. It's stealing a paycheck,keeping tabs online,non-stop texting, constant use of the silent treatment,or calling someone stupid so often they believe it. Nearly three out of four Americans personally know someone who is or has been a victim of domestic violence.The U.S. Department of Justice estimates that 1.3 million women and 835,000 men are victims of physical violence by a partner every year. Domestic Violence Awareness Month evolved from the Day of Unity held in October 1981 and conceived by the National Coalition Against Domestic Violence. In 1989 Congress passed Public Law 101-112,officially designating October of that year as National Domestic Violence Awareness Month. Such legislation has been passed each year since. Tigard partners with Washington County's Domestic Violence Resource Center to educate, support,and empower survivors and their children." It is located within the Family Justice Center: 735 SW 158th Ave,Suite 100,Beaverton dvrc@dvrc-or.org. Services include: •Community Advocacy: Provides advocacy to survivors of domestic violence by providing a wide range of free and confidential services to clients. •Professional Counseling: Offered at no cost to adults and children who are survivors of domestic violence. •Monika's House is a 24-bed facility that provides safe and confidential shelter for those fleeing imminent physical danger. •24 Hour Crisis Line: (503) 469-8620 or toll free 1 (866) 469-8600 •Transitional Housing: Former Monika's House residents can receive extended support while further developing their economic support and securing permanent housing. •Safety Planning:An essential service to surviving domestic violence is to create a safety plan that will keep you,children and pets safe while living in an at risk environment. •Community Education: Domestic violence can be alive in the most unsuspecting environments. The center helps people understand the signs,the effects and what it means to survive domestic violence. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION This is the first time a request has been made for this proclamation. Attachments Domestic Violence Awareness r r r . , .„.14 s J a rr �_i i Cit of Tigard ` • DOMESTIC VIOLENCE AWARENESS MONTH �` • WHEREAS,domestic violence is a serious crime that affects people of all races,ages,gender 'm ' identities,socio-economic levels,religions, backgrounds, beliefs and abilities;and ilti< WHEREAS,domestic violence includes physical,emotional,social,sexual,spiritual,financial "6i, and digital abuse;and can occur between family members, intimate partners and within dating ('`-4 y • relationships;and Pi WHEREAS,domestic violence is widespread;it's estimated that over 12 million Americans are ,I; affected each year; and Ilii ' ' p WHEREAS, more than one in three women and one in four men in the United States report .1, -. _ having experienced domestic violence,stalking,sexual assault or physical assault by an intimate partner during their lifetimes;and ir4WHEREAS,one in fifteen children are exposed to intimate partner violence each year,90%of 'l M1 these children are eyewitnesses to this violence,and children that grow up in violent homes 'll ii-i-_ are believed to be abused and neglected at a rate higher than the national average,often ,i1. .`_- ;3 resulting in life-long trauma;and it WHEREAS,intimate partner violence accounts for 15%of all violent crime,at least 19%of !( . reported domestic violence involves the use of a weapon,and the presence of a gun in a ,,`- G domestic violence situation increases the risk of homicide by 500%;and ' (04a � WHEREAS, in 2018 Oregon domestic and sexual violence programs answered 128,786 calls Ii 1 for help and provided shelter to 3,786 individuals and their children;and iti .a al` WHEREAS,domestic violence costs the nation over$8.3 billion annually in medical expenses, 'vii` ,; it police&court costs,shelters,foster care,sick leave,absenteeism,and non-productivity;and lel it . I. WHEREAS,law enforcement officers put their lives at risk daily responding to domestic 11.r:'violence incidents and the Tigard Police Department believes only a coordinated community / iI liti effort will put a stop to this cycle of violence. 'ai y`l 1.h'-' .r E NOW,THEREFORE,BE IT RESOLVED that I,Jason B.Snider, Mayor of the City of Tigard, -if, Oregon,do hereby proclaim the month of October 2019 as .d, {ul iQii.4- r 1. DOMESTIC VIOLENCE AWARENESS MONTH I" I 1, l 1,-,:iin Tigard,Oregon and urge all residents to show support for the domestic violence advocates, `ate `1 t, ,I crisis hotline staff,victim service organizations and law enforcement officers in our community 1 I who provide critical advocacy,resources, hope and assistance to victims. II .4I Dated this day of September 2019 i ..- IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City of Tigard to be affixed. I\ y� a y Jason B.Snider,Mayor ;('\i" ,-V - City of Tigard ,. Attest: Carol A.Krager,City Recorder ; { Y x & t' AIS-3955 4. Business Meeting Meeting Date: 09/10/2019 Length (in minutes): 5 Minutes Agenda Title: Consider Resolution of Support for DLCD Technical Assistance Grant Prepared For: Schuyler Warren,Community Development Submitted By: Schuyler Warren,Community Development Item Type: Motion Requested Meeting Type: Council Business Meeting Resolution -Main Public Hearing: No Publication Date: Information ISSUE Shall the Community Development Department apply for a 2019-2021 Technical Assistance Grant from the Department of Land Conservation and Development to support the Tigard Employment Lands Tomorrow project? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends adoption of the resolution. KEY FACTS AND INFORMATION SUMMARY Staff in the Community Development department have initiated a project to update the Comprehensive Plan and the Tigard Community Development Code related to economic development activities and the regulation of employment lands. A first step in this project is an in-depth analysis of the trends and needs in the commercial,industrial,and office sectors,a buildable lands inventory,and an economic opportunities analysis. The Department of Land Conservation and Development supports these activities through their Technical Assistance grant program.A primary focus of this program is the support of economic development activities. The city is seeking$30,000 to support this work program and is providing$10,000 in match from the Community Development professional services budget. This resolution of support is a required submittal element for the grant application. OTHER ALTERNATIVES COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS Comprehensive Plan Goal 9 -The city shall have a strong and resilient local economy with a diverse portfolio of economic activity: retail,professional service,and industrial jobs. 2019-21 Council Goal 3 Strategy 3.3 - Study the viability for any future expansions of the city's urban growth boundary to include employment land so that new growth and ongoing service costs to Tigard residents and businesses are balanced DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments Resolution CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 19- A RESOLUTION OF SUPPORT FOR A TECHNICAL ASSISTANCE GRANT FROM THE DEPARTMENT OF LAND CONSERVATION AND DEVELOPMENT TO CONDUCT A BUILDABLE LANDS INVENTORY AND ECONOMIC OPPORTUNITIES ANALYSIS IN SUPPORT OF THE TIGARD EMPLOYMENT LANDS TOMORROW PROJECT WHEREAS, the Department of Land Conservation and Development periodically offers Technical Assistance grants to communities undertaking comprehensive planning work;and WHEREAS, a primary goal of these grants is to support economic development activities in cities throughout the state;and WHEREAS,the city last completed an Economic Opportunities Analysis 2011;and WHEREAS, there have been fundamental changes in the economy and employment that have reshaped the way that commercial,industrial,and office space is likely to be developed and used;and WHEREAS, the Southwest Corridor light rail project is likely to reduce the limited supply of industrial employment lands in the city;and WHEREAS, the Council desires to assess the potential for including employment lands in future urban expansions;and WHEREAS,the Council desires to develop a future vision for its economic development program;and WHEREAS, the Council desires to ensure that Tigard remains regionally and nationally competitive for efficient and sustainable economic development opportunities;and NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Council approves submittal of an application for a 2019-2021 Technical Assistance grant from DLCD. SECTION 2: This resolution is effective immediately upon passage. PASSED: This day of 2019. Mayor- City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO. 19- Page 1 AIS-3969 5. Business Meeting Meeting Date: 09/10/2019 Length (in minutes):20 Minutes Agenda Title: Receive Update on Tigard Economic Development Prepared For: Lloyd Purdy,Community Development Submitted By: Lloyd Purdy,Community Development Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Meeting -Main Public Hearing: No Publication Date: Information ISSUE Staff will brief Council on new and renewed economic development initiatives. STAFF RECOMMENDATION / ACTION REQUEST None.This is a briefing for the City Council. KEY FACTS AND INFORMATION SUMMARY From 2013 to 2017 the City of Tigard's economic development program focused on developing critical infrastructure and programs to support manufacturing,downtown revitalization,business engagement,and entrepreneur development. Since their creation,programs like the Tigard Enterprise Zone,Vertical Housing Development Zone,Hunziker Infrastructure Project,Tigard Street Heritage Trail and even the Taste of Tigard food festival continue to positively impact the city and provide a valuable connection between the city and Tigard's business community. The City Council reestablished the economic development program in 2019. Moving forward,the economic development team will reintroduce several core economic development programs focused on strengthening connections with local businesses and will collaborate on community development and planning projects that set a foundation for how the city's employment lands are developed,redeveloped and used. The City of Tigard's focus on economic development can help build a diverse,inclusive and resilient local economy. This focus aligns with the city's strategic plan by building on unique local resources like the city's trail system and public spaces to support local businesses.When successful,this work builds greater connectivity between residents,public resources and businesses -- creating a stronger local identity and local economy. Ensuring development advances the city's vision requires working with partners in community development, planning and engineering to set a foundation for future economic activity that supports a vibrant economy. Successful economic development aligned with the city's strategic vision also requires working with partners in the business community, so their voice is heard as part of the city's decision-making process and so that business is engaged as an active participant in achieving the vision. Below are examples of some of the economic development projects that are planned to restart this year,as well as some of the city projects that will benefit from an economic development perspective. Business Roundtable Tigard's Business Roundtable will once again gather business leaders together to discuss economic development programs,network,and explore solutions to shared challenges. Tigard's previous business roundtable successfully gathered business leaders on a recurring basis to strengthen the city's connection to local business leaders. This program can be reactivated and improved upon using a"sector convening" strategy. A sector-based approach gathers firms within the same business sector so leaders can collaborate on pre-competitive opportunities that can be initiated together to grow and strengthen their business sector. Bankers,Brokers &Builders Network Work with private sector partners by proactively building relationships with the economic institutions and partners that support economic development. Commercial finance,real-estate and development professionals are part of an ecosystem that sets the foundation for economic growth. Without financing, firms cannot grow. Without tenable space, firms cannot conduct business. Bankers,brokers and builders have a unique understanding of the health of the local and regional economy. They also help drive economic activity when they invest in a commercial loan or development.These partners provide insight into the strength and direction of the economy and are key allies with the city in economy building. Business Visits In-person,one-on-one meetings with CEOs and business leaders help staff understand the unique needs of local firms and their business sector.These meetings also create an opportunity to connect local firms with public and nonprofit partners who provide business assistance from local,regional and state economic development resources ranging from capital finance,loans for entrepreneurs,business advising and workforce development solutions to help them grow their business. Employment Lands Code Update Work with an interdisciplinary team from Community Development and Engineering to update the code and zoning in the city's "Employment Lands."These are the local regulations that guide development and allowed uses in the parts of the city with primarily commercial,industrial and professional activity. The City of Tigard has a recent history of innovation in land use with projects like the Tigard Triangle Lean Code and the Hunziker Corridor mixed use master plan. Innovative policies and practices can improve the economic efficiency of our land supply. This project will study ways to increase job density in our limited supply of employment land,promote a blend of economic activity,and reduce regulatory barriers to development. This project also introduces an opportunity to investigate ways to encourage more mixed-use development that blends residential and economic activity in key parts of the city. This work is consistent with Council Goals 2 & 3. Washington Square Regional Center Plan District Update Work toward an update of the regional center designation for the Washington Square area. This is the most employment-dense part of the city with residents from around the region working in Lincoln Center and Washington Square Mall. Changes to land use policy and practice here will help guide how private investment, development and commerce continue in Tigard's only Regional Center.A challenge in this work will be to find ways that encourage growth and development for both commercial and residential use that is smart and inclusive, consistent with Council Goals 2&3. Hwy 99 Corridor Planning The City of Tigard,Washington County,ODOT and three neighboring cities along 99W are working together to explore ways to improve the performance of this regionally significant corridor. This includes identifying and coordinating new projects that transition this auto-centric commercial corridor into a 21st Century multi-modal,safe road. This project provides an opportunity to convert a perceived liability—a congestion choked highway—into a resource that promotes economic growth and community vitality consistent with Council Goals 2& 3. OTHER ALTERNATIVES Discuss alternative economic development initiatives and goals. COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS The economic development programs outlined above support the City of Tigard's Comprehensive Plan: Goal 9 -Economic Development,the City of Tigard Strategic Plan: Goal 2 -Ensure development advances the vision,and the 2019/2020 Council Goals 2&3. DATES OF PREVIOUS COUNCIL CONSIDERATION Funding an Economic Development Manager position to initiate and manage economic-focused programs was authorized by Council as part of the 2019 budget process. Attachments No file(s)attached. AIS-3976 6. Business Meeting Meeting Date: 09/10/2019 Length (in minutes):30 Minutes Agenda Title: Receive Quarterly Update on City Council Goals Prepared For: Marty Wine,City Management Submitted By: Joanne Bengtson,City Management Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Meeting -Main Public Hearing: No Publication Date: Information ISSUE Priorities for Council Attention and Action:On February 12,2019 the Tigard City Council discussed the city's goals for the next two years. Criteria for the goals included a policy-level focus; two-year timeframe; limited impacts on core service delivery;implementing the strategic plan;be achievable;and benefit the whole. These were adopted on March 26,2019. Goal 1: Ensure the City's continued financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner. Goal 4: Enhance two-way communication to understand community priorities and involve the community in the decision-making process. Goal 5: Enhance walkability and pedestrian connectivity. STAFF RECOMMENDATION / ACTION REQUEST The City Manager will provide a briefing on accomplishments on Council goals for the first quarter since adoption;and a look ahead to the milestones ahead for each Council goal. KEY FACTS AND INFORMATION SUMMARY In August 2019 individual meetings with each Councilor,the City Manager outlined the historic written quarterly council goal reporting. Council preference is to receive a briefing report as part of the Council meeting. This report is a new format for presentation in a Council study session or briefing at a business meeting. OTHER ALTERNATIVES The Council could receive this report in written form through the weekly newsletter. COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS Goal 1:Ensure the City's continued financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner. Goal 4: Enhance two-way communication to understand community priorities and involve the community in the decision-making process. Goal 5: Enhance walkability and pedestrian connectivity DATES OF PREVIOUS COUNCIL CONSIDERATION Council adopted the city's goals for the next two years on March 26,2019. This is the first quarterly progress report to council members. Attachments Council Goal Report PowerPoint • AgendaQuick©2005-2019 Destiny Software Inc.,All Rights Reserved 2019-2021 Tigard City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) Develop and implement a communications plan, for city staff and elected officials, to engage the public about the Strategy 1.1 cost and value of city services and explain funding challenges. Project Manager: Comms/CM/FIS Project: Levy and Bond Outreach Plan Q1 2019 Drafted a Levy and Bond Outreach Plan which Council reviewed and discussed at their March 26th meeting. Launched a'Jargon-Free Jan March Budget Conversation' on the Your Tigard engagement page. Coordinated a'Late Night in Tigard'State of the City event,more than 200 community members attended.At the event,Mayor Snider launched the Council Connections initiative which includes a monthly Cityscape feature,'What's on Your Mind',and"Out of City Hall, Q2 2019 Into Your Neighborhood."The Mayor and Council have been invited to 25 events since the beginning of the initiative.Presented a final April June Levy&Bond Outreach Plan at the June 4 Council meeting.The plan identified outreach opportunities,key messages,and roles and responsibilities. Recreation:many free events for the summer(pop-ups,movies in the park,concerts). PARF increases communicated in citywide and Park&Rec materials.All have seen increased attendance and participation. Presented levy outreach materials at each of the Tigard school Q3 2019 open houses. Developed and filmed the first of four videos about the levy.The first video highlights 'A day in the life of Tigard Police July-Sept Officer.' Coordinated outreach effort is planned for the Downtown Street Fair and Latino Festival. Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Finance and Communications staff are working on the city's first Popular Annual Financial Report(PAFR). This is a document that supports the Comprehensive Annual Financial Report(CAFR). The PAFR is brief and intended to be more approachable than the CAFR. It is not limited to financial schedules and provides an opportunity to communicate about city services and funding challenges. The first one will be based on FY 2017-18 audited financials and will be completed by October. Upon completion of the annual audit in December,the PAFR will be updated with FY 2018-19 audited financials. This version will be submitted to the Government Finance Officers Association(GFOA) for review with the intent that the document wins the award for excellence that our Budget and CAFR Q4 2019 have been winning since 1987 and 1985,respectively. Finance,Communications,and City Management is still determining how best to Oct Dec distribute the document. Continue to implement the Communications Plan by enhancing levy related posts,producing a second video on police services,attending key events such as Trick-or-Treat Main Street and Downtown Tree Lighting,and promoting original content related to the levy proposal. Enhance the levy webpage by adding a'tax calculator', frequently asked questions,and individual stories of police officers. Begin working with the Secretary of State's Office on safe harbor for levy materials. Q1 2020 Continue to work with Secretary of State's Office on safe harbor for levy materials. Develop and send a citywide mailer on the levy. Promote levy-related articles and videos on Facebook,Nextdoor,and Twitter. Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) Increase trust with the community by regularly publishing a city report card, detailing our progress and challenges, Strategy L2 and comparing our work to peer cities. Project Manager: CM/Comms Project: Citywide Report Card Q1 2019 Jan-March Q2 2019 Began conversations about a city report card. April June Q3 2019 Drafted and refined a city report card featuring performance indicators,key facts about city services,and Tigard demographics.The final report will be distributed in October via utility bills and Tigard Life. July-Sept Q4 2019 Publish a webpage with supplemental information to the city report card. Solicit community feedback on the city report card-what did Oct-Dec people like,what can we do better. Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) Strategy 1.3 Pursue a local option levy and/or bond in May 2020. Project Manager: City Management Project: 2020 Safety Levy Q1 2019 Presented City Council with preliminary information about a potential levy and bond. Jan-March Q2 2019 Further refined the levy scope and presented Council with the necessary information to decide whether to include a levy and bond on the April_June same ballot. Appointed five new members to the Levy Bond Task Force(8.20.19) Convened first meeting of the LBTF(8.21.19) Next meeting Q3 2019 scheduled for 9.18.19.Launched online survey soliciting feedback about inclusion of Safe Routes to Schools (8.26.19). Developed a web presence for the local option levy. Community survey/polling firm under contract(DHM Research) July-Sept Q4 2019 DHM will conduct a survey of Tigard voters designed to understand support for levy proposal and messages (October 1). Oct-Dec Q1 2020 DHM will conduct a survey designed to test the exact ballot title language to provide information for Council about taking,or not taking, a levy proposal to voters in May 2020. Jan-March Q2 2020 mil-June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) By May 2019, determine specific services and/or facilities the voter will get by approving a local option levy and/or Strategy 1.3.1 bond proposal and begin communicating it to the voters. Project Manager: City Management Project: Scoping the 2020 Safety Levy Q1 2019 Jan-March Council discussed levy alternatives on March 26 and determined alternatives on April 23.At June 25 meeting,Council directed staff to ()2 2019 test voter interest in funding 10 police positions,training and Safe Routes to School through a local option levy.Council is considering a April June bond for a police facility in 2021. Q2 and Q3 activities focus on visibility for the proposal,outreach and gathering community input. Implementing communications plan. Q3 2019 Staff has entered into a contract with FFA Architects to update the Police facility needs assessment,provide adjacency diagrams,review July-Sept potential sites for a facility and update the facilities condition assessment for the complex. Q3 2019 Launched online survey on August 26 to solicit feedback around Safe Routes to School inclusion. July-Sept Q3 2019 Staff is actively working to fine-tune the financials for the potential local option levy and anticipates that they will be ready for Council in July-Sept the next quarter. Q3 2019 FFAwill complete phase one of the conceptual design process for a police facility in October. Staff will report back to Council in November. Oct-Dec Q4 2019 Staff anticipates that the financials related to the levy will be ready to discuss in the Fourth Quarter and the potential levy rate will be Oct-Dec refined. Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) Council will actively participate in the city's communications regarding the community benefits of the local option Strategy 1.3.2 levy and/or bond. Project Manager: CM/Comms Project: Council Connections Q1 2019 ,Jan-March Staff brought a levy and bond communication plan to Council on June 4,2019. Council outreach activities for the next two quarters focus Q2 2019 on visibility and outreach for the proposal and understanding community feedback about the proposal. April June Outreach activities include Summerfield,National Night Out,attendance at summer events such as concerts and movies in the Park, Street Fair and LatinFest,joint Council-Chamber meeting. Council liaisons (Councilor Lueb and Newton) attended the Levy Bond Task Q3 2019 Force on Agust 21,2019.Staff led a discussion with the Committee for Community Engagement(including CCE Council Liaison July-Sept Newton) about levy communications. CCE provided insight into how to strengthen levy communications. Engage with the community at Police Open House,Coffee with a Cop (in the city's five patrol districts),Trick-or-Treat Main Street, Q4 2019Holiday Tree Lighting,and'Out of City Hall,Into Your Neighborhood'events Oct-Dec Q1 2020 Jan-March Q2 2020 April-June Q3 2020 July-Sept Council Goal Report,9/4/2019 2019-2021 Tigard. City Council Goals Goal 1. Ensure the City's financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. (Corresponds to Strategic Plan Goal 4) Strategy 1.3.3 By mid January, 2020 refer a local option levy and/or bond for voters to consider at the May, 2020 election. Project Manager: City Management Project: Levy Referral Q1 2019 Jan-March Q2 2019 April June Q3 2019 City Council briefings about levy planning and communications are scheduled monthly through January.Levy and Bond Task Force July-Sept convened for three meetings to advise the Council about a proposed levy. Q4 2019 City Council will refine the levy proposal and begin review of caption/ballot title/explanatory statement for referral beginning in late Oct-Dec January 2020. Develop levy communication materials. Council will receive a recommendation from staff to go to ballot with levy(or not).Review Q1 2020 process with Secretary of State for safe harbor continues. Council directs preparation of ballot title and explanatory statement by February Jan-March 1. Council decision to refer levy to voters must be made by February 22. Q2 2020 May 19,2020 is Election Day. April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Ensure that Tigard Triangle urban renewal investments promote equitable development and create a vibrant, Strategy 2.1 walkable, and connected district. Project Manager: CD/ENG Project: A New Tigard Triangle:Planning for Equitable Development Q1 2019 an-March Q2 2019 A New Tigard Triangle: Planning for Equitable Development held 3 community meetings,two focus groups,two TCAC subcommittee April-June meeting and briefings for equitable UR strategy. Q3 2019 Tigard Triangle Stormwater Implementation Plan:work begins. Draft Equitable UR Strategy will be brought to the TCAC for review. July-Sept Parks System Master Plan Update begins. Q4 2019 72nd Avenue Study:work began July 2018, study to be delivered December 2019. Oct-Dec Q1 2020 J an-March r2020 TCDA Board review of Equitable Urban Renewal Strategy April-June Q3 2020 Tigard Triangle Stormwater Implementation Plan: study delivered. July-Sept Q4 2020 Parks System Master Plan Update delivered. Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Continue to make Downtown Tigard a place people want to be by making substantial progress on projects that attract new residential and business investment: Design and engineering of the Universal Plaza Construction of the Tigard Street Heritage Trail/Rotary Plaza Redevelopment of the Main St. at Fanno Creek property Main Street Green Street Phase 2 Fanno Creek Overlook Cultivate more relationships with future developers that share our multigenerational transit-oriented development vision. Strategy 2.2 Create an inventory of sites with high potential for transit-oriented housing redevelopment. Support and participate in a branding effort for the Downtown and Tigard Triangle. Evaluate the size and scope of the City Center Urban Renewal Plan to determine whether tax increment resources in the downtown are sufficient to meet council objectives. Prepare recommendations regarding the City Center urban renewal area's possible continuation Pursue the Ash Street Crossing to improve multi-modal circulation in the downtown. Update the 2007 Leland report to accelerate downtown redevelopment, focusing on leverage possibilities from SW Corridor and other active transportation investments. Project Manager: CD/ENG/FIS Project: Many Q1 2019 Jan-March On 5/14,the LCRB awarded the contract for the city's Financial Advisor(FA). Staff has been working with the FA to restructure Q2 2019 existing debt on the Ferguson property and issue additional debt to finance projects in downtown including: Universal Plaza,restrooms at April June Rotary Plaza,and Main Street Green Street Phase 2. Q3 2019 July-Sept Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Q3 2019 Council passed a resolution to authorize staff to issue the debt for Downtown Urban Renewal projects on August 13th. On August 29, July-Sept approximately$6M in debt was funded. Q4 2019 Main Street Green Street Phase 2 project planned to begin (completed 2021).Transportation System Plan update begins (Ash Street/North Dakota concept included) Oct-Dec Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Continue to make Downtown Tigard a place people want to be by making substantial progress on projects that attract new residential and business investment: Design and engineering of the Universal Plaza Construction of the Tigard Street Heritage Trail/Rotary Plaza Redevelopment of the Main St. at Fanno Creek property Main Street Green Street Phase 2 Fanno Creek Overlook Cultivate more relationships with future developers that share our multigenerational transit-oriented development vision. Create an inventory of sites with high potential for transit-oriented housing redevelopment. Strategy 2.2 Support and participate in a branding effort for the Downtown and Tigard Triangle. Evaluate the size and scope of the City Center Urban Renewal Plan to determine whether tax increment resources in the downtown are sufficient to meet council objectives.Prepare recommendations regarding the City Center urban renewal area's possible continuation Pursue the Ash Street Crossing to improve multi-modal circulation in the downtown. Update the 2007 Leland report to accelerate downtown redevelopment, focusing on leverage possibilities from SW Corridor and other active transportation investments. Q3 2019 Universal Plaza July-Sept Gehl Studios prepared Universal Plaza Design Brief,Public Life Public Space Insights and RFP language RFP for Owner's Rep for Universal Plaza released Local Contract Review Board consideration of Owner's Rep contract Tigard Street Heritage Trail/Rotary Plaza TSHT and restroom contracts approved TSHT/Rotary Plaza groundbreaking ceremony and construction start. Selection of artists for Outdoor Museum major artworks. Main Street at Fanno Development Agreement with AVA Tigard Development amended, extending the timeline Board of the TCDA review of project plans Main Street Green Street Phase 2 Scope and budgeting underway Fanno Creek Overlook Creekside easement acquisition nearing completion Senior Center Affordable Housing Northwest Housing Alternatives selected for affordable housing lease/development agreement(3 interviews) Q4 2019 Universal Plaza Oct-Dec Design and Engineering consultant RFP, selection,and LCRB review Ferguson Plumbing to vacate building Tigard Street Heritage Trail/Rotary Plaza TSHT work complete. Interpretive elements for Outdoor Museum installed and major artwork creation starts. Main Street at Fanno TCDA Board decision on second 90-day extension for Development Agreement Main Street Green Street Phase 2 Local Contract Review Board consideration of Design and Engineering contract Senior Center Affordable Housing Council consideration of Lease/Development Agreement with Northwest Housing Alternatives NHA to start design and consulting with stakeholders Ash Avenue Crossing Transportation System Plan update begins (Ash Street/North Dakota concept included) City Center Urban Renewal Plan Update RFP for consultants and consultant selection 2019-2021 Tigard City Council Goals Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Strategy 2.2 Continue to make Downtown Tigard a place people want to be by making substantial progress on projects that attract new residential and business investment: Project Manager: Schuyler Warren Project: Tigard Street Heritage Trail /Tigard's Outdoor Museum Q1 2019 Jan-March Q2 2019 April-June Q3 2019 TSHT and TOM groundbreaking ceremony.TSHT work start. Selection of artists for TOM major artworks. July-Sept Q4 2019 TSHT work complete. Interpretive elements for TOM installed. TOM major artwork creation starts. Oct-Dec Q1 2020 Jan-March Q2 2020 TOM major artworks complete and installed. April June L.3 2020 TOM project closeout. y-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Ensure the Southwest Corridor project maximizes benefits to the Tigard community and minimizes negative impacts Strategy 2.3 by implementing the memorandum of understanding with Tri-Met. Ensure urban design and pedestrian connections to Tigard light rail stations is prioritized in station area access plans. Project Manager: Gary Pagenstecher Project: SWC MOU Q1 2019 SWC TAC and Urban Design Integration Group workshops address station area planning and pedestrian access. ,Jan-March TriMet formed the Conceptual Design Report workgroup,including Tigard staff,to complete Partner draft by September and a Public Q2 2019 draft by December 2019. The CDR is a point in time description of the project(including MOU items) on completion of the FEIS which accounts for the design work to date and the design direction going forward into design development. April June Q3 2019 CDR Partner draft due to be published mid-September. 7uly-Sept Q4 2019 CDR Public draft due to be published in December Oct-Dec Q1 2020 Jan-March Q2 2020 Project develoment plans check set April-June Q3 2020 Project develoment plans 30% July-Sept Q4 2020 Bridge docs Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. (Corresponds to Strategic Plan Goal 2) Complete an initial assessment of Washington Square Regional Center Plan District and related development code. Strategy 2.4 Identify barriers to redevelopment and develop a project of planning and code updates to attract investment in commercial, office, and high-density residential development with a range of price points. Project Manager: Susan Shanks Project: Washington Square Regional Center Update Project Q1 2019 Applied for a Metro 2040 Planning and Development Grant in the amount of$250,000. Mayor Snider sent congressional letters of Jan-March support advocating for USCM infrastructure investment and tax policy changes to expand infrastructure investment. Q2 2019 Metro Staff and the Screening Committee for the grant program forwarded their recommendation to Metro Council to fully fund the city's proposal. April June Q3 2019 Received notification of Metro grant award in July. Next steps include developing a Public Engagement Plan,drafting a Request for July-Sept Proposals for a project consultant team,and entering into an Intergovernmental Agreement with Metro. Q4 2019 Oct-Dec Q1 2020 Tan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 3. Ensure Tigard grows and develops in a smart and inclusive manner. (Corresponds to Strategic Plan Goal 2) Secure external resources to: •Accomplish all planning and outreach activities necessary to expand the City's urban growth boundary to include the South River Terrace Area. Complete Title 11 compliance,apply to Metro for UGB expansion,and annex South River Terrace. •Prepare a concept plan for West River Terrace. Strategy 3.1 The city will direct all work under this goal,which is contingent on: •All direct,indirect and overhead costs necessary to make South River Terrace"development-ready"funded by private sector partners and/or through grants prepared at the expense of the private sector partner. •The continuation of existing city plans and projects such that they are neither slowed nor disrupted by River Terrace planning. •The inclusion of equitable development principles in River Terrace planning. Project Manager: Project: Q1 2019 Jan-March Metro grant award for concept planning.Tigard staff has actively discussed several iterations of an agreement with developer to fund the Q2 2019 concept planning work.Agreement is close and in review by developer's attorney.Work related to the concept plan in West River Terrace April June will include support of employment land. Q3 2019 Agreement with developer to Council September 2019 July-Sept Q4 2019 First Quarter Supplemental will include request for staff and resources needed to undertake this project. Oct-Dec Q1 2020 Jan-March Q2 2020 April June Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 3. Ensure Tigard grows and develops in a smart and inclusive manner. (Corresponds to Strategic Plan Goal 2) Complete an Affordable Housing Plan and adopt recommended strategies to promote the development and retention Strategy 3.2 of affordable housing in Tigard. Increase advocacy at the regional level for housing that is affordable, funding strategies, and consider an excise tax. Project Manager: Schuyler Warren Project: Tigard Affordable Housing Plan Q1 2019 Jan-March Q2 2019 Plan Adoption by City Council. Includes strategies to promote and encourage affordable housing,including funding sources,reducing April-June barriers, and preserving existing. Pilot program in Washington County for Metro HomeShare. Adoption of SDC Exemptions for ADUs. City Council gave guidance for construction excise tax.Waived SDCs for Affordable Housing Q3 2019 development;program exempts transportation and park SDCs for units at or below 80%median family income. July-Sept Q4 2019 Consider Construction Excise Tax Oct-Dec Q1 2020 Consider CDBG Joint Entitlement Jan-March Q2 2020 April June Q3 2020 Tuly-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 3. Ensure Tigard grows and develops in a smart and inclusive manner. (Corresponds to Strategic Plan Goal 2) Study the viability for any future expansions of the city's urban growth boundary to include employment land so that Strategy 3.3 new growth and ongoing service costs to Tigard residents and businesses are balanced. Project Manager: Lloyd Purdy Project: New Employment Lands Analysis Q1 2019 Jan-March Q2 2019 April-June Q3 2019 Align study with complementary work, findings and deliverables from other CD projects in 2019/2020. July-Sept Q4 2019 Oct-Dec Q1 2020 Scope project for unmet deliverables and non complete research. Issue RFP. Jan-March Q2 2020 Study,research and analysis phase. April June Q3 2020 Project closeout. July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 4. Enhance two-way communication to understand community priorities and involve the community in the decision- making process. (Corresponds to Strategic Plan Goal 3) Develop and implement strategies for city staff and Council to engage with and hear directly from a wide variety of Strategy 4.1 residents and businesses on important issues. Project Manager: Kent Wyatt Project: Building Community Connections Q1 2019 Continued to develop the Council Connections webpage for residents to ask questions,invite the Mayor and Council to events,and learn more about their elected officials. Jan March Developed meaningful engagement opportunities on'Your Tigard',the city's digital engagement platform. More than 1,600 people visited the site in June. Engineering and Planning held its first Transportation Open House on April 9,including material with Spanish interpretation,to gather input on multiple projects including 72nd Avenue study,Safe Routes to Schools,Complete Streets Policy,SW Q2 2019 Corridor light rail,and other items. City hosted a Camas Festival at Dirksen Nature Park April 27 with the City Council present. The April June event celebrated new park amenities and gathered resident&visitor input on priorities for future Fanno Creek Trail amenities. Launched Volunteer Tigard!where community members address community needs.At the first event,ten volunteers assisted an 80-year old resident in addressing code compliance issues. Recreation is providing many free events this summer. They are excellent opportunities for staff to communicate with the public, including 5 Pop-ups, 5 Movies in the Park,and 2 concerts. Public participation is up at the pop-up events held so far.Hosted the Q3 2019 Community Roundtable with 20 leaders of Tigard non-profits and faith-based groups.Attendees discussed community engagement July-Sept strategies and areas where the city can help.A second Transportation Open House is scheduled for Sept 18. Q4 2019 Increase outreach to the Latino community through a business roundtable, small group meetings, and increased translation of city Oct-Dec material. Q1 2020 jan-March Q2 2020 April June Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 4. Enhance two-way communication to understand community priorities and involve the community in the decision- making process. (Corresponds to Strategic Plan Goal 3) Initiate listening sessions with residents of unincorporated areas,within the urban growth boundary, about the Strategy 4.2 opportunity for annexation. Project Manager: CD Project: Opportunity for Annexation Q1 2019 Jan-March Q2 2019 April June Q3 2019 Staff have begun initial discussions on a work plan to organize and schedule two listening sessions,one each in Metzger and Bull Mountain. CD staff are working with the Comms Team to develop the outrech strategy and informational material. July-Sept Q4 2019 Conduct two listening sessions,one each in Metzger and Bull Mountain. Oct-Dec QI 2020 Jan-March Q2 2020 April-June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 4. Enhance two-way communication to understand community priorities and involve the community in the decision- making process. (Corresponds to Strategic Plan Goal 3) Strategy 4.3 Increase community understanding and knowledge of the city,its services and fiscal situation. Project Manager: Kent Wyatt/FIS Project: Q1 2019 Ian-March Q2 2019 April June Q3 2019 Continued the weekly feature, "Why Wednesday" to address common misconceptions about city services and projects. July-Sept TAs mentioned in Strategy 1.1,Finance and Communications staff are working on the city's first Popular Annual Financial Report(PAFR). This is a document that supports the Comprehensive Annual Financial Report(CAFR). The PAFR is brief and intended to be more approachable than the CAFR. It is not limited to financial schedules and provides an opportunity to communicate about city services and funding challenges. The first one will be based on FY 2017-18 audited financials and will be completed by October. Upon completion of Q4 2019 the annual audit in December,the PAFR will be updated with FY 2018-19 audited financials. This version will be submitted to the Oct-Dec Government Finance Officers Association(GFOA) for review with the intent that the document wins the award for excellence that our Budget and CAFR have been winning since 1987 and 1985,respectively. Finance,Communications,and City Management is still determining how best to distribute the document. Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 4. Enhance two-way communication to understand community priorities and involve the community in the decision- making process. (Corresponds to Strategic Plan Goal 3) Promote an inclusive, open-minded, and progressive community. Implement initiatives to improve city services and Strategy 4.4 participation that captures the diversity of the community and improves equity and inclusion. Project Manager: ACM and HR Dir Project: Building Diversity Equity and Inclusion in Tigard Established a DEI Statement for the City and a DEI Plan included identifying 4 Objectives with Key Results for each,developed a webpage and published the information along with stats of how representative city staff are in comparison to our community;established a number of front counter positions as bi-lingual;held staff brainstorming session on how the city could grow a more inclusive and Q1 2019 welcoming culture;and made changes to the recruitment process to enhance our ability to attract and retain a more diverse workforce- Jan-March including initiating blind applicant screening,establishing a DEI question bank to be incorporated into all hiring processes,increasing our focus in development of job posting on the importance of establishing an inclusive and welcoming city. Hosted DEI 101 courses for city staff;launched an internal DEI Advisory Team;reviewed statistics to see if our recruitment efforts were effective;updated our statistics on the webpage to show our progress;reported progress as part of the city's report card;provided procedural justice training for PD;partnered with Washington SO to host a community dinner with marginalized communities;hosted community conversations around equity and affordable housing;implemented citywide translation services;created a welcome poster and Q2 2019 flyer featuring 13 languages about city services;met with the Committee for Community Engagement for input regarding the up-coming April June Mutli-city Equity Summit;participated with VAN on their continued efforts in WA Co to operationalize equity;completed'Access Recreation' training to better understand barriers on our trails and in parks. Created an online survey,'A Community for All'which asks for input on how the city should prioritize projects that remove barriers for everyone;began posting social media messages in English and Spanish;translated key outreach materials in English and Spanish; developed a Team charter for the DEI Advisory Team;drafted internal meeting norms to enhance respectful engagement among city Q3 2019 staff;drafted an intital DEI Resolution for Council consideration;received the HEAL City small grant to purchase and install three sets July-Sept of English/Spanish early literacy signs in parks (Cook Park Install completed);and established a presence at the Tigard Street Fair/Latino Festival. Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Working to identify a resource person to help the city with an initial front counter audit for identifying barriers in our systems;working to develop guidelines for when they city will translate information and documents;establish an implicit bias certification process for interview panelists;exploring a new hire mentor program to increase the sense of welcome among new staff;present a DEI Resolution Q4 2019 for Council consideration;roll-out a Respectful Workplace Conduct Policy;co-host with 4 other cities the first Multi-City Equity Summit; co-host with Multnomah Co and others the NW Diversity Conference;participate in the Building Bridges Event revise the DEI Plan to Oct-Dec update what has been accomplished and prepare a workplan for 2020 to incorporate both the workplan for the DEI Directors and the DEI Advisory Team. Q1 2020 Jan-March Q2 2020 April-June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Develop an implementation strategy related to the ADA Transition Plan to identify the priorities for curb ramps and Strategy 5.1 public sidewalks that must be repaired or replaced to meet current ADA guidelines. Project Manager: ENG/CS Project: ADA Transition Plan Q1 2019 Jan-Nlarch ADA Planning moved forward with a prepared draft ADA Transition Plan that included input from a citizen focus group and staff. Draft plan to be released for public comment in August and includes a briefing with City Council. Implementation strategies will be Q2 2019 included in plan for Council consideration for adoption in Fall 2019,and ramps/sidewalk policies development,planning and budgeting April June to start thereafter. Q3 2019 Transition plan presentation to City Council July-Sept Q4 2019 Transition plan City Council adoption and implementation begins;complete development of implementation strategies and Oct-Dec implementation of smaller early action projects within 3 years of Council adoption of ADA Transition Plan Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Invest in walking connections by reviewing the Tigard sidewalk infill study and recommendations and continuing to Strategy 5.2 dedicate specific funding for pedestrian and bike facility projects in the city's Capital Improvement Plan equaling at least ten percent of the transportation CIP planned expenditures. Project Manager: CD/ENG Project: Build Walking Connections The 6-Year Capital Improvement Plan (CIP) adopted by Council as part of the FY 2019-20 Budget exceeds the standard set in this 2019-20 strategy that planned pedestrian and bike facility projects should equal at least 10 percent of the planned transportation CIP expenditures. In FY 2019-20,those projects equal 34%of the transportation CIP expenditures and in FY 2020-21 they represent 14%. Over the entire 6-Year CIP,pedestrian and bicycle facilities make up 21%of transportation CIP. Main Street Green Street Phase 2 consultant selection and contract negotiations began Pedestrian&Cyclist Connections Program is an ongoing annual program provides that provides multiple small pedestrian and cyclist improvements including flashing beacons for crossings,"Your Speed Is" signs, "20 is Plenty"yard signs,grant match for lighting along 99W,grant match for Transportation Safety Action Plan to reduce crashes, fill small sidewalk gaps Tigard Street Heritage Trail design and permitting completed in the spring;the construction contract approved in August Fanno Creek Trail design work began for four segments;work proceeds on a multi-jurisdiction project to plan an at-grade crossing of Scholls Ferry Road due to a frequently flooded trail undercrossing;planning for an alignment of the last Fanno Creek Trail segment from Q2 2019 Bonita to Durham starts September;In June Mayor Snider wrote to Washington County's Urban Road Maintenance District supporting April June five projects that would provide pedestrian safety improvements to Metzger and Bull Mountain and to support Safe Routes to School programs at schools where improvements are needed. Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Council adopted a Complete Streets Policy. Complete Streets Policy Implementation Plan includes 23 specific actions to make Tigard more walkable and bikeable.The Tigard Transportation Advisory Committee (1 IAC)will share responsibility and oversight in implementation. Walking connection improvements in this year's CIP include multiple projects with pedestrian and cyclist improvements underway including: Pavement Management Program,curb ramp improvements along with Durham Road paving summer 2019 Tiedeman Ave.will see the initiation of the design process in late spring 2019 for sidewalks on Tiedeman at connection with the Tigard Street Heritage Trail Q3 2019 Commercial St. and 99W sidewalks (Beef Bend to Naeve)were put out to bid by ODOT with construction start summer 2019 July-Sept Roy Rogers Road (County construction of roadway including sidewalks and bike lanes underway 121st Avenue design is underway for widening to add sidewalks and bike lanes 72nd Avenue Study is in active development of options and public/staff rating underway for future cross section of 72nd in the Tigard Triangle with pedestrian and bicycle amenities being the focus North Dakota Street Bridge Replacement is in the initial scoping phase now with ODOT for a project that will add bike lanes and sidewalks to a new bridge Wall Street/Tech Center Drive consultant is selected,design starting summer 2019 for completion of complete street in Hunziker Core Q4 2019 Complete 72nd Ave Study Oct-Dec 4 Q1 2020 Work could begin on Tigard sidewalk infill study. Outcome may be dedicated funding identified in the city's CIP. Jan-March . :.aa.9YRX:wfIwA MbN .,•.n..:. .R-tf9's+a'witiMiv✓-.N,df,ANr N"Pnxt101a,mow..».,k..:...aw......,.. Q2 2020 April-June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Continue to advance and develop Safe Routes to School (SRTS) plans for Tigard schools and implement an Strategy 5.3 improvement for at least one school per year including funding priorities. Project Manager: Dave Roth Project: Safe Routes to School Program City re-applies for Metro RTO funding to continue successful SRTS program and staff position going forward. Metro awards Tigard Q1 2019 $150,000 in grant funding to support SRTS program for three additional years. Program will now work with all schools in the TTSD Jan-March school district and now includes collaboration with TTSD Transportation (school bus program). Q2 2019 April June Top priority SRTS infrastructure projects identified for potential funding through a local option levy. Staff developed initial list of 10 Q3 2019 projects across the city with a total cost of$1.3M.List refined to$925,000 of projects and is being used to poll voter support.Tigard July-Sept SRTS program kicks-off at back to school events at all TTSD elementary and middle schools. Q4 2019 SRTS Walk and Roll events planned for October of 2019. Oct-Dec Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Integrate the Complete Streets Policy to update the Transportation System Plan. Consider implementation of a Strategy 5.4 Neighborhood Traffic Management Program. Implement a Citywide Transportation Safety Action Plan and develop a scope and budget for a pedestrian crossing improvement plan. Project Manager: CD/ENG Project: Q1 2019 Jan-March Q2 2019 Complete Streets Policy adopted by Tigard City Council in June of 2019.Transportation Safety Action Plan (TSAP)project kicks-off. April June Q3 2019 July-Sept Q4 2019 Transportation Safety Action Plan(TSAP)to be completed. Oct-Dec Q1 2020 Transportation System Plan (TSP) Project kicks-off. Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Seek Regional Transportation Options funding to develop a regional trail wayfinding plan, and improve signage along Strategy 5.5 the Fanno Creek Trail. Project Manager: Dave Roth Project: Qi 2019 Jan-March Wayfinding signage for intersections along the Fanno Creek Trail was constructed using the Intertwine Trail signage templates. Signs for some unfinished sections of the Fanno Creek Trail are already made. Additionally,wayfinding signs for the Pathfinder/Genesis Trail are Q2 2019 finished and will be installed this fall. Wayfinding signage for the trails in Dirksen Nature Park are constructed;installation is expected by April-June fall. Q3 2019 July-Sept Q4 2019 Oct-Dec Q1 2020 Metro RTO Grant Due for wayfinding signage plan on Fanno Creek Regional Trail. Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 2019-2021 Tigard City Council Goals Goal 5: Enhance walkability and pedestrian connectivity. (Corresponds to Strategic Plan Goal 1) Strategy 5.6 Advocate for local control of speed limits in residential neighborhoods. Project Manager: CD/ENG Project: Q1 2019 Jan-March Tigard advocated during 2019 legislative session. SB 558 approved.Along with other Oregon cities,Tigard now has more flexibility in Q2 2019 setting residential speed limits and may designate speed for a highway under the City's jurisdiction that is 5 mph lower than the statutory April June speed when the highway is in a residential district and not an arterial highway. Q3 2019 July-Sept Q4 2019 Oct-Dec Q1 2020 Jan-March Q2 2020 April June Q3 2020 July-Sept Q4 2020 Oct-Dec Council Goal Report,9/4/2019 CITY OF TIGARD Respect and Care I Do the Right Thing I Get it Done TIGARD City Council Goals 1St & 2nd Quarter 2019 Progress & Look-Ahead City Management I September 10, 2019 CITY OF TIGARD Quarterly Goal Updates Goals adopted in Late March 2019 - Council's 2-year plan Aligned with citywide strategic plan Work plans are a work in progress — still a need to look ahead into 2020 Performance audit will recommend departmental workplan + alignment of Council goals + citywide SP Staff re-mobilizing to address (some) new priorities Council guidance on reporting would be helpful What we've done, what Council will see next ( : I I ' °1 O l TIGARD Goal 1. Ensure the City's financial stability & sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. ► 1.1. Develop and implement a communications plan for staff and elected to engage the public about cost and value of city services and explain funding challenges. ► 1.2. Increase trust with the community by regularly publishing a city report card detailing progress and challenges and comparing our work to peer cities. ► 1.3. Pursue a local option levy and/or bond in May 2020. Include specific services and/or facilities and communicate this, Council will actively participate, refer by January 2020. C I T Y O F TIG A RD Accomplished Look Ahead ✓ Scoped the levy & began outreach • Broader communications plan ✓ Levy/Bond Outreach Plan (March) (relates to Goal 4) N7Levy & Bond Task Force (August) ▪ City Report Card (Oct) sr Updated facilities assessments (bond) ▪ Implement Levy Comms Plan s/ Your Tigard engagement (April) ▪ Begin levy Safe Harbor process ✓ State of the City (April) ■ Levy & Bond Task Force mtgs s( Council Connections & Out of City Hall, ▪ Community surveys (Oct/Dec) Into Your Neighborhood (25 events) • Police facility conceptual ✓ PARF communications design (October/November) ✓ Popular Annual Financial Report (PAFR) ' Levy financials (December) N/ A lot of Levy communications: school ▪ Continued levy outreach open houses, videos, Street Fair • Levy referral (January) CITY OF TIGARD Goal 2. Invest and connect key areas of the city to promote economic growth and community vitality. ► 2.1. Tigard Triangle ► 2.3. Ensure Southwest ► 2.2. Downtown Corridor maximizes Universal Plaza benefits to Tigard by TSHT/Outdoor Museum implementing TriMet Main St. @ Fanno Creek MOU, prioritizing urban / Main St. Green St. Phase 2 design & ped connections Fanno Creek Overlook ► 2.4. Complete an initial ► Future developers of TOD - relationship assessment of ► Downtown and Triangle branding effort Washington Square ► Evaluate City Center Plan size/scope Regional Center Plan District & related ► Pursue Ash Street Crossing development code. Update 2007 Leland Report CITY ( ) I1IG AR 1 ) Accomplished Look Ahead ✓ Tigard St. Heritage Trail groundbreaking • Deliver Triangle Stormwater ✓ Triangle Equitable UR Strategy (Apr-Jun) Implementation Plan ✓ Triangle Stormwater Implementation • Parks System Master Plan ✓ 72nd Avenue study underway (July) Update ✓ Restructure existing TCDA debt for • Main St. Green St. Phase 2 downtown projects (August) begins in Fall ✓ Main @ Fanno Project Plan approved • Design/engineering for Universal Plaza ✓ WA Square Metro grant award • TSHT work complete ✓ Universal Plaza Design/Owner's Rep including artist selection ✓ Senior Ctr Affordable Housing project • TSP update begins ✓ SWC station area planning/conceptual • SWC MOU Conceptual design Design Report ✓ ...so much more! c : I C Y OF TIGARD Goal 3. Ensure Tigard grows and develops in a smart and inclusive manner. 3.1. Secure external resources to accomplish all planning and outreach to expand UGB to include South RT (Title 11 compliance, UGB expansion application, and annexation). Prepare concept plan for West RT. 3.2. Affordable Housing Plan to promote development and retention. Increase advocacy and consider excise tax. 3.3. Study viability to include employment land in future UGB expansions. CITY OF TIGARD Accomplished Look Ahead ✓ Negotiations underway with • Developer agreement + development partner for agreement 1Q Supplemental will to fund concept planning (coming in including funding for 3 Sept) staff for concept planning ✓ Metro Concept Planning grant award (Sept) ✓ Affordable Housing Plan adoption • Construction Excise Tax (June) consideration ✓ SDC waiver for Affordable Housing • Consider CDBG Joint development approved Entitlement ✓ SDC Exemptions for ADUs adopted • Scope Employment Lands Analysis V Council guidance for excise tax CITY OF TIGARD Goal 4. Enhance two-way communication to understand community priorities and involve the community in the decision-making process. 1 4.1. Develop and implement strategies for city staff and Council to engage with and hear directly from a wide variety of residents and businesses on important issues. / 4.2. Initiate listening sessions with residents of unincorporated areas, within the UGB, about the opportunity for annexation. / 4.3. Increase community understanding and knowledge of the city, its services and fiscal situation. / 4.4. Promote an inclusive, open-minded, and progressive community. Implement initiatives to improve city services and participation that captures the diversity of the community and improves equity and inclusion. ( : I 1 O ITIG ARD Accomplished Look Ahead ✓ Council Connections webpage • Relates to Goal 1 ✓ Your Tigard digital engagement platform • Increase Latinx outreach: ✓ Transportation Open House (April, Sept) business roundtable, small V Volunteer Tigard ! Events launched group meetings, translation V Events, recreation & other: pop-ups, movies, concerts, Camas Festival, Street Fair/Latino Festival • Multi-city Equity Summit V Community Roundtable re-launched (October) • Plans for two annexation V Featured "Why Wednesday" listening sessions ✓ DEI developments: statement of values; diverse (Metzger, Bull Mountain) workforce steps, courses for city staff, launched DEI • Council training and DEI advisory team, welcome poster, multi-city Equity resolution (September) Summit planning, Access Recreation project, online survey, internal DEI Advisory Team, presence at • Performance audit Street Fair/Latino Fest findings (October) ✓ Performance audit project ( . 11 O ITIGARD Goal 5. Enhance walkability and pedestrian connectivity. / 5. 1. Develop an implementation strategy related to the ADA Transition Plan; identify priorities for curb ramps/sidewalks that must be repaired/replaced to meet ADA guidelines. / 5.2. Invest in walking connections: review sidewalk infill study, dedicate specific funding for ped/bike projects in the CIP equaling at least 10% of the transportation CIP planned expenditures. 5.3. Continue to advance & develop Safe Routes to School, including one school per year improvement & funding priorities. 1 5.4. Integrate Complete Street Policy to update the TSP. Consider implementation of a Neighborhood Traffic Management Program. Implement a Citywide Transportation Safety Action plan and a scope/budget for ped crossing improvement plan. / 5.5. Seek Regional Transportation Options funding to develop a regional trail wayfinding plan, and improve FCT signage. CITY OF TIGARD Accomplished Look Ahead ✓ Draft and final ADA plan developed with ■ ADA Plan Adoption focus group input (Fall) + early action ✓ 6-year CIP exceeds the planned projects expenditure standard set in this goal: 34% ■ Sidewalk infill study of projects in 2019-20 and 14% in 2020-21 work (January) ✓ Lots of project milestones: Ped/Cyclist ■ SRTS Walk and Roll Connections project, Complete Streets, events (October) PMP Improvements, 121st, 72nd, others ■ Complete ✓ Metro RTO Grant award for SRTS Transportation Safety continues program; back to school events Action Plan (Fall) ✓ Priority SRTS project identified through ■ TSP Project kickoff local option levy (early 2020) ✓ FCT (& other) wayfinding signage ■ Apply for Metro RTO constructed Grant for FCT signage CITY OF TIGARD Work Planning & Alignment Continue. Council Discussion? Questions?