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City Council Packet - 02/18/2020
t Cit'of Tigard TIGARD Tigard Workshop Meeting—Agenda TIGARD CITY COUNCIL MEETING DATE AND TIME: February 18,2020- 6:30 p.m. MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard, OR 97223 PUBLIC NOTICE: Times noted are estimated. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting.Please call 503-718-2419 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: Qualified sign language interpreters for persons with speech or hearing impairments;and Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-639-4171, ext. 2419 (voice) or 503-684-2772 (TDD-Telecommunications Devices for the Deaf). VIEW LIVE VIDEO STREAMING ONLINE: http://www.tigard-or.¢ov/citv hall/council meetina.oho Workshop meetings are cablecast on Tualatin Valley Community TV as follows: Replay Schedule for Tigard City Council Workshop Meetings-Channel 28 Every Sunday at 12 a.m. Every Monday at 1 p.m. Every Wednesday at 2 p.m. Every Thursday at 12 p.m. Every Friday at 10:30 a.m. SEE ATTACHED AGENDA It City of Tigard TIGARD Tigard Workshop Meeting—Agenda TIGARD CITY COUNCIL MEETING DATE AND TIME: February 18,2020- 6:30 p.m. MEETING LOCATION: City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard, OR 97223 6:30 PM 1. WORKSHOP MEETING A.Call to Order- City Council B.Roll Call C.Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. RECEIVE MUNICIPAL COURT ANNUAL REPORT 6:35 p.m. estimated time 3. RECEIVE PRESENTATION ON INFORMATION TECHNOLOGY (IT) STRATEGIC PLAN 6:50 p.m. estimated time 4. DISCUSSION OF REDEVELOPMENT OF CITY FACILITIES 7:30 p.m. estimated time 5. NON AGENDA ITEMS 6. ADJOURNMENT 9:00 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. AIS-4096 2. Workshop Meeting Meeting Date: 02/18/2020 Length (in minutes): 15 Minutes Agenda Title: Receive Municipal Court Annual Report Submitted By: Brenda Annis, Central Services Item Type: Meeting Type: Council Workshop Mtg. Public Hearing: Publication Date: Information ISSUE Receive Municipal Court Annual Report STAFF RECOMMENDATION / ACTION REQUEST N/A KEY FACTS AND INFORMATION SUMMARY The court's primary goal is to provide an impartial local forum for adjudication of cases in a fair, professional and efficient manner, consistently applying relevant statutes and city ordinances. In imposing sanctions, the court seeks to deter subsequent offenses while considering individual circumstances as permitted by statute and workload constraints. Education about public safety, Oregon law and the legal process is a high priority. As authorized by Council resolution, first offenders may be eligible to participate in diversion programs that allow dismissal of a citation (except for cellphone offenses) upon completion of a traffic safety class and payment of relevant court and class fees. As in past years, the large majority of the court's caseload in 2019 consisted of minor traffic violations. The caseload declined slightly compared to the 2015-2018 average. The court continues to provide verbal, written and electronic information to customers and the public in order to enhance efficiency and reduce recidivism within the community. The judge's "Rules of the Road" column continues to appear monthly in the Cityscape newsletter. Traffic safety programs continue to be a popular option for eligible defendants with a success rate of 89%. Due to changes in Oregon's cellphone law a few years ago, cellphone offenders became ineligible for dismissal of the violation. However, a Distracted Driver Avoidance Course is still being offered statewide which upon successful completion, discharges the $265 fine. Of the participants during 2019, 80% successfully completed the requirements. The court has completed preparations for the expected increase in citations from photo enforcement, with all intersections live by the end of March. Staff has been hired and trained; written documents and web pages have been translated to Spanish; an imaging module has been added for efficiency; and the office remodel has been completed. The judge and staff attended various educational conferences sponsored by professional associations. The presiding judge is currently serving as President of the Oregon Municipal Judges Association and is a member of its Board of Directors. As always, the court will continue to closely monitor developments in upcoming legislative sessions. OTHER ALTERNATIVES COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION April 23, 2019 - Previous Municipal Annual Report presented to Council Attachments Municipal Court Annual Report Annual Report PPT Presentation City of Tigard TIcARo Memorandum To: Honorable Mayor and City Council From: Michael J. O'Brien, Presiding Judge Brenda Annis, Court Operations Supervisor Re: 2020 Annual Report from Tigard Municipal Court Date: February 18, 2020 We are pleased to submit our 21" annual review of Tigard Municipal Court operations to Council. 1. Court goals and judicial philosophy: When complaints are filed with the court by police or code enforcement officers, the court's first objective is to provide an impartial local forum for adjudication in a fair, professional and efficient manner,consistently applying relevant statutes and ordinances. Where an offense has been committed, the court strives to: Enter appropriate sanctions in order to deter subsequent offenses, taking into account individual circumstances to the extent allowed by law and workload constraints;and, Provide education about public safety,Oregon law,and the legal process. First offenders may be eligible to participate in diversion programs that allow dismissal of a citation (except for cellphone offenses) upon completion of a traffic safety class and payment of relevant court and class fees. 2. Factors in determining sanctions: Type of offense and applicable maximum or minimum fines. Driving record, especially during the previous three years. Aggravating or mitigating circumstances: defendant's explanation,lack of intent,extent of compliance,indigency,or any recommendation of the City. Enhanced penalties for school zones,work zones, high speeds and collisions. 3. Highlights of2019: The court expanded its preparations to accommodate the predicted major increase in citations resulting from the photo enforcement program at three intersections on Pacific Highway. Diversion programs: Levels of participation in the court's traffic diversion programs and related compliance rates remained high. The court's bilingual clerk offered exceptional customer service to our Spanish-speaking customers by translating court forms,brochures,website and other documents. Imaging materials in digital files: The court added an imaging module to create a more efficient paperless operation and reduce the need for physical storage space for closed files. Imaged documents can be printed as needed. By collaborating with the collection agency and software vendor,the court established a process to electronically import payment data individually to customers'accounts. The court continues to promote public education concerning the legal system and traffic laws through Judge O'Brien's Cityscape column ("Rules of the Road"),which has appeared monthly since 2007. 4. Caseload: Caseload declined slightly (7%) compared to the 2015-18 average. As in previous years,the vast majority of the court's caseload consisted of traffic violations cited under Oregon's Vehicle Code. Compared to 2018,the number of citations alleging speeding and cellphone violations remained stable,while there was a significant decrease in citations for traffic control devices such as traffic signals and stop signs. With the addition of photo enforcement at three intersections on Pacific Highway,the court anticipates that its caseload will rise to approximately 1,500 violations per month by the spring of 2020–an increase of about 240 percent over the 2019 monthly average. The first photo citations are expected to be filed in February 2020. Annual Court Caseloads CY 2015-2019 2019 5,250 2018 6,015 2017 4,927 2016 5,672 2015 5,990 5. Four most common types of traffic violations: Note that the number of cellphone violations has tripled since 2017. Violation types 2019 2018 2017 Speeding 2,209 2,401 1,530 Cellphones 677 653 225 Traffic control* 331 402 622 Drivers' licenses** 515 685 638 Total 3732 4,141 3,015 of caseload 71% i 69% 61% Traffic signals and stop signs Driving While Suspended and No Operator's License 6. Traffic safety programs: Diversion continues to be a popular option for eligible defendants.Those who enroll in the program are required to complete a class and pay the relevant fees within 120 days. Upon completion,the citation is dismissed and no record of a conviction will appear on the DMV driving record. Standard Diversions Compliance Total Participants Rate 2019 986 89.1% 2018 1,094 90.3% 2017 1,156 91.5% 2016 1,314 86.6'% 7. Distracted Driver Avoidance Course(DDAC): Due to the changes to Oregon's cellphone law in 2018,cellphone offenders are no longer eligible for any form of diversion that would result in dismissal of the citation. Instead, a DDAC class is now being offered to defendants statewide. The$265 presumptive fine is waived for those who successfully complete the course within 120 days at their own expense.The program has been popular in our court: of the 434 defendants who enrolled in the program last year, 350 (or 80.7%) completed it successfully. 8. Compliance rates: Defendants who fail to timely resolve a citation can face suspension of their driving privileges in Oregon,among other consequences. In 2019,83%of those cited into our court responded prior to a license suspension. 9. Administrative efficiencies: In order to accommodate the projected increase in caseload,court staff evaluated and improved internal operations,including: Purging aged electronic files to comply with the records retention schedule; Transferring bankruptcy processing to the collection agency,relieving court and finance staff of administrative responsibilities; Organizing the new office space,including upgraded safety measures to comply with Criminal Justice Information System requirements; The small decline in caseload allowed staff to update operational instructions,train new staff, screen collections files,improve procedures,and assist other departments in various projects. 10. Staff development: judge O'Brien attended the annual judicial education program sponsored by ODOT in March and the annual conference of the Oregon Municipal Judges'Association (OMJA)in September,where he was elected President of the organization. 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Fp Cl) Q.) co O • tA0 Uu 0 i ci c• c off H0 -t H cls'°— ' cts A A A i..+ V tu o oa V c o i-0 cd ra• C 0 a) 0 i+t •E 4p AIS-4063 3. Workshop Meeting Meeting Date: 02/18/2020 Length (in minutes): 40 Minutes Agenda Title: Receive Presentation on Information Technology Strategic Plan Prepared For: Mike Nolop, Finance and Information Services Submitted By: Carol Krager, Central Services Item Type:Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing:No Publication Date: Information ISSUE Presentation of Information Technology (IT) Strategic Plan STAFF RECOMMENDATION / ACTION REQUEST No Council action is needed at this time. KEY FACTS AND INFORMATION SUMMARY The city's Information Technology Division has been providing quality network/helpdesk services and Geographic Information Systems (GIS) development for a number of years. It has become increasingly appearant that Tigard needs additional technology support and services in areas such as data integration and reporting, security, project support, and enterprise application support. To help direct and prioritize these needs, IT management has a desire to document IT initiatives and direction. In early 2019, Tigard's Information Technology division partnered with Technology Integration Group (TIG) to assist with making this desire become a reality. This discussion will provide background on TIG's process including citywide input, dive into the details of key challanges that TIG discovered is facing IT at the City, and outline the priorities that were derived from those findings. Additionally, staff will discuss how these findings align with the subsequent findings in the city's performance audit. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS The IT Strategic Plan supports a city vision to be an interconnected city as well as enriching the ability to make data informed decisions DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments IT Strategic Plan City of Tlgar d Oregon TIGARD 1 tit P INFORMATION PEOPLE, NOT TECHNOLOGY, ARE THE MOST TECHNOLOGYIMPORTANT PIECE IN THE DIGITAL TRANSFORMATION PUZZLE. AtomizeSoftware.com STRATEGIC P LAN 2019 - 2024 01 Page Contents Introduction 2 Executive Summary 3 Who We Are 4 Our Current Organization 4 What We Do 5 Provide Responsive IT Services 5 Manage and Deliver IT Projects 5 Key Challenges 6 Challenge#1—Integration of Disparate Data Sources 6 Challenge#2—Project Prioritization 6 Challenge#3—Inconsistent Support for Technology Solutions 6 Challenge#4—Impactful Turnover in IT Staff 7 Our Strategic Priorities 7 Priority#1—Data-Informed Business Decisions 7 Priority#2— Project Management Office 8 Priority#3—Centralized Structured IT Support Services 8 Priority#4—Attract and Keep Top Talent 9 Appendices 10 Appendix A 10 Appendix B 11 Appendix C 12 Appendix D 13 Acknowledgments 14 11Page Introduction Welcome to the first City of Tigard (City's) Information Technology (IT) Strategic Plan.The goal of this plan is to focus the City's resources on the efficient and effective use of technology to deliver core City services, and development of new initiatives.The purpose of an IT Strategic Plan is to define initiatives and objectives that align with the City's strategic plan and business goals. Additionally, the plan should improve the balance between demand for more, and better, technology, as well as available City resources, including staff, capital, and operating funds. The IT Strategic Plan represents the City's technology vision, covering the next three to five years, and beyond.This will help the City close the gap between current and future IT needs. This plan aims to leverage the existing solid IT foundation, along with new technologies and processes to improve the way the City conducts business and provides information. The IT Strategic Plan development and planning process was a citywide effort involving City employees representing all departments. The process focused on identifying the current technology infrastructure, current technology issues, and forecasted technology needs in addition to the services delivered by the IT division. This process reinforced that we have a solid IT foundation to build upon, but also identified critical deficiencies needed to fully support the exponentially increasing IT needs of the City. The IT Strategic Plan is designed for components of the plan to be updated annually to ensure that it remains current with the City's evolving IT needs, and the latest available technological trends. This will ensure the City's IT needs are closely being evaluated, and the information and decision-making process is clear and concise.The revision cycle will be part of the annual budgeting process and will be led by the City's IT Manager with the goal of identifying what funding is needed for near-term (1-2 budget cycles) and long-term (3-5 year) IT infrastructure, projects, resources, and capital investments. The commitment of all City departments is essential for the success of the IT Strategic Plan and for the City to realize the associated benefits. All departments must work together to balance daily departmental operations while embracing citywide organizational changes resulting from technology initiatives. 21 Page Executive Summary The City of Tigard IT Strategic Plan has been created to act as a set of guiding principles to help identify key objectives that drive innovation and support the City's strategic plan. These key objectives are developed in response to challenges identified during the creation of this strategic plan. The IT strategic plan was developed through a series of interviews and workshops with representatives from each department. These interviews and workshops where conducted by a third party consultant, Technology Integration Group (TIG).TIG was able to gather critical feedback in the following areas: How their departments currently use technology How the IT department is currently performing as it relates to day to day service and project implementations Identify the types of support and services they would like to see from IT Initiatives each department has that will require IT support As a general statement, a high percentage felt that IT is performing well with maintaining the day to day IT infrastructure functions, but would like a higher level of engagement for enterprise applications and projects. Most believe that the City is going through some significant growing pains, as they transition from a small to a larger maturing organization. After normalizing the feedback from the departments, we were able to identify four key strategic challenges that will significantly hinder the City's technology vision. As discussed later in this document, these challenges are more business and process challenges than they are technology challenges. One common theme that is the root of both the challenges and solutions is proper staffing levels to meet the City's growing dependency on technology. In today's business world IT needs to be more than just a cost center, they need to be an intrinsic part of the City's operation and culture. Here are a few recommendations of immediate actions that should be taken: 1. Evaluate IT's position in the City's current organizational structure 2. Perform analysis as it relates to IT funding a. Operational budget b. Project budget c. Co-funding by departments for IT staffing Proper funding is a fundamental requirement for the success of IT and this strategic plan. Through this process, IT's goal is to become a better partner with the departments and to help lead the adoption of technology. 3I Who We Are The City of Tigard Information Technology Department is a central service for the City. A few key functions of IT are Evaluate the City's use of technology, and understand departmental requirements Provide system standardization Ensure system and network security Stay focused on infrastructure uptime and reliability This is accomplished through IT services and projects (what we do). Our Current Organization I Kee Ia n Cleary Preston Beck Sr Network GIS Program Administrator Administrator Louis Sears Nathan Shuab L Network ti--- Sr.GIS Programmer Administrator Analyst James Chnstopherso Network Jacob Guthrie Administrator GIS Tech 11 r Orre s___... Aaron Paul He ie Ges.. GIS Tech II A Open t`. .i Database Administrator Infrastructure Team GIS Team 4J Page What We Do The City of Tigard Information Technology Department (IT) provides technical support and services to the internal City departments. ti ilf:4 1 '; ''suppik IT Services IT Projects 4...ammilmors ikaii Provide Responsive IT Services The objective of the IT Service Desk is to deliver end-to-end services using best effort process models. The service desk provides day to day support for infrastructure items, such as email, computers and peripherals, printers, network equipment, servers, Microsoft office, etc. Application support for department applications such as Accela, Springbrook, MaintStar, etc. are currently not supported by the service desk (see Key Challenge #3 and Priority#3). Manage and Deliver IT Projects An IT project is any request that is not an issue covered as part of incident management. Projects typically consist of new or replacement functionality. Currently IT provides project resources on an as needed, and availability basis. Based on the current IT staffing model, there is limited resource availability for project based work. 5I r Key Challenges As with most organizations, there are many challenges that impact business operations and innovation.TIG has identified the following as key challenges in achieving the City's overall business and technology goals as part of the strategic planning process. Challenge #1 — Integration of Disparate Data Sources 1.110 The City's Leadership has a strategic goal to make data-informed business decisions.They would also like to use data to evaluate how well the City is performing.The challenge that faces the City is the data required to make well-informed decisions comes from various disparate systems.This data comes in the form of both structured and unstructured data. Currently, the City does not have a centralized data aggregation and analysis solution. Challenge #2 — Project Prioritization El i As technology continues to become a more integral part of business operations, it is important for IT to be involved from the project's inception. Whether it is the construction of a new facility, where wired and wireless networking requirements need to be identified, or a new enterprise application where workflows, system integrations, and infrastructure requirements need evaluation, IT is a critical component of every project.The challenge becomes balancing day to day operations with project demands and requirements. IT is committed to supporting the ongoing efforts of each department and recognizes that there is an opportunity for improved engagement. Challenge #3 — Inconsistent Support for Technology Solutions It 0 4.= 1 '1 The city has major investments in enterprise applications software. Historically, the IT department has provided support service for system infrastructure but has not provided support for the software application and use. At times support has been provided by departmental personnel. IT as an organization has not been structured or staffed to provide day to day support of the City's key enterprise applications. This can lead to department frustration, lack of innovation, and underutilization of expensive solutions.This can also impact the 61 Page supportability of key applications, by not having a technologist working directly with the manufacturer support team. Challenge #4 — Impactful Turnover in IT Staff Y High and impactful turnover is a key challenge facing the technology industry as a whole. As technology becomes a key requirement for businesses, more high paying positions are created in both public and private sector organizations. Implementation of new modern technology means the skillsets of the individual technologist inherently grow. This makes qualified human resources highly sought after by other organizations. Our Strategic Priorities Based on the feedback received from the departments, and the key challenges identified above, the following summarizes our strategic priorities, and keys to success. The goal is to review the key actions and projects on an annual basis and adjust to meet the organization's business needs. Priority#1 — Data-Informed Business Decisions Addresses Challenge#1 -Integration of Disparate Data Sources} 1' Objective Provide city leadership with the information required to make sound policy and business decisions based on close to real-time performance data. The goal is to leverage data from all enterprise applications and solutions to provide critical business information to the City leadership and lines of business, allowing them to develop sound KPIs. The data will be able to be used for both internal department KPIs and public facing performance dashboards. Key Actions and Sample Projects for Success Develop a program focused on determining data analytic requirements, and fostering adoption throughout the city y Identify key resources, both contract and internal, required to support the Data-Informed Program (See future org chart in Appendix B) Identify and implement key tools to both aggregate and analyze the disparate data sources 7i Ensure all new enterprise applications and solutions adhere to the City's data-informed initiative Priority #2 — Project Management Office Addresses Challenge#2 - Project Prioritization) 1,2 Objective One of the primary objectives is to achieve organization-specific benefits through the standardization and methodical use of project analysis and management policies and processes. This is demonstrated through aligning projects with business needs, properly utilizing limited resources, and ensuring solution utilization and investment. Key Actions and Sample Projects for Success Create Project Management team (See Appendix A) Develop a project initiation process Create prioritizations and ranking/scoring system Identify and implement a project management solution, providing visibility and insight to project stakeholders Continually evaluate IT workloads and augment, based on demand, with project focused contractors, or add additional headcount Priority#3 — Centralized Structured IT Support Services Addresses Challenge#3-Inconsistent Support for Technology Solutions) 0 Objective Create an Information Technology Service Management (ITSM) service desk leveraging the ITIL framework which is a set of best practices for delivering efficient IT support service to align IT services to business needs. Restructure the IT department to properly align with the support requirements requested by the departments. Ensure that the proper roles and service levels are in place to meet the needs of the City. Key Actions and Sample Projects for Success Develop a service catalog 8I Create service level agreements for items in the service catalog Complete ITIL foundation certification Identify and implement a new service desk software solution (based on ITIL fundamentals) Evaluate current departmental workflows and application support requirements, leveraging IT Business Analyst Assess existing technology solutions deployed, ensuring they support the departmental workflows Identify key roles that would be required to build an application support team Evaluate whether roles that currently exist in departments that provide application level support should be moved to the IT application support team Work with departments who are willing to invest in IT support services for enterprise applications on cost sharing for additional support headcount (See future org chart Appendix C) Priority 144 —Attract and Keep Top Talent Addresses Challenge#4 - Impactful Turnover in IT Staff) Q 0111 • Objective Become an organization where top IT talent desires to work.This is achieved by providing opportunities to be part of a team that values modern technology, teamwork, opportunities for growth, and industry training and certifications. Additionally providing support through the use of strategic partners, contractor agreements, and expanding the use of interns. Private and public partnerships are becoming standard throughout the IT industry. Key Actions and Sample Projects for Success Create an environment that promotes work/life balance Create clearly defined road maps for career growth Monitor individual utilization to ensure the workload is being properly distributed Ensure proper staffing levels, and augment with contractors, interns, and new FTE for extended projects Evaluate compensation vs. city government standards, focusing on Information Technology as a whole r= Review job descriptions and provide competitive analysis every two (2) years 91 Page Appendices Appendix A a,4,e<cibp Var:ager New PMO team as part of Priority 2 alk 1 1 f CpenOpen 1 T fArsiness Analyst IT Project ft/nave, 11111 S PMO Team it I W, iir:e.E,:4kary Preston Heck Sr.Network GIS Program Admmstrator Adminstrator Lous Sears Nathan Shuab Network Sr.GIS Programmer Administrator Analyst lames chrstopherse Jacob Guttrie Network GIS Tech II Admmstrator ecb Aaron Paul street Help Desr GIS Tech II Vincent Siuerwood 0365 Administrator Infrastructure Team GIS Team 101 Page Appendix B y'kr 9rr; 4 1 New Big Data team open uuness Analyst rPoiect Mna:gar as part of Priority 1 t s. PMD Team Nubian Cleary Preston Beck Sr Network GIS Progrem I, strata AcIn'neaator This will probably start as LOOK sears Nathan Shuab a contract engagement toNetworkSr.GIS Programa., Administrator Analyst determine data and business requirements. Depending on the final solutionthis could stay a lamas chratophe,snr Nva Jacob Gutter contact team for long Am,mstrator GIS tech a support.or move support in house. Bodge Ter h Aaron Pau' r;ora nct ti.1u il s.. GIS Techs Se,cent Silverwood 0365 AAnirevtralor ti i i Infrastructure Team GIS Team Big Data Team 111 Page Appendix C New Application 4 Support team as part of Priority 3 41 , Openiii4111Open rt Ei s tress Anayst 1'.Prgft<t k,'d.r, PMO Team I l HeeIan Cleary acr P/S. Sr.Network w s Program AQnenstrator 1111 -' ncSator Lous Sears Nathan Shuab Network Sr.GIS Programmer Atrmrvstrator I Analyst James Ghristophersor Network Jacob Guthrie Abn nstratwwit,.. ,,,, GIS Tech 11 INA1 Aaron Paul-- I+. .-.-._ GIS Tech II Vincent sndemw„a 5 ' 0365 AAmrastrator 1 1 1 Infrastructure Team Application Support Team GIS Team 12IPage Appendix D rim ev PMO team as part of Priority 2 Ned Application New Sig Data team4Supportteamast OP. ess Prey„ as part Cf Pnor:t 1 part of Priority 3 i 111 P •Team i 4 4 f----. Preston Beck 111GISPram 1111AdnmstraImAdnmevator lona soars Na<Nan sr.:ao This will probably start as Network s s G$Praeammel a contract engagement to AOninntmtn Aroyyl determine data and business requirements. Dependingon the final solution,[his could stay a11111G6re num contact team for tong support.or move support inhouse. c.,. fkn$te r r a 4. ,^ g GnrEraNHeHI GM Leah 11 1 1 Infrastructure Team Application Support Team GIS Team Big Data Team 13 Page Acknowledgments Special thanks to all City employees who participated in the department interviews. City Manager Marty Wine—City Manager IT/GIS Department Mike Nolop—IT Manager Keelan Cleary—Sr. Network Administrator James Christopherson — Network Administrator Louis Sears—Network Administrator Preston Beck—GIS Program Administrator Nate Shaub—Sr. GIS Programmer Analyst Jacob Guthrie—GIS Tech II Aaron Paul —GIS Tech II Central Services Nadine Robinson—Central Services Director Kent Wyatt—Communications Manager Kevin Cole—Fleet and Facilities Manager Justin James— Facilities Supervisor Brenda Annis—Court Supervisor HR/ Risk Dana Bennett— HR Director Brandi Leos—Sr HR Business Partner Police Kathy McAlpine— Police Chief Bob Rogers—Commander Brad Sitton— Lieutenant Lisa Shaw— Business Office Manager Community Development Kenny Asher—Community Development Director Doreen Laughlin —Executive Assistant, Planning Commission Sean Farrelly—Urban/Redevelopment Manager Diana Howse— Building Services Supervisor Joe Patton -Sr. Administrative Specialist Engineering Brian Rager— Public Works Director Lori Faha —City Engineer 14 I f; Library Halsted Bernard—Interim Library Co-Director Teresa Ferguson—Interim Library Co-Director Annie Sprague—Adult Services Supervisor Public Works Operations Michelle Wright—Assistant Public Works Director John Goodrich—PW Utility Operations Manager Finance Department Toby LaFrance—Finance & IS Director Jared Isaksen—Assistant Finance Director Lizabeth Lutz—Conf Executive Assistant Amy Lawson—Accounting Supervisor Steven Kang—Sr. Management Analyst Mai Quach—Revenue/ Utility Billing Manager Jamie Greenberg—Purchasing Specialist Jill Bentley—Sr.Accounting Assistant Icons created by Vectors Market from Noun Projects 15 I P j C7 0 V '1 ft U 4-1 4. c/) 4_3 s w E 0, 6 3-) E as.l) Q) 33 Q, 0 Q) v c L 6 473- wV) 5... 3 4) cu 3 a_0 s F CS 0 --I6 w 3 1 c!) 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' cu U ocu I N = (,)U CD c E bio a) C0 — (. 1) 0 4 cu c 2 au O > C m E O O a + • +-• a au yy too t co U cr5 4- U N O C c c a s o c6 T2, E tto0 cm 0 E 2 ct 0 E '—v) > o - •tt a) _c*— a) 2 0 Li- a)NI• c noc., O cu i +_+ W G C 0 U oC < U t/) 0_ = < V I SI'' 4 4101V 411zia* 1- . 1 O I ct i: 4 V 1 AIS-4065 4. Workshop Meeting Meeting Date: 02/18/2020 Length (in minutes): 90 Minutes Agenda Title: Discussion of Redevelopment of City Facilities Prepared For: Marty Wine, City Management Submitted By: Carol Krager, Central Services Item Type:Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: Publication Date: Information ISSUE Council will receive an update about planning for city facilities and concepts for the future use of city-owned property. Provide direction for continuing to test the feasibility of consolidating most city functions on one site (All-in-One-Plus, or AIO+), outlined in this staff report. Tonight's presentation will share planning efforts to date, which have been focused on testing the preliminary feasibility of the AIO+ concept. The work team is made up several department directors who will present the dimensions of the AIO+ project. This includes evaluating the idea relative to the existing conditions of city buildings, to city and downtown goals, to the underlying redevelopment value of city land, to future needs for space, parking and work adjacencies, to financial feasibility, and in consideration of project schedule and timing realities. STAFF RECOMMENDATION / ACTION REQUEST Staff is requesting direction on next steps to further test the All-in-One-Plus (AIO+) facility concept feasibility. This recommendation would include funding a conceptual design phase in the proposed budget,which supports an accelerated timeline to secure a non-downtown site for Public Works operations. This recommendation would stop planning for facility redevelopment concepts that would re-use downtown property for single-use functions and put all non-library and non-public works operations functions in one facility on an existing city site in downtown. This concept offers the potential to provide all city services most effectively in one location; achieve redevelopment goals for the downtown; be more cost-effective than any stand-alone alternative; and to make the best use of land that is in public ownership in Tigard's urban renewal area. Staff recommends the Council pursue further study of this option because, if feasible, the concept would accomplish more city objectives, provide more public benefits than any other alternative and is the most efficient way forward to study facility redevelopment. KEY FACTS AND INFORMATION SUMMARY During the past decade, the City of Tigard has been planning for updates, upgrades or replacement of its aging city facilities. In 2017, the City completed the Civic Center Visioning Study to identify facility needs and alternatives for facility master planning, assuming public reuse of the current city hall site. The need to replace the police facility has been well-documented since a 2012 needs assessment. An Existing Conditions Report for all facilities was completed in 2016 to understand when upgrades or replacement would be needed for most city buildings (Police, City Hall, Public Works, Niche). Concurrently, light rail planning has pushed the City to consider light rail station area development, including the future of its publicly-owned property downtown. This has led to consideration of whether land owned by the city should remain in public ownership long term. Should city facilities and services be part of a future station area development? Could the City's land be put to higher priority and better uses for the sake of city services, tax receipts and downtown plan execution? Over the last few years, staff have studied and defined facility concepts for a new stand-alone police facility on the current site. There is also a current capital project to study locating and developing a stand-alone public works facility outside of downtown. Recognizing the difficulty of replacing individual city buildings raises a third concept: putting all non-library and non-public works operations functions in one facility on an existing city site in the downtown. This concept offers the potential to provide all city services most effectively in one location; achieve redevelopment goals for the downtown; be more cost-effective than any stand-alone alternative; and makes the best use of land that is in public ownership in Tigard's urban renewal area. This concept and project is named All-in-One-Plus AIO+) to reflect the housing of all non-library functions in one downtown building, plus a second building to serve public works operations outside of the downtown. Staff recommends the Council pursue further study of this option because, if feasible, the concept would accomplish more city objectives and provide more public benefit than any other alternative. This briefing provides information about planning efforts to date,with a focus on testing the preliminary feasibility of the AIO+ concept. This presentation includes evaluating the concept relative to (1) the existing conditions of city buildings, (2) city and downtown goals, 3) the underlying redevelopment value of city land, (4) future needs for space, parking and work adjacencies, and (5) financial feasibility, all in consideration of project schedule and timing realities. Council is requested to provide direction on this concept and whether staff shall proceed with this planning in order to further test the AIO+ concept's feasibility. This would include funding a conceptual design phase in the proposed budget as well as support for an accelerated timeline to secure a non-downtown site for public works operations. This recommendation would stop progress toward all facility redevelopment concepts that would reuse downtown property for single use functions in order to study facility redevelopment as efficiently as possible. Existing Conditions and Risks Currently city staff work out of six locations to provide service to the public and support departments. The Library, built in 2004, is the City's newest facility, providing learning opportunities for our community. The City Hall, Police Department and Permit Center, built in the mid-1980s, make up a complex that is approximately 36,600 square feet, providing access for the public to services such as permitting, engineering, municipal court, utility billing and police. A modular unit behind City Hall also provides space for police staff. The Public Works building on Burnham Street, also built in the 1980s, is approximately 20,770 square feet and provides space for Public Works' administration, utility operations, parks and the City's fleet managed by Central Services. Public Works operations and Central Services' facilities staff also share space at a leased site on the corner of Burnham and Ash. In the last year, Public Works recreation staff have moved their operations to the Fanno Creek House. The City's Information Technology staff work out of the Niche, a renovated building from the 1950s that is approximately 5,900 square feet. The City's population has grown significantly since the City Hall complex was built and Public Works moved to its current site. Initial planning for the City Hall complex assumed the buildings would provide sufficient office space for 20 years. When the Library moved into its current building in 2004, space was created for Community Development, Engineering and Human Resources. However, it didn't address crowding issues for Public Works operations or the Police Department. By 2006, both departments began working with consultants to determine their space needs and a potential path for growth. However, the City has never assembled funding to move forward with an expansion. Over the last 14 years, the number of staff needed to support Tigard's growing population and the associated expansion of city programs, has stretched work spaces to the limit. With city facilities at capacity, it is imperative a plan for growth is identified and moved forward. City facilities are not just aged, they are also full. Building Conditions As city buildings have aged, the City's facility staff have seen an increase in the amount of maintenance the buildings require. To identify the extent of the maintenance needed, facilities staff worked with a consultant in 2016 to identify building deficiencies, set a schedule and estimated costs for completing maintenance and repair work. Final reports for each of the facilities provided a ten-year forecast of capital expenditures and calculated the buildings' Facility Condition Needs Index (FCNI), which is used to provide a benchmark to compare the relative condition of a building. The City Hall, Police Department and Permit Center scored an 11.56 FCNI, pushing the complex into the "poor" condition category. The 2016 estimated repairs over a ten-year period would be approximately $3,682,000. The Public Works building scored a 1.95 FCNI, putting it in the good condition category. However, capital repairs at year seven and ten are expected to be around $1,000,000 each, bringing the ten-year repair estimate to approximately $3,133,000. The Niche had estimated capital expenditures of$520,000 and had a FCNI scored of 4.95. Updated from 2016, a city consultant recently estimated that the 10-year cost for repairs and replacements could be as high as $18,270,000 to factor in construction cost inflation, contracted work and interim occupancy costs during repairs. Safety The city needs to be positioned to provide services to the public should a major seismic event happen. Public Works recently conducted a thorough seismic evaluation of their building. The structure was designed and built in 1988, prior to modern-day seismic codes. The study, completed in January 2020, was conducted using three recognized damage levels: Immediate Occupancy, Life Safety and Collapse Prevention. A Public Works building is recommended to be protected to at least the Life Safety level. The study found that the structure's roof lacks proper seismic anchoring to the walls in addition to a lack of seismic cross bracing to tie the two main building sections together. The cost to retrofit the building to achieve the Life Safety standard is between $1.5M and $2M. Until this repair is made, the report states, "This deficiency represents a significant hazard to the safety of occupants of the building during a major seismic event." Because the Public Works building contains the Emergency Operations Center (EOC) and the control room for the water system Supervisory Control and Data Acquisition (SCADA) system,Immediate Occupancy, rather than Life Safety, should be building's seismic standard. It was noted that the concrete slab will experience one to two inches of settlement in a significant earthquake, which could result in damage to the load-bearing masonry walls, the interior concrete slab and interior partitions. Although the addition of the seismic roof/wall ties may suffice at a Life Safety level, continued occupancy of the building would likely not be possible with this amount of seismic-induced settlement. Additional seismic strengthening measures to address this issue would include underpinning of the existing exterior foundations and replacement of the interior slab-on-grade with a thicker structural slab. These additional retrofit measures are likely to cost in excess of$2M. In 2013, the Police Department building underwent a similar needs assessment. Under the 2010 Oregon Structural Specialty Code, policing facilities are defined as essential facilities and the structures are required to resist forces 1.5 times higher than those of a conventional office building. The report noted the Police Building does not meet the seismic requirements and likely will not perform to the level of an essential facility in a seismic event. The report listed numerous structural and non-structural items not in compliance with current code and indicated that without a more thorough assessment, the extent of needed repairs and reinforcement was not known. A preliminary seismic assessment of the entire City Hall/Permit Center/Police complex in 2016 found that City Hall and the Police Department would likely sustain minimal to moderate damage in a seismic event, yet with the potential of the buildings remaining unable to be occupied for days or weeks. The report indicated the Permit Center would likely sustain moderate damage and would uninhabitable for weeks to months after a large seismic event. All of these scenarios point out how difficult it would be for the city to provide support to the public immediately following a seismic event. Space For Public Works, the need for additional space has been known since 2006 with the loss of one facility, called the Public Works Annex located at the southeast corner of Ash and Burnham when street and intersection improvements were made. A space needs assessment for the department at that time showed that a consolidated operation would require a site of eight acres. Given that such a site was not available at the time, a temporary measure to renovate the structure at 8777 Burnham Street (a 3.7-acre site) was implemented to locate as much of the department there as possible. Today, Public Works employs 80 staff and is working with even less space than it had in 2006. The more recent loss of the larger facility and yard on Ash Avenue to make room for the Attwell project was significant. To make up for that loss, the department is now spending over $350,000 per year leasing space at two other locations. Current conditions for the department include: a crew lunchroom at the main building that is undersized (some crews hold meetings and eat lunches in open vehicle bays); crew workspaces that are grossly undersized; the Parks division operating without a dedicated space to meet (staff hold meetings outside); the Engineering Division space is over capacity now even as new staff are added to deliver the capital programs; light rail planning; and urban growth boundary expansion. In 2009, LRS Architects completed a 20-year facility plan for the city. One of LRS' key findings was that the Police Department's space needs had not kept up with growth. The department was described as extremely over-crowded with no expansion possibilities. The issues identified in the report included: staff working out of dated modular units; locker rooms filled to capacity and inadequate for future hires; on-site storage extremely limited with the department using off-site rental storage; limited and minimally secured parking. In 2013, Group Mackenzie completed a needs assessment for the Police Department and confirmed LRS Architects' findings about the overall lack of space for operation efficiency. Specifically noted was the lack of available space for meetings, training, records and locker spaces. The needs assessment indicated that the department's space in 2013 was approximately 34,000 square feet; essentially half of what the Police Department operates out of at this time. Growth Space planning for city buildings has aimed to maximize our existing space. However, growth in programs like photo traffic enforcement have required more office space and created more demand for on-site parking. As programs continue to grow, accommodating additional work spaces has been a struggle. An upcoming budget recommendation will recommend moving the aging modular units behind City Hall to allow more locker and staff space for police. Although this will not fix the Police Department's space challenges, it will provide more locker room capacity for staffing growth. Citywide Goals; Downtown Goals; Alignment with Public Benefits Any alteration to the City's use and configuration of existing facilities will have a clear and obvious impact on both city staff and customers. Yet these impacts should not be uppermost in council's consideration of facility repurposing or redevelopment. As with all decisions, the City's strategic priorities should govern how facility planning alternatives are compared, in addition to the City's desired future as described in its vision statement. Because all city facilities are located within or adjacent to downtown, goals for Town Center and City Center Urban Renewal Area revitalization are also a factor. Finally, council should consider facilities in light of public benefits. How should the City make use of its available land, buildings, fleet, workforce and budgets to maximize benefits to Tigard residents and businesses? In summary, Tigard's strategic plan, downtown plans and staff's review of public benefits all support the consolidation of city facilities to the greatest extent possible in the downtown, for the following reasons: Public benefit 1: Consolidation offers the lowest cost option over the long term for Tigard taxpayers and rate payers. Public benefit 2: Consolidation ensures that essential and nonessential government services will be able to continue operating through seismic or other emergency events, while reducing reconstruction costs and risks. Public benefit 3: Consolidation will reduce inefficiencies between departments currently separated between buildings, thereby lowering delays, bottlenecks and bureaucracy in the provision of city services to the public. Public benefit 4: Consolidation frees up land that Tigard taxpayers have already acquired, the redevelopment of which allows for higher tax receipts, more economic stimulus and increases much-needed market-rate and affordable housing in the downtown area. Public benefit 5: Consolidation enables the City to most effectively minimize its carbon footprint. This recognizes climate responsibility and energy conservation through intentional building and site design as well as transportation demand management. The City's Strategic Plan envisions a walkable city that's healthy and inclusive. A centrally located single building, adjacent to transit, built to contemporary standards for resiliency and energy conservation, and with a "customer-first" layout is aligned with that vision. Redevelopment of single-use buildings, located distant from one another in an increasingly expensive construction market could only be realized over decades, making these objectives more difficult. Tigard's downtown plan framework also supports a consolidated approach. The 2005 Downtown Improvement Plan directs the City to create "village-like" activity and vibrancy in the downtown "around the clock." This can only occur by redeveloping properties for a mix of uses at much higher densities than the existing downtown development pattern. The 2005 City Center Urban Renewal Plan directs the City to attract private investment for the district's revitalization. Land uses that don't conform to this pedestrian-oriented vision (such as the Public Works facility) are to be transitioned out of downtown. The 2009 Tigard Future Vision plan states, "the primary redevelopment opportunity for the Downtown is high-density residential development served by close-by commercial businesses and high-quality, frequent transit." A consolidated facility and redevelopment of the remaining city acreage in conjunction with Southwest Corridor light rail service would bring this vision of downtown within reach. Redevelopment Potential and Land Value Analysis The City is the largest land owner in Downtown Tigard with facilities that occupy approximately 13 acres at the eastern end of downtown. As previously discussed, the City's buildings are nearing the end of their useful life and will require significant capital investment just to bring them up to code. Further, the campus is very suburban in nature, with one-story buildings surrounded by surface parking. There is a new development pattern beginning in Downtown Tigard, represented by the successful Attwell-off-Main mixed-use project. Interest in urban style-development downtown continues to grow, both from developers and potential residents. A second mixed-use project will soon break ground on Main Street and the city's long-sought plaza is only a few years away. Redevelopment of the City's property represents an opportunity to accelerate downtown revitalization by adding several hundred new housing units in a single or phased project. In view of light rail's arrival, the City's land holdings are highly desirable to housing developers. Because of its large size and eastern location, redevelopment of the City's land would likely generate significant redevelopment energy along the entire SW Burnham corridor, linking the retail core of Main Street with a new residential hub at Burnham and Hall. The current City Hall complex—which includes to City Hall, Police Department facility, Permit Center, Niche Building, and the Jim Griffith Memorial Skate Park— sits on approximately 9.5 acres. An adjacent parcel, not owned by the city, could bring the total land assemblage to approximately 10.4 acres. The land is zoned MU-CBD, or Mixed Use-Central Business District. The City's Community Development code sets forth development regulations regarding the development of these parcels in terms of parcel coverage and maximum building heights. The code also sets forth minimum and maximum densities per acre in terms of the number of residential units. Applying these regulations to the property, and making some market assumptions regarding average apartment size,we estimate that approximately 400-450 housing units could be built on the property. The AIO building has been imagined to be located on the current Public Works site, along with a parking structure. These buildings would not use the entire site, so a remainder parcel could be sold for development. Approximately 150-300 additional apartments could be built on that remainder property. For perspective, combined with the current City Hall property, this redevelopment potential is equivalent to four or five Attwell-off-Main projects. Based on reasonable assumptions of total development costs and anticipated rents as well as assumptions based on the value of similar projects and transactions, a land value has been calculated for the City's land holdings in the range of$8.8-$13.5 million. This value, and the feasibility of redevelopment actually occurring on city property, have been tested with numerous development firms in the Portland Metro region. Based on several preliminary conversations, the redevelopment potential of the City's land holdings, especially with the addition of a nearby light rail station, is very high. Introducing the AIO+ Project Program and Parking Over the last several months, staff has been working with two firms to determine the space needs and parking needs of the various city departments. FFA Architecture and Interiors FFA) has been retained to develop building programs or analyses of space needs for each department to inform a new City Hall facility and Public Works operations facility. Rick Williams Consulting (RWC) has been retained to analyze the City's parking needs. Most of the functions contained in the All-in-One facility are of a `civic-office' type,while much of the space needs in the Public Works operations facility are of a different, more storage- and support-based, nature. Because of this difference and the zoning for these uses, staff has determined that Public Works operations should be in a separate facility. Research indicates that several other cities, such as Hillsboro, Beaverton and Milwaukie also use this model. The basis for FFA's work has been staffing projections estimated department-by-department. The staffing projections are based on a 20-year horizon to estimate the City's staffing needs in 2040. Based on these needs, FFA developed estimates of the appropriate amount of office space, meeting space and amenity space for each department. It also developed an adjacency diagram,which recommends functional proximity based on interdepartmental collaboration. This has the added benefit of allowing for shared use of meeting and amenity space within the facility and reduces duplication and the overall size of the facility. FFA estimated that the AIO building would need approximately 92,800 square feet of floor area. Given optimal length and width of typical civic office buildings, this floor area represents a five-story building. Of this total, approximately 48,500 square feet is needed for Police Department and Emergency Operations functions, with the remaining 44,300 square feet is needed for City Management, Finance & Information Services, Central Services, Community Development and Public Works office functions. For the Public Works operations needs, FFA estimated a building size of approximately 36,900 square feet of floor area, with the majority of this space (over 24,000 square feet) used for departmental fleet service needs including garage bays or shop-type space. With respect to parking, to assist RWC in its analysis of the City's parking needs, each department provided an estimate of current and future employee counts and visitor/customer parking needs. Certain departments, such as the Police Department and Public Works, have additional estimated fleet car storage and other security needs. The RWC analysis suggests a need for approximately 290 parking spaces to serve current needs and approximately 330 parking spaces to serve anticipated future needs. The future needs estimate is based on the assumption that a percentage of commuting practices,which are currently almost entirely auto-based, will shift due to an increased use of other transportation options (bus/light rail transit, bicycle,walk) and alternate workday arrangements (telecommuting or compressed work time). Costs and Financial Feasibility The following discussion needs to be read with the caveat that it is still very early in the process. Council is being provided information that is based on best estimates and conceptual ideas about what these buildings will ultimately require. However, given what's known today, assembly of the necessary resources to fund and finance the AIO+ project appears feasible. That includes the five-story office building downtown with an associated parking structure, and a Public Works operations facility outside of downtown. In order to gauge the financial feasibility of this project, the team started with funding principles. Those principles include: Voter-approved bond that restructures retiring debt and does not increase tax rates above the current rate of$0.3385/$1,000 AV Bonding revenues from utilities (Water, Sewer, Stormwater, Parks) and Special Revenue Funds (Building and Streets) pay for their fair share of the space Using the sale of the City's land as a funding resource Bonding using Photo Enforcement revenues (after program expenditures are met) Bonding using urban renewal tax increment to fund public improvements and parking Knowing that the funding principles are viable, the project team structured an overall project budget for the design and construction of the AIO facility and associated parking structure, and the Public Works operations facility (the "Plus" building). As the project is in a pre-conceptual' stage, there are no plans from which to develop a construction cost estimate. Therefore, we consulted with experienced construction companies and other building professionals to provide appropriate unit construction costs for each of the project components. In recent years, the cost of construction has increased at 7 percent annually. This inflationary factor is being considered for the impact of time in our project schedule. Other costs, such as design costs, fees, etc. are based on discussions with professionals and best-guess estimates at this early stage. The estimated budget contains five major cost categories for each of the components: 1. Land Costs, including cost to acquire land for the Plus building and to perform due diligence investigations. 2. Hard Costs, including construction costs of all components of the project. 3. Soft Costs, including all design costs, other consultant costs, permit fees and construction charges, and building content costs, (furniture, fixtures and fittings). 4. Contingencies and Fees, including an appropriate contingency amount given the current level of detail of the project. 5. Financing Costs, including the cost to issue debt and the costs of holding that debt during construction. Since many of the City's departments have their own specific funding sources —generated by user rates and/or fees — the total project cost will be allocated to each department based on departmental space needs. The City would issue a series of bonds to pay for the project. Using the principles stated previously, the goal of the City would be to fairly allocate these costs while not increasing the current tax rate of 33.85 cents / $1,000 of assessed value. Tigard has current voter-approved bonds that are set to retire in 2022 and 2031. To a typical home with an assessed value of$280,000, their current property tax payment on Tigard's bonds is about $95. In March 2020, Tigard staff will seek Council approval to restructure the existing bonds. The restructure will secure the current tax rate and leverage growing assessed value to reduce the total payoff time to 2026. By shortening the payment time, restructuring will reduce total interest payments by tax payers by approximately $1.5M over the life of the bonds and maintain the current property tax rate of$0.3385/$1,000 through 2025. For the AIO+ concept, voters would need to be asked, prior to 2026, to approve a new 30-year General Obligation bond to pay for up to $60M of the new facility. Again, these bonds would be paid off at the existing tax rate of$0.3385/$1,000. Tigard's utilities (Water, Sewer, Stormwater, and Parks) and special revenue funds (Building and Streets) would pay their fair share of the facilities that house the people, equipment and materials that provide these services. While some of these areas are currently paying for a portion of their space needs, it is anticipated that costs overall will increase and utility rates will need to be adjusted. The exact impact on utility rates is not known at this time, though it is expected to be less than $10 per month for a typical home. For Tigard's special revenue funds, the Building Fund has sufficient revenues to pay the department's share and the Gas Tax Fund will make its last payment on the Burnham Street Bonds in June 2020, freeing up capacity for new debt. Photo enforcement is a new program in Tigard in 2020. It is anticipated that the program will generate enough revenue in excess of program expenditures that up to $11M in proceeds from a 20-year bond could be available to pay for some of the Police portion of the facility. This program will need to be monitored over the next year to ensure that revenue estimates are valid. If Council recommends proceeding with the AIO+ feasibility planning, staff would provide a more detailed schedule for financing these facilities, which would start with restructuring of existing Parks & Library bonds, followed by borrowing for a facility for Public Works operations, and a request to voters for the AIO building, likely in November 2022. Lastly, one of the many benefits of redeveloping the land currently housing city facilities is the creation of new property tax revenues. As city facilities, city property is not paying property taxes. After redevelopment, market-rate multi-family housing will pay property tax and would add to the tax increment collected by the Tigard Center Development Agency. The additional tax increment can then be used to fund portions of the site improvements and public parking. Conservatively, an estimated additional $5M in bond proceeds can be funded by the TCDA. Schedule and Timing Considerations Council is urged to consider reasons to continue pursuing the AIO+ concept as expeditiously as possible. The substandard condition of current facilities, including concern for health, safety and well-being of employees and residents. Recent construction cost inflation (in the range of 7 — 8% annually), which adds enormous costs to any facility redevelopment project each year. Solving as many facility problems as possible, as soon as possible, is fiscally prudent. Southwest Corridor light rail service could begin in 2027, bringing new energy and interest to the downtown core, but also bringing land and property speculation that will drive all redevelopment costs upward. Planning for the sale and development of the remainder of the City land requires lengthy solicitation, disposition and development negotiations with development partners. The sooner this can begin, the sooner for the non-office concept to materialize. To begin construction of the AIO building, Public Works will first need to move to a new location. To keep the project within projected budgets, that requires the following sequence of events: Secure a site for the Public Works operations facility by end-of-year 2020. Begin design and permitting of the Public Works operations facility by first quarter 2021. Begin construction of the Public Works operations facility by fourth quarter 2021. Complete construction of the facility by fourth quarter 2022. Demolition of the existing Public Works building by first quarter 2023 will allow the start of construction on the AIO facility by mid-2023. Design for that facility would begin in mid-2021. The complexity of the building and the associated parking structure will require a longer design period. Between now and mid-2021, staff proposes to continue refining the program, both in terms of building size and configuration, as well as parking and site design. Construction could start by mid-2023 on the AIO facility and redevelopment of this property could begin as soon as mid-2025, in advance of light rail opening two years hence. It is important to note, given recent discussions about replacing certain departments' facilities on an individual basis, that there is likely not much schedule acceleration to be gained by addressing space needs on a department-by-department basis. For example, a new Police facility could be designed and built in approximately 2 years. However, it would require the same preliminary steps of securing voter-approved funding, relocating the existing use and clearing the site for construction. This means that delivery of a new stand-alone Public Safety building would likely be no earlier than end of 2023 to early 2024. Further, since the likely location of such a new facility would be on the current City Hall site, there would be significant disruption and relocation of both office and parking space. This would likely need temporary leased premises, adding to project costs and delays. Public Works would have the same issues were it to proceed with its own stand-alone facility. OTHER ALTERNATIVES The Council is asked to discuss and consider other alternatives for facility planning at the workshop meeting. 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. (This goal includes consideration of a local option levy and/or bond measure.) DATES OF PREVIOUS COUNCIL CONSIDERATION April 23, 2019 - City Council considered Police facility needs as part of consideration of future ballot measures and gave direction at that time to study the feasibility of a future Police facility. 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