Good evening, everyone.

Hold on one second.

There.

Sorry about that.

I was echoing.

I want to welcome you all to the August 26th.

City Council and Local Contract Review Board meeting.

Mayor Lube is with us this evening.

She is joining remotely, so just to assist in the process this evening, I will be facilitating as council president.

But certainly glad to have not only Mayor Lube but Councillor Shaw and Councillor Robbins joining us online this evening for our packed house.

So with that, I call the meeting to order.

And City Recorder Crager, please complete roll.

Councillor Shaw.

Here.

Council President Wolf.

Here.

Youth Councillor Hillick.

Here.

Counselor Godussi.

Present.

Counselor Who?

Here.

Mayor Lube.

Here.

Councillor Robbins.

Present.

Counselor Schlack.

Here.

Thank you, City Recorder Krager, and I want to thank Councillor Shackle here with helping me last minute with my laptop, so we all didn't listen to my echo.

And with that, would you all please rise and uh join me in the Pledge of Allegiance?

A pledge of allegiance to the flag and to the United States of America and to the Republic for which it stands.

One nation under God, indivisible with liberty and justice for all.

Okay, this is the call.

Are there non-agenda items this evening?

Um City Manager Stockwell.

Council members.

No chit chat about Taylor and Travis or anything.

Okay.

Um, all right.

With that, we will um move forward to uh public comment.

So um this evening, um, first I want to remind everyone of the public comment protocol.

I'm uh pretty confident we will have a number of speakers this evening.

And so the protocol is listed up on the slide.

The one thing that I do want to emphasize is you will be given a two-minute limit, and I need you to adhere to that, or you will be um shut down at that time.

So I just want to set that um up front that I don't mean to cut you off, but that is a timeline that we will adhere to adhere to this evening.

Um at this point, um the call-in number is 503-966-4101, and those wishing to comment should call now to get into the queue.

Anyone present wanting to comment should have signed up on the public comment form at the front of the room when you enter into uh city hall.

Um so this evening uh we had two written comments that were received before noon on the deadline, which was yesterday uh Monday.

Um those two were regarding the increased noise from vehicles going through neighborhoods and food court cart pod regulations.

Um moving forward with public comment in person.

Um I will ask um City Recorder Craig.

Do we have anyone signed up this evening to speak?

Yes, you should have those signing sheets there.

And I do okay.

Um this evening um I will start public comment with the first one on the list, and that is Jenny Lopez.

Yes.

Thank you, both Jenny and Lenny, for that um so then, and I think you both know, right?

So we'll stop at two and then start up again.

Uh I think uh if you want to speak collectively with four, then um you I will allow that.

So thank you.

Would you please turn on your mic?

Thank you.

Thank you.

Uh Council and Mayor, thank you for hearing us today.

Uh my name is Jenny Lopez, and I've stood here before, and I know a lot of you have heard our story.

Um I've shared my concern about the food cart regulations, and tonight I'm here again urgently asking you to please save our food pod.

I'm speaking on behalf of my business, my family, the car owners, and their families, the workers we support, and the customers who gather at our food pod every week.

And tonight I am their voice, and many of those people are in this room, and a lot of those families are represented.

However, I will be the only one speaking tonight because we do value your time.

My husband and I started Love Eat Smash Burgers on the side of 99 in the little red food cart in 2023.

That cart grew into something bigger than we ever dreamed.

A pod where families come and gather and neighbors connect and entrepreneurs can build their dreams.

This pod is not just about food, it's about community.

It's about Tigered.

What was once a kind of boring forgotten shopping center at Hudson Plaza, it has now become alive.

That shopping center used to be empty, it is now full.

Families come, people walk, people gather, and people are excited to eat at our food cart.

Um, all leaning on each other.

Our pod truly does reflect Tiger's missions of connection and economic growth.

But that future is now in jeopardy.

As written, the current regulations threaten to shut us down as early as September 1st.

So, right as we are preparing to open our indoor seating tap room, tap and table, and the truth is the Tap House will not survive without our food carts.

So we had started our food carts, and we had started this process well before these new regulations hit in January.

We had started building, we had started looking for funding, we had um got architectural drawings.

But in order to be grandfathered in the written, uh we are still required to meet a whole list of these new regulations.

It's just impossible.

The financial barriers alone, and I can give you many examples.

Uh, it will force us to close.

So this is not about special treatment, it's about real a real workable path for our food cart pod.

Sorry, it's hard not to get emotional because this is our livelihood.

This is about real families that are in this room tonight.

Ian and Cassie, they are from breadbreakers.

They're raising four children under four.

And they have a fantastic food cart.

I'm also here speaking for Johnny, a single father of a teenage son who moved here from Hawaii just a couple years ago, started a food cart, and they're sharing a hundred-year-old family recipes with us.

This is about Josh and Alfredo, who are true examples of not giving up on their dreams and perseverance and had to overcome a lot to reopen West Coast Tortas.

And this is about me.

I'm a Tigered voter.

I'm a resident, I'm a mom and a business owner who has poured everything into this and truly trying to build something special for this community.

Council and mayor, without your action tonight, or Tigered, we will truly lose something unique and special that we worked so hard to build.

This is the first uh food cart pod with year-around indoor seating for our community.

It's built by locals for locals.

Uh, I just invite you all to please come see our pod, meet our families, try our food, see what we're truly about and what we're trying to protect.

And uh I'm just asking, we don't want handouts, we're just asking for a fair way that we don't have to shut our businesses down for a chance to survive.

Please save our prod, protect our families, protect our businesses, and protect what we've built together.

And please represent us.

Please represent me.

And I just want to say thank you to staff and the city manager who did come out and meet our uh food car owners, and he walked our pod, and I just uh really appreciate that.

So thank you.

Jenny, thank you.

Um, and thank you also, Lenny.

And just as a reminder, um, this is a uh not an agenda item this evening.

It is uh the purpose is public comment for you to share that um the comments that you wish for council to hear, and I did want to acknowledge the time that City Manager Stockwell has has also spent uh connecting.

So I want to thank you for your time to come up here.

So thank you, Lenny.

Um I'm going to apologize in advance if I say this um incorrectly, but uh Coxul Axila, and please correct it.

I actually mentioned everything called No, uh thank you, and I I appreciate that, but thank you for standing up.

Um, moving on, um, then the same with is it Adam Aaron or Run.

You guys are together.

Okay, thank you both.

Um, and again, Jenny, thank you for your uh comments.

Um, our final public comment this evening um is from Lindsay Voorhees.

So, Lindsay, um, please feel free to come up, and you will also have two minutes.

There we go.

Good evening, members of council.

Particularly with the implementation of the Good Neighbor Agreement, the monthly safe parking data reporting that's been emailed as well as posted on the website.

These measures really foster greater collaboration and transparency as we collectively work towards resolving this crisis.

As homeless programming that we are hosting expands, and we continue to sort of learn step by step how to navigate it.

However, with just compassion shelter beds already full, the situation is becoming urgent and very visible and concerning to a large population of our neighbors.

They've shared with us that they're concerned about the potential for camping at public works to escalate.

We've seen a big increase in the camping there, and we don't have any evidence that there's been a proactive plan or any sort of planning around how we're going to ensure that needs are met by some of our most for some of our most vulnerable residents while also maintaining safety and livability.

If there's not a plan put into place soon, we really see this becoming quite difficult to mitigate and manage over what we've seen in the last few months.

So I urge council to prioritize this issue now to develop a clear plan, a balanced strategy, one that provides compassion, of course, for those in need, but also ensures that safety and well-being of the broader community are not being sacrificed as we work carefully and thoughtfully.

Taking action now will prevent more serious challenges down the road.

Thank you for your time.

We look forward to seeing our elected leaders take meaningful steps on this pressing issue.

Thank you, Lindsay.

And I hope that you're staying this evening for the conversation that is part of our agenda.

Yes, thank you.

Okay, moving forward, public comment phone or video.

Um Mr.

Vang, is there anyone in the queue that is wanting to um speak by phone or by video?

No, the queue is empty.

Um my uh thank you, Mr.

Vang.

So we'll jump back to public comment in person because apparently I missed one that had signed up.

Um is there three pages?

Uh yeah.

I didn't get is this my testing.

Uh no, Lindsay was just the only one.

Okay.

Okay.

All right.

I think we are moving forward.

Um, and with that, I'll move to the city manager report.

Um, City Manager Stockwell.

Thank you very much.

We uh have a slide to show up.

Um it is back to school time in the Tiger community, and uh tonight I wanted to share one example of how Tigered employees are helping out.

Two Tigered public library teammates shared books, crafts, and library information with one hundred and forty-eight children cared for by resource families in the foster care system at the back to school event hosted by With Love, a Tiger-based nonprofit.

The event was modeled after a farmers market with end of summer festivities, including music, ice cream, a bouncy house, and face painting paired with essential school supplies that they got to pick out themselves, all at no cost to those families.

So uh thank you.

Uh, and that's all.

Thank you, City Manager Stockwall.

Um, so we will now move forward to the consent agenda.

Um, as most know, the consent agenda is used for routine items.

Information on each item is available on the city's website and in the packet for this meeting.

These items may be enacted in one motion or um without separate discussion.

Council members may request that an item be removed by motion for discussion and separate action tonight.

Uh we have the non-destructive water main condition assessment, leak and detection contract, library HVAC upgrade, installation and controls contract, and the Tigerd Street Fannel Creek Bridge Replacement Design Services Contra Amendment.

So with that, Council, do you have questions or I will entertain a motion?

Councillor Gussi.

Thank you, Council President Wolf.

My primary question was on the Fano Creek Bridge Replacement Design Service Contract Amendment.

It looks as if the primary cause of that amendment was the changes in the hundred-year flood plane along with the sewer drain complexity.

And I just wanted to get confirmation that that was the underlying reason for the increased price.

Those are probably the two of the biggest reasons, but there was a laundry list of reasons, including just how long it's taken to work through those, but those two by far the largest cost impact so far.

And pardon my ignorance.

But remind me when the change, I know that we talked about the change from the 25-year evaluation to the 100-year floodplains, but that when was that done?

I know that's well beyond the scope of the city, but just for context.

Well, really, there was a discrepancy between the design standards, which said that the travelings needed to be apologized.

I'm going off memory off above the 25-year event, and then the actual development code and like floodplain code talks about the hundred year.

So we identified that probably a year and a half ago, but we were trying to manage within the current contract budget, and then it got to a point where we were running out of funds with the consultant, uh, which is why we hadn't come to council previously to ask for more related to that.

Great.

Thank you, Counselor Gaducy.

Thank you, Zach.

Um, okay.

With that further questions.

Uh Councillor Um.

Thank you, Counselor.

Um Council President Wolf.

Um Yeah, I I I I just wanted to thank city staff for providing such detailed information on all the project in the consultant agenda.

And for the Tiger Street Bridge replacement, as um Council Kutushi and Zach point, there was many enforced and foreseeing circumstances.

And I would just want to thank uh staff for managing these challenges and um being res and become and and and you also show that at being responsible store about taxpayer dollars as they move forward.

So I just wanted to thank them for for doing all the great job.

So with that, I will move to um approve the consent agenda.

I'll second it.

Okay.

Motion was made and seconded.

Um any additional discussion.

Okay.

Um with that, um, City Recorder uh Craig, please conduct a roll call vote.

Councillor Shaw.

Yes.

Council President Wolf.

Yes.

Counselor Godusi.

Yes.

Counselor who?

Yes.

Mayor Liu.

Yes.

Councillor Robbins.

Yes.

Counselor Schlack.

Yes.

Okay.

Consent agenda um is adopted by unanimous vote of the council.

Thank you all.

And with that, we'll move forward to our first presentation was um with which is an update from Washington County Sheriff Massie.

Uh welcome.

See, we're both wearing our pink for the end of the summer, man.

I love it.

Yes.

Welcome, welcome.

Hello.

I want to thank you all for having us.

Bam, that is so much better.

Thank you so much for having us.

I really appreciate it.

Um, as promised last time, uh, we wanted to make sure that we got our annual report in your hands earlier than we were earlier than we did in 2023, and provide some critical updates on the services that we're providing to the entirety of Washington County.

Um, if you wouldn't mind hitting the next slide, please.

Um I'll recenter us back to the beginning, which is where I really like to begin all the time.

No matter where you live, we serve you.

Um we do manage uh Washington County's only jail, providing service to roughly over 600,000 residents.

We are the primary first responders for our rural unincorporated and contract cities.

Those include North Plains, Cornelius, Banks, and Gaston.

And my vision is for us to be the safest urban county in the state of Oregon.

Next slide, please.

Um I would like to just add that for the anyone in the room or on the screen, if you would like to scan our QR code or go to WCSO Annual Report.com.

You can download the same annual report that we have provided to the counselors and the mayor.

Next slide, please.

One of the things I want to level set is that it is our partnerships and our relationships that have helped to contribute to public safety in Washington County, I believe, more than any other thing.

And our relationship with Chief Jamie McDonald and the Tiger Police Department is no exception to that.

It is that partnership and those relationships that help us serve in a way that honors all of our cities and our urban unincorporated areas.

We manage Washington County's only jail.

We anticipated, I don't know, last time I was before you, and I don't know if everyone was present for that, but we had had three housing units closed because of a shortage in staffing.

We anticipated being fully staffed if we stayed on our trajectory until around 2027.

I am thrilled to say that we are fully staffed and we've been given permission from the Board of Commissioners to overhire.

Understanding that that full staffing does consider that we lost 10 positions during uh this year's budget uh general fund reductions.

So that is also why we are engaging in overhiring so that we can work through the natural attrition that comes from retirement and people not uh being uh successful in training.

We still do have three housing units closed, but that is not because of short staffing, that is because we are undergoing right now critical infrastructure repairs.

So we are getting a brand new roof, we are getting all new HVAC throughout our jail and law enforcement center, a new fire suppression system, and all new hot and cold water piping systems throughout.

That will help bring us up to code essentially in areas that we just we had leaks happening and uh the stuff that we had going on wasn't really providing a safe and secure environment for the adults in custody that are under our care.

So super excited about that, and it has been ongoing and it will be ongoing through 2026.

We do hope to have two of those housing units open though around the beginning of next year, because they're conducting those um services, all of it basically at the same time with an upstairs and downstairs housing unit, and then once that section's done, they'll move adults in custody over there, move empty out two more housing units and go all the way down.

Um of the things that has helped us with our beds, however, is that we engaged with a vendor to do a jail capacity study.

What that means is that we asked someone to come in and look at our um really our forecasting for our population through 2055 and give us an assessment on what it would look like we would need as a county and the only jail in the county through that time.

They came back with numbers that were close to 100,000.

We end, or excuse me, a hundred thousand.

Holy cow, that's a lot of beds.

Wow.

I might end up having to move in there if that's the case.

Uh a thousand beds as opposed to our 572 now.

Gosh, a hundred thousand.

We are not going to ask the taxpayers to fund a hundred thousand jail beds, I promise.

Um they looked at about a thousand.

We will then take that and look at what are best practices across the country and internationally for servicing adults in custody to include behavioral health services, substance use disorder services, um, those areas where it might be anger management, parenting classes, GED classes, and how can we help them transition out into the community to be much more successful than even what we're doing now, which it really looks like we are providing services that most of the country is not.

And so it's not good enough to think that we're doing it better than many places.

It's just that we need to continue to evolve.

And what this uh capacity study has done is it gave us a starting point so that now we can go out and assess what other people are doing in other places that are really forward thinking and providing more robust and holistic services for the adults in custody they serve.

But it's not just about the adults in custody, it also is providing a space where our staff want to work and don't feel like they are also in an institutional style space because ensuring their physical, mental, emotional wellness is also critical so that they can thrive through this career, which can be very difficult on our staff.

Um, in case you don't know, in Oregon, PTSD is presumptive after five years of being a first responder legislatively.

And so it's incumbent upon me and our team to make sure that we are setting people up for success in a holistic fashion from the day they start.

I'll touch briefly on pretrial release status just to say that we received a $750,000 grant that will help us bring our electronic monitoring from an outside vendor that did not monitor overnight or on the weekends into the jail division so that we have 24-7 monitoring of those adults in custody who are out of custody, either in a pretrial fashion or for their sentence, and making sure that they are not in restricted zones, and if they are, that we can identify that in the moment and get resources there to provide safety for all of our communities.

And while that seems like it might be jail specific, we do have people that are serving sentences in pretrial in all of our cities.

And that will allow us to make sure that we get emergency resources out there if someone's in a restricted zone or near victim uh homes and things like that.

Next slide, please.

Good afternoon, Mayor and City Council members.

I'm Chief Deputy McRae with the Sheriff's Office.

I'm going to touch a little bit on our interagency teams and special teams through the Sheriff's Office.

Our interagency teams are critical for the safety throughout the county.

No one single agency can provide all the services and keep the community safe.

So those partnerships are crucial in the interagency teams.

By pulling our resources and expertise together, we can provide consistent and professional services throughout the county.

Our interagency teams ensure that all of our residents receive the high level of response and professional support no matter where the incident happens in the county.

Chief McDonald and the Tiger Police Department are great partners with us and continue to be great partners with us.

That partnership strengthens the collective ability to uh for us to protect and serve.

When agencies join force, the whole county benefits from a more reliable and effective public safety.

Our crisis negotiation team, our tactical negotiation team expand that ability uh to peacefully resolve high risk and complex incidents.

Our mental health response unit is uh particularly valuable in supporting individuals who is experiencing mental illness or crisis.

These teams are trained, equipped, and ready to respond countywide and uh to deal with the most challenging safety incidents.

Next slide, please.

Covert, uh, a newly formed team, uh, interagency team, was formed in uh 2024.

This team's focus was to address gang activity, uh criminal networks, and gang violence.

Their priorities were prevention, intervention, and enforcement.

As you can see on the screen, since this uh team has been uh formed, they've executed 68 search warrants, made 49 arrests, and seized over 282 firearms.

The Sheriff's Office secured a grant funding for a NIBAN uh terminal.

A NIBAN is an inner uh national integrated ballistic information network.

This technology allows us to analyze shell casings from firearms and link those to particular fire to specific firearms.

So this benefits all the agencies in Washington County.

Uh, if officers respond to a scene, they can collect those show casings.

Uh we can then analyze those and possibly link those two cases uh expediting the in investigation and prosecution.

Intelligence-led intelligence-led policing ensures we are responding immediately to the immediate threats and addressing the community's concerns.

Next slide, please.

Our search and rescue.

These are highly trained youth volunteers ages 14 to 17.

They complete a 12-day search and rescue academy that's held June of each year for real-world missions.

These cadets are also uh meet the Oregon uh search and rescue level three certification standard.

There's four standards.

Um level three allows them to stay on scene for up to twelve hours.

They're skilled in urban and rural rescue operations.

They respond on an average of 48 missions per year across Washington County and the communities.

They locate missing persons from children to elder elderly loved ones, hikers, and hunters.

They save lives and provide closure for families, responding rapidly to high-risk, time-sensitive situations.

They've also searched for down aircraft and emergency beacons, provide crime scene and grid searches when needed, and they're trained and collaborate with other search and rescue teams across the state.

These cadets are overseen by a full-time Washington County Sheriff's Office search and rescue staff while they're on their missions and they're building the leadership skills and confidence for each cadet.

Most of these cadets go on to be either in law enforcement or other leaders throughout our community.

Next slide, please.

We have two projects that are managed by our search and rescue team as well.

Project Lifesaver and Help Me Home.

Project Lifesaver is an active tracking program that uses a radio frequency bracelet to quickly locate missing vulnerable individuals.

Help me home is a database for photos and other identifying information that are accessible with all Washington County law enforcement.

For Project Life Saver, as you can see, we have 22 registered members and help me home.

We have over 100.

For the cost for Project Lifesaver, the for the device, it's $300, and it's a quarterly fee of $75.

So to start up one person, it would be $375 and then an ongoing $75 every quarter.

The article that that's called out on the screen, this missing endangered person.

This was an elderly gentleman suffering from mental uh illness who had missed some critical medication.

Um the actual missing, he was actually missing two hours more than what we originally were told.

Our search and rescue advisor responded and was able to activate the project lifesaver equipment.

He was located in an urban neighborhood with green space and forest ravines.

The band was located at the bottom of a 30-foot ravine with serious head conditions.

Through the coordination with our deputies in search and rescue, they were to extract the gentleman and get him medical treatment that he needed and get him returned him home.

Next slide, please.

Our ROVT team.

This team, as technology has advanced, uh, so has the sheriff's office trying to keep up with uh technology.

This provides us real-time intelligence and surveillance for situations uh for situational awareness doing critical incidents.

It also reduces the risk for first responders, and when I say first responders, I'm including our K9 first responders as well.

Supplying accurate unseen information so we can rapidly uh make decisions.

They've flown over 500 missions with only 25 drones in service.

They also do crash reconstruction, taking area photos for precision and efficiency.

Uh they support our tactical support team, uh, locating armed and barricaded suspects.

They support our search and rescue and looking for missing individuals as well, and our K9 operations.

These drones are carried in the vehicles with the officers and deputies, so it's a quicker response.

The team right now is composed of 11 deputies, three Beaverton officers, and one Hillsboro officer, and we're expanding our team with other partner agencies.

All of our pilots are FAA licensed and recertified every two years.

They have ongoing training, which they have to complete at least 10 hours of training in multiple drone platforms.

And we also adhere to the strict uh Oregon law and FAA regulations governing drones usage for law enforcement.

Next slide, please.

This is a quick video of our uh drone in action, a couple of small series of uh drone footage.

Could you go ahead and please video, please?

This first one is a couple of individuals who are uh do not want us to contact them and they're running from us.

So, as you can see there, in the trying to hide in the forest air wooded area there, and the drone is keeping contact on them with the thermal imaging that you're gonna see here shortly, you can the heat transfer so it makes it easier for us to continue to track them.

And as you see, they're climbing out and slowly starting to give up.

This one here is a couple of individuals who uh I believe had uh are burglary suspects.

Uh they're running from us again.

I don't know why.

Um they run through some neighborhoods, and uh one of them jumps on a bicycle.

You'll see he'll start he'll start moving really quickly here.

And this allows us to uh direct our officers and deputies to where those suspects are are located at and easily apprehend him.

As you can see, he ran right to us.

This is a drone footage of one of our tactical missions where we were able to break the window and send a drone inside the home to search for the suspect versus sending our officers of deficit inside the home.

Next slide, please.

So the thing I really that is impactful about just that last one is that we have drones that are really small as well, and so we can get them into those little spaces that previously put our deputies and officers significantly at risk to go in there not being able to get eyes on anything inside.

And so now we just have the ability to keep our canines and our deputies safe in a way that we couldn't before.

And as technology continues to evolve, it's going to be very important that we continue to evolve with it.

And it really has brought an escalation of safety in ways that I never could have imagined when I first started in this work.

As we look forward the rest of the year, our main priority at the Sheriff's Office uh has been and will continue to be the public safety local option levy and making sure that our community um has the critical information that they need to make informed decisions on in November 4th on the ballot.

Um our public safety levy uh covers the sheriff's office, the district attorney's office, community corrections, and juvenile justice services, and is roughly 16 percent of our budget.

And so it we it's very important for us not to just uh go out for a levy to maintain services, but to really communicate to our communities that we will expand our services with the increase in levy um that we we are asking for.

It would be an increase of 19 cents, which would lead roughly about $20, a little under $20 a month on the $1,000 assessed value for the average property value of around $346,000.

And so one of the priorities for us as we look at enhancing our services is that covert team that we referenced earlier, the community uh violence reduction team.

I cannot think of a team who has had as much impact in as little time with over 200 firearms seized just since October when there's only two detectives assigned to that team and two detective sergeants.

And so expanding resources for the critical work, I think is going to help us ensure safety across our community.

Next slide.

That is what we have for you.

Now, what questions can we answer from you?

It's not a hundred thousand bets.

Just to clarify.

Um, thank you both.

And the video just um, you know, while entertaining, but really drives the uh point home of not only keeping um those that are working to keep us safe, but keeping community safe, because you can so quickly um see where individuals are.

But with that, I'll start with my fellow counselors to see if they have questions for you.

Um Councillor Gaducy, I'll start down here.

Thank you.

Thank you.

No questions, but I am very impressed at everything that you have been able to do.

Counselor Schlack and myself have been able to go to the jail and do a tour there.

Excellent.

The amount of effort and work that's put in with the amount of resources that you have is absolutely phenomenal.

So thank you.

Sorry.

Um presuming also shout out to Megan DeSalvo and Leadership Tiger for coordinating that tour.

It was a really educational informative experience for me as a city counselor.

Um like Council President Wolf said, the drone footage is very, very impressive, and it reminds me a lot of um some of the drone operations that the Tigert Police Department has.

That's been uh fully on display on national night out recently.

Yeah.

Um my one question is um about this time last year, one of the big topics was the um putting in place of new drug deflection programs sort of in the post-measure 110 world.

And I'd love to hear um just from the sheriff's office perspective what the current performance and status of of those programs look like just in general.

I can speak to it briefly.

I don't have the data for you, um, but we do have uh some participants in the program.

It it act it is actually working.

Um we are still working with all of our partner agencies to kind of work out all the other bugs and kinks out of it.

But we have right now we have a lieutenant assigned to it that's creating uh training for all the officers and deputies.

Um they do have a uh program coordinator or program manager for uh the deflection program that uh we are meeting with on a weekly basis or monthly basis, rather.

Uh but I again I don't have the number of participants we have in it, but it is working.

Yeah, and one thing that I I will add to that is just that um our biggest roadblock right now with that is anticipating funding to keep it going.

And so um Washington County, for instance, uh the funding formula didn't quite match our population and the resources that we are using, and so we are working with the state and with other county government to try to figure out how we can reassess the funding formula to ensure that we have enough resources to keep it going.

I have two questions that are mostly just curiosity.

Number one, um who and how are the drones controlled?

We have drone pilots who are deputies and corporals and they belong to a special team.

They do this in addition to their regular workday, and if there's a call out, then they will go out with their drone and respond to it.

They go through an incredible amount of training in the beginning through the FAA to become drone pilots and um and they just manage it.

They will get up in the middle of the night if there's a need call out, and they will respond with the drone in their car to help bring that escalation of safety.

Am I missing anything?

I know.

Cool.

Yeah.

And then do you guys know how many search and rescue missions you guys have had this year so far?

Because I know you said 48 last year, but I'm curious about this year too.

I don't know this year, but I sure can get that information, a follow-up.

Yes.

That's a great question.

Thank you, youth counselor.

Um counselor whouncell Parson Wolf.

Um thank you so much for coming here.

And I I too uh did a tour of the jail with our uh community academy with uh Matty in the back, Matty Bauer, and that's and that was very impressive.

Um yeah, like my colleague, I I I'm very impressed by the drone technology, and I'm glad that you are using it.

But as you know that this past last legislative session, there was a push to do away with search warrant for use of drone, and that was ultimately um not passed.

And during during the process, I heard from many Washington County um organization that represent immigrant and minority organization, they were really worried about doing away with search warrant.

I think the the comma on her back is that they have great relationship with Washington County and our Tiger PD.

But they they they wish there were there were more dialogue, communication of why that was put forward.

I know it was put forward by not not by our local law enforcement, but the but the message is that they are not necessarily opposed to get away with search warrant, but they just want better understanding or more dialogue of why that was needed in the first place.

So I just wanted to provide that feedback.

It's like you guys are having great relationship with our immigrant and minority community, and I'm so thrilled by that.

But um, but there's uh there's there's more room for communication, as you know.

So I couldn't agree more.

And if you are aware of specific community groups or organizations that would benefit from us communicating that we might not be thinking of, please share our contact or or let us know because I will tell you we will show up and just respond to whatever you know questions are out there.

And I don't always know where to go or who to talk to or who wants to who would benefit from information.

So I would love to partner and figure out how we could reach our communities better.

Yeah.

Yeah.

I'll I'll I'll convey to the information.

So thank you.

Yes.

Thank you, Counselor Who.

Uh Counselor Shaw.

Thank you, Council President Wolf.

And I had two questions, one that Counselor Schlack had actually answered, so I won't repeat that uh question and thank you um to our presenters for answering it and for the presentation.

I was not aware of Project Life Saver or Help Me Home.

So I'm wondering if that's something you we could partner with our uh Tigered Senior Center.

I have a father who's 89, so he's luckily in good health, but there's a time I'm sure where there'll be some reduction of memory, and this is just a vital service.

And uh you had mentioned the cost of what the project lifesaver was, and perhaps even the help me home, but I just didn't get that.

I was wondering if you could repeat the cost and then also if we could partner with you to get that information out.

Thank you.

Yes, the the cost for a project lifesaver is three hundred dollars for the device and seventy-five dollars quarterly.

So just to get startup, it'll it would initially cost $375 and then $75 every quarter after that.

And the the quarterly it's just for maintenance, battery replacement, those type of things, but $75.

And the other one is free.

It's voluntary and it's free.

And we would love to partner to get that information out.

Um so um I look forward to any way that we could push that out more robustly.

Uh I took care of my father for eight months while he was on hospice with dementia.

And if I hadn't worked at the sheriff's office, I probably wouldn't have known about the services that we provide.

And so I look forward to connecting later on.

Thank you, Sheriff.

Thank you so much.

Um Counselor Robbins, I don't see your hand up, so I'm gonna uh move forward with Mayor Lou.

Thank you, Council President Wolf.

And thank you for being here today to help share so much information and to sort of update us on everything.

Um I just sort of have one general question.

You did a really great job about talking about the upcoming levy and funding challenges and those sorts of things.

And I'm sort of wondering what is the biggest public safety challenge that you would say is facing Washington County, you know, and and Tigered as well.

What are you what are the obstacles?

Other than money.

Funding.

Oh, see?

No.

There you go.

So you want the second obstacle, not the first one.

That's what I heard, Mayor.

Yeah, we all know I I think we could all raise our hands and say funding is a huge challenge.

Um but you know, after that, what would be your next biggest challenge?

It's probably still resources as far as um, you know deputies or police officers and and having enough people to do the work in a way that doesn't uh burn our folks out.

For instance, uh uh at the sheriff's office, you know, we are running with minimum numbers on shift to where if anyone were to call in sick or be away in training, then people are having to work overtime, and that's happening every day on every shift.

And so what that does is it just leads to some burnout and an inability to really have some work-life balance and for people to feel connected to their community outside of their work.

And so I still think that our my most critical mission is the retention of our extraordinary staff, and immediately behind that is recruitment to um get more people in to show them that there is so much honor and nobility in doing this work and that we are in our communities um with our communities as part of our communities.

Thank you.

I I think historically, you know, the we've had those conversations with our Tigered Police Department, and every month we get a report of how many shifts are on minimums, and it does create so much burnout.

So thank you for for talking about it and bringing light to it.

Well, one of the things that I don't think gets mentioned quite enough is that um it probably it can seem selfish to say that the retention and focusing on our staff being my number one priority might feel like it's at the exception of the community.

But actually, I believe that if our staff are well, physically, mentally, emotionally, spiritually, financially, then they will serve well, and they will everyone in our community will receive a better quality of service because as the person is responding to their fifth critical call in a shift, they're going to be responding in a way that honors it as if it were the first because they are well.

So that's sort of how I'm seeing that.

Thank you, Sheriff.

I think well said on that.

Uh Counselor Robbins, I saw that you raised your hand.

Hello, yes, thank you.

And thank you so much for this information.

Um I also um toured the jail.

It was pretty amazing to see um I wanted was hoping you could speak just a little bit on the situation that we have in Washington County with the unhoused.

We hear about it a lot.

We're gonna discuss it more later on tonight.

But um, I think sometimes lay people's perception may or may not be accurate.

We might think it's better or worse than it actually is.

So could you speak just a little bit on how are we doing as far as um helping our unhoused community?

Are we making progress?

Um is it getting worse?

Do you have other ideas percolating about what we can do or what are you learning about from other parts of the country?

Um, I would really love to hear that.

That's a great question.

Um I can speak to sort of what we are doing at the sheriff's office and with community partnerships to make sure that we're providing some holistic wraparound care.

Um first, uh, I'll speak as it relates to the jail when people come into jail who are unhoused.

Um, we do everything possible to do warm handoffs with our community-based organizations as they're transitioning out to make sure that they're not transitioning out back into the street and that there are some resources.

We even take that down to the minutiae level where we don't release people in the middle of the night when Max or other transportation resources aren't running so that they're not just walking around houseless with nowhere to go.

Um, additionally, we have uh a deputy who is full-time and other deputies who work in a collateral status with our with other county partners and then community-based organizations.

It's called a Hope Deputy, it's our houseless outreach um deputy, and they are partnering with Health and Human Services and Housing to work alongside of them, not necessarily as an enforcement action, but as an avenue to build relationships with the people that are houseless and then connect them to the resources that are most appropriate for them based off of their individual needs or um or issues.

Um in fact, just last last week or the week before, I spent time um in Hillsborough, for instance, uh talking to some business owners with the district attorney to talk about how we might provide and Hillsborough Police Department to figure out how we might provide some better services, even to the community-based organizations that are working in those neighborhoods because the level of service wasn't where it needed to be to ensure that the businesses weren't being negatively impacted.

And so it really our approach has been to work with our business communities to work with our community-based organizations and to work with our city partners and county partners in housing and health and human services to identify areas that we can support people more holistically.

I really believe that, and this is just uh me not having data in front of me, that our houseless situation has gotten significantly better since we were able to pass some ordinances that um allowed for us to um clean up the encampments that we had in Washington County, and now it really is about identifying more resources out in the community to get people where they need to be.

And some of those resources aren't just limited to housing.

So there's uh so many different issues with you know behavioral health or substance use disorder.

And so finding individual services for individuals who are experiencing homelessness is critical.

Okay.

Um Thank you, I appreciate that.

Yeah.

Um I want to thank council and thank you both for being here.

And you know, Sheriff Massey, I um, as our next agenda item is houselessness, it continues to be something that weighs so heavy on all our hearts and our minds, and I know these critical partnerships are essential as um, you know, as the county um covers kind of all the territory as well as our urban areas.

So uh just appreciate your um insight and your thoughts and coming and spending time with us today.

So thank you.

Thank you.

And if there are things that come out of this next meeting or additional meetings in the future that it would be helpful for us to be able to partner, please don't hesitate to reach out because we are here for that.

And I do think that together is how we are gonna make it better.

I think we'll likely take you up on that.

So thank you very much.

Um so our next item is our houselessness update, and um I would like to have City County Houselessness liaison Cohen um come forward and strategic manager um Kim.

Oh no, Kim is sitting just in the front row.

Thank you, Kim.

Um, to give that report.

Thank you, Megan, and welcome.

Okay, good evening, Mayor and City Council.

Um, my name is Megan Cohen.

I'm the homelessness city county liaison for the city of Tiger.

And I'm here tonight to provide you all on an update on homelessness in Tiger and seek your direction on some options moving forward.

Um, unfortunately, we're not gonna solve homelessness this evening.

Um every year, I think we find ourselves um grappling with the situation uh in a different light.

Um, and there are so many contributing factors to the situation we're currently facing, as you'll hear tonight.

Um I do want to remind everyone that we're talking about uh real folks that are struggling in our community right now and searching for stability and safety.

And I only have a short time to present this evening, so I'm gonna keep it pretty high level, but we're gonna have other conversations ongoing on this, and I'm happy to provide follow-up and answer additional questions as uh as we move forward.

So with that, I will jump in.

Um next slide, please.

So starting with um homelessness in Tiger in this moment, um of uh the things that we've seen has been uh an increase in the number of people that are camping on the public works lawn.

Um through the winter, we probably had uh between like three to five people there.

Um we're seeing closer to 30 to 40 people now on the lawn.

Um as you will hear uh I um see a direct correlation between that and some of our uh system capacity pieces that we're experiencing in this moment.

Um the lawn, um, street outreach has been providing regular support.

Um they went out uh last week to assess how many folks had Washington County uh coordinated entry and uh it was uh almost everybody, which tells us that folks are in Washington County, they're waiting for services.

The majority of those folks were on the shelter waiting list, um, which is quite extensive.

Um this past weekend we experienced uh inclement weather, uh, extreme hot weather that actually activated um inclement weather shelter beds at just compassion from Sunday, Sunday to Monday.

Um, and we saw that the majority of folks that were camping on the lawn went in uh at that time.

Um so very uh clearly shows us that uh folks want resources, they want to be able to get back in their on their feet and they want to be inside.

Um we also have some data uh from the latest uh point in time count uh that more than half of the folks surveyed that were homeless in Washington County became homeless in Washington County.

So more than half.

It doesn't mean that everybody that we're seeing this is a regional problem.

We're seeing people uh move uh regionally uh and our solutions are also regional.

Um we know that we are having uh folks experience um a lot of hardship uh directly in Washington County uh with the economic conditions and are becoming homeless because of that.

Um on the enforcement side, uh Tigered Police Department has uh been really proactive about enforcing our time place manner.

Um they uh are there in the morning uh enforcing the time.

Um as I was thinking about uh police enforcement and the capacity that we had.

Tigered has two dedicated officers to uh sort of address homelessness uh situations here.

Um Beaverton has six, Hillsboro has ten.

Um so just to give you an idea of uh the capacity asks um that we're asking of our officers amongst other duties.

They've also been really proactive about working with patrol to cover gaps since they're not on all the time, um, trying to make sure that we have that full coverage to talk to folks uh and enforce uh our time place manner.

Um there are several challenges with this location.

One, it's very visible.

Um we're also running out of space on the lawn.

Um, and during the winter we experience it being extremely muddy um and wet, uh, especially uh towards the center of the lawn.

Um we've also seen several benefits to this location.

Um largely people are camping where and when um they are allowed to, uh, which is something that we ask of them with Time Place Manor.

So this is currently um a place that is allowed for camping, um, and that is where they are choosing to camp and doing it uh during the times that we ask.

Um that doesn't mean again everybody is following that, but the large majority um we are seeing are complying with that.

Um we've also seen it um reduce the number of encampment cleanups that we've had in sensitive lands in our parks in the last year.

Um, and it has consolidated our uh time place and manner enforcement.

So police are um able to go uh make contact with folks uh in that area and then address other areas as well.

Um and it provides that centralized place for outreach to connect with folks and to let them know when resources are available so folks don't get lost in the shuffle.

On the eviction side of things, we are hearing from our service providers that they are seeing so many families become homeless in this moment right now.

They are all really surprised by the number of families that they're seeing.

This is largely, of course, we continue to be in a housing crisis.

So kind of the perfect storm.

Everybody has really been prioritizing families.

Nobody wants to see families with children sleeping on our streets.

We don't want to see anybody sleeping on our streets, but a lot of the resources are getting driven towards trying to get folks somewhere safely before the next step, the next shelter bed opens, the next housing referral is available.

And I think this is something that's just less visible, but a very present piece of the homelessness situation for our providers in this moment.

We have a couple uh services that are responding to that.

One is our library social services coordinator, who's doing a lot of great work navigating with folks and trying to connect them to resources.

Of course, the supportive housing services that we have, and then also our safe parking program, which is often a bridge for people between sort of that eviction and getting into the next service.

So I wanted to make sure to mention a few of those.

Next slide, please.

So bigger picture looking at homelessness in our region.

We uh right now are in a supportive housing services system that's at capacity.

There are no available shelter beds in our system.

We also don't anticipate additional shelter beds coming online.

Um our community connect uh coordinated entry system has very long waiting lists.

Um, and the way that we work through that, um, there is uh can be months long wait for people to get into shelter uh as they work through that referral list.

Um we are also seeing uh sort of the outflow of people from the system uh slow down as we have less affordable housing, um market rate and even regulated affordable housing and uh funding for housing vouchers uh has largely dried up, um, which helped make those market rate um units affordable uh for folks who are low income or on fixed incomes and don't have those other sources of income.

Um we've also seen a reduction in event eviction prevention across all funding sources.

Um locally we had uh reduction SHS uh cut their eviction prevention resources.

Community action has put their program on indefinite hold.

Um we saw the state cut theirs by 50% and also significant cuts at the federal level.

So we have nothing preventing inflow into the system.

Um eviction courts are very overloaded, um, and where we used to have a lot of providers helping provide some gap coverage uh at those eviction prevention courts.

Now we have maybe one that is in that room.

Um we also saw from the point in time count, which I mentioned earlier, uh, that for every 10 people they're housed, we're seeing 15 uh become homeless.

Um and again, this is just economic conditions, um, people having a really hard time paying for rent, groceries, health care, and not having uh sort of that relief that maybe one time uh something goes wrong uh and it it snowballs um and they become homeless.

Um I have had the chance to talk to my colleagues in Beaverton Hillsboro.

They're facing very similar issues as we're seeing in Tigered.

They are also seeing um uh increases in folks uh camping outside their shelter properties and uh and having to address things uh with their time place manner uh enforcement as well.

Uh next slide.

Uh just briefly, um I wanted to give you all a safe parking update.

We're this is as of July 2025, um, but we are just about to hit a year of the safe parking program in September.

Um as of July, we had 13 households that were served by the program.

Six households had transitioned into housing or an alternative program.

Um and we currently have two sites, um, but we're working on uh third host site.

Um, and we've been uh really glad to have just compassion as a partner in this work.

Um and uh we continue to I think actually we had two folks transition to housing uh just in the last week, so that's really exciting.

Um they are finding that they're it's taking a long time to get people into housing.

Um I think on average four to six months.

So uh slow turnover um and we'll do a more uh full report as we uh end this year of safe parking.

Next slide, please.

So I wanted to talk about some next steps.

Um uh first on there is considering time, place, and manner ordinance changes.

So in discussion, um some of the options um that uh we could explore.

One would be prohibiting camping on city property.

Um this is something that would align with our uh peer cities, um, Beaverton and Hillsboro.

Um it could also lead to more people camping in our parks and nature areas and increased encampment costs.

Um it uh has the possibility of reducing teammates um burden in cleaning up that public work site um on a daily basis.

Um and it will likely decentralize the enforcement and case management pieces um that we're currently see currently seeing.

Um other ordinance change um that we could consider would be reducing the allowable camping hours uh to 7 p.m.

to 7 a.m.

We're currently at 7 p.m.

to 9 a.m.

Um again.

This would align with our uh peer cities.

Um almost all of the cities are around that 7 to 7 um Beavertons, I believe 9 to 7:30.

Um it uh would allow enforcement of the time to start earlier in the morning and reduce the number of folks uh there later in the afternoon.

Um and just a note that that does align with the hours of opening for Just Compassion's Access Center.

They open at 7 in the morning, um, but uh would leave a gap between uh the library lobby, um, which is usually opening around 9 a.m.

Um some of the other options uh are looking at other available resources or county programming.

Um so for example, we could explore um pod shelter with Washington County.

Um they have some pod shelters that will come offline um and are looking for um uh some places to put those.

That is something that we would need to have a lot more conversation about um and would result in more centralized resources in Tigered.

Um it could help alleviate alleviate shelter pressure by adding beds to the system and uh those capital and operational costs uh we would we would need to um discuss and finalize with them, but uh would be covered by Washington County.

Um so that's that would be um one resource option.

The other would be to explore other sites for managed or unmanaged camping.

Um we would need to look at what are the management, how would we manage that, what would be the cost involved, um, and how would we want to uh enforce that.

Um probably we're looking at a short-term, not a long-term solution in those uh situations.

Um and uh there could be some uh site options that are maybe less visible than our current option.

Uh I think the other things on this list are uh just continuing to communicate our strategy in response to homelessness to the public, um, have some greater understanding about um how and when uh we enforce uh time place manner um and continuing to report on our existing programs, track available data, um, and coordinate with internal and external partners.

One of those partners is Washington County um SHS who will uh be presenting their annual report sometime uh probably early winter this year.

Um so with that I will conclude and turn it over to you all.

Maine, thank you for that.

Um and um I'll start uh to my left with counselor who and work our way down there, go to the screen and then close with Mayor Lube.

And before we get started, I I just um want to kind of set the foundation statement that this is um just such a horrific situation so for so many in our community in Washington County as Oregonians and across the country, and I think um we all recognize the difficulty of every individual or family, and yet we are also charged with how we care for our employees, how we care for our community that loves and uses all our resources.

So I think all of us are are trying to be really thoughtful of weighing all those very important responsibilities.

So with that, I will um hand it to Counselor Who, assuming that he has comments and questions.

And certainly our charge this evening was to take all that in, which was very helpful.

So thank you, Megan, but also to give direction on next next steps.

So thank you, Counselor Who.

Oh, thank you, Council Burns and Wolf, and thank you, Megan.

Uh I have two two two things.

First is um I I so our our current time place manner ordinances.

I I believe uh limit uh camping they say the 10 has to be 20 feet apart, and the 10 cannot be 10 feet within public right of way.

So I did a little Google map calculation and I saw maximum at the very maximum that means we can only allow maybe 30 35.

So when you say 40, I'm a little alarmed because that means that's not compliant with our current time place manner ordnance.

So what what's your what's your response to that?

Yeah, I would say 30 to 40 people, not necessarily tents.

Um so we have uh couples staying with each other um and other folks out there.

All right.

So what do so are we enforcing the like the distance requirement?

Or I mean I I know we're not having a ruler and measuring how far away 10 is, but do we are we uh at a point where we may have to do that soon?

So it's not the so the place is not overwhelmed with camper.

I do think there is a challenge in how much space that we have on that lawn.

Okay and uh you know would need to um discuss how we want to manage that uh to be in compliance with TPM moving forward.

Okay.

So we might have to keep an eye on that.

And as time as far as the time reduction, if the majority council would like to go some to some and I'm fine with it.

Um another point, another point I want to raise is um you can mention mentioned that this is the solution should be regional.

And you are hire you're paid with the county money to represent to work with not just only tiger, but Twilight and Sherwood.

And I'm uh it will be hard for me to believe if they don't have any homelessness, homeless people there.

And but I'm not hearing anything that they are actively doing to address their own problem, and that's very discouraging.

So um I talked with uh commissioner Jason Snyder recently, and he said he's open to facilitating a dialogue between this among the three cities to really address this so-called regional solutions if the majority of the city council um are interested in that.

So I would just leave it to my colleague to see if they are interested in approaching, because I'm really frustrated, right?

Because Tiger is really we are really punching above our own our weight for internal affordable housing, shelter, family shelter, safe lot, and out as you mentioned, two police officers.

That's a s significant resources that we're spending.

And it's really frustrating, and I'm not afraid that Sherwin and Tuatan hear me saying this.

I think they should step up.

I really think so.

So I I'm I totally would like you know our commissioner to have a facility dialogue dialogue among our cities, because you mentioned this is uh regional solution, so we really need to make that a reality, make it a regional solution.

So but thank you so much, Megan.

I know how how hard you work every day, and so thank you so much.

So that's all I have.

Thank you.

Thank you, Counselor.

Uh youth counselor Hanking, would you like to go?

Yes.

So I have a handful of like very short questions.

Um one is just a clarification question on slide three.

It says um for every 10 people that are housed, 15 become homeless.

When you say 10 people that every 10 people that are housed, do you mean 10 people already living in houses or 10 people who like get a house or like buy a house?

Um so it's like outflow and inflow for our system.

So 10 people that are currently experiencing homelessness in our system become housed so through like a voucher um uh or through permanent supportive housing um or whatever those options might be um and then uh for the 10 that are exiting our existing homeless service system into home uh into housing, 15 more folks are actively becoming homeless and entering our system.

Yeah.

Um great question.

And then if um camping out on public works lot ends up being not a thing anymore for people, where would you expect people to camp out?

I think the primary spot uh would be um public right of way.

Okay.

Where would some examples like that be?

Like nearby the area.

So public right of way, typically we're talking about like sidewalks.

Um and there are restrictions in terms of uh what they can block or can't block um when doing that um if you guys got more beds, where would they be and who would they be working?

Like would that be beds at just compassion, or do you guys have a tigered specific organization?

Shelter beds.

Yeah.

Um so right now there are there's some changes to the system that are anticipated, such as like Hillsborough shelter will come online sometime in November, but there are other um like existing shelters, cloverleaf um is planned to come off.

So that will probably balance.

We probably won't add any additional shelter beds.

Um there are uh like I mentioned the pods are sort of these non-congregate shelter beds.

Um so rather than being in a shared setting, they're individual um pods uh that can be placed on a site.

Um and if we did that, um that would we would work with Washington County and then they would contract a provider uh to manage that.

Okay.

And why do you guys need the tents to be like 20 feet apart?

That seems like a lot.

It's uh there are manner stipulations as part of the time place manner ordinance um that uh respond to House Bill 3115.

Um so there's some specifics in there about uh distances.

Okay.

I just this is just a comment.

I do think that keeping the 9 a.m.

uh for camping is probably best because that does align with the library, and I think that people should have access to the library if they are not able to camp out just personally.

But that's all I have.

Thank you.

Thank you.

Thank you, youth counselor.

And I will go ahead and ask my questions and then continue down the table just to clarify um great questions too.

Um thank you.

But on the just compassion, I think I heard you say, Megan, while the library opens at 9, the access center is open at 7.

Correct.

So there would be, which I think when we set time, place, and manner, there wasn't that opportunity.

Okay.

Correct.

Um so I actually agree with counselor who and I would be for aligning our time um structure along with our neighbors.

Um and I also um had spent some time just trying to better understand shelter beds in Washington County.

And as I look into 26, um, as I appreciated um liaison uh Cohen kind of talking about what we add here, we you know, uh retract here.

Um I think there'll be roughly 370, 369 uh shelter beds of those tigered already has 137, which is roughly 30 per 37 percent of the beds uh we have uh safe lots.

Uh I think Beaverton might be the only other partner that does that.

Um we also have one of the access centers, um, I think Aloa is the other one.

So I I say all this because back to counselor who we really have lifted hard and heavy to provide resources, and I'm uh really ready to push back and say um that we have done more than our share um how we collaborate with our next door neighbors, how we collaborate with our county um just really needs to be escalated and that uh this is untenable for Tigered.

Um and then our options, right?

I would like to see the camping move off of public works.

I I don't see um the suggestion of right-of-way as a viable option.

So then I want to push harder, think differently, how creatively, how do we create a space in Tigered that works that makes sense for all, and I'll have an answer for that except to say I'd really like to explore that more and think differently about that, and then again um support uh Commissioner Snyder uh working with us to really figure out how we uh move forward together because um uh we're doing a lot of hard work.

And with that, um and I also want to point out that if 50% of the tracking says Washington County, then 50% is not Washington County, and then we also I'm still not thinking that we're clear within Washington County where they're originating, you know, from that.

So there's just lots of things that um I'm eager to learn more about.

And I've chatted with our our senator and our representatives, and I know that they're very interested in the situation and how we move forward and work on these issues.

With that, Counselor Schlack.

Thank you, um Council President Wolf, and thank you, Megan, for um the presentation tonight.

Yeah, I'll just I'll be honest.

I f always find this to be incredibly frustrating topic, and I think my colleagues have sort of hit it on it.

I think there's a lot of rhetoric that says this is a team game, but then we don't necessarily see a team effort with things sort of across the region.

So I fully support uh counselor who and council president Wolf's suggestion to uh work with um Commissioner Snyder to try and facilitate um a more of a regional response um within this portion of Washington County.

And um I also support reducing the allowable camping hours um 7 p.m.

to 7 a.m.

Um, I I can understand the the interest in wanting to ban camping on city property, but I think the youth counselor put it very well.

Where are they going to go?

And if people start camping in right of way areas, we're gonna start getting ADA complaints, just like the city of Portland did, and people are gonna start complaining about a whole bunch of other issues there.

So until we have um a realistic logistical solution for where we can house these folks or or temporarily place them, um it feels like public works is still the most viable option, unfortunately, at this time.

So I'm aligned with my colleagues um at this point.

Uh the one additional thing I wanted to touch upon was the pods topic.

Um and this may be Kim, you may be better to field this one because that discussion was June of 24, correct?

Or Megan, were you was that before you said I'm aware of the conversation?

That was right before I joined, so I'm aware of the conversation as well.

But I recall that pods came up as part of that discussion, and the council ultimately chose not to pursue it at that time.

Yes.

Do you recall generally, or maybe my colleagues who were there can inform me why that decision was taken at that time and if they think that that's those reasons are still relevant at this point.

Yeah, Mayor Lube, would you like to comment on that?

Um Yeah, I so what I will say is it was a very similar conversation that we were having with everything that Tiger was doing, and we wanted to sort of see how our additional shelters were working out.

Um, but we also felt that Tiger was doing more than its fair share, and we weren't open to um pod shelter.

We were if the county wanted to do a pod shelter, we were asking other cities to step up.

Thank you, Mayor.

Um and those are all my thoughts at this time.

Thank you.

Thank you.

Thank you.

Uh I recognize the growing frustration in our community as we start to see more of those visible impacts of houselessness, especially around sensitive areas like around the public works building.

Um but at the same time, we can't ignore the real human need that's driving this crisis.

Uh Tiger's role is to act as opposed to react to all of these things with solutions that are both lawful and going to be compassionate.

Um we're committed to protecting public health, safety, and livability for everyone.

Uh and really that means enforcing reasonable standards while continuing to encourage access to these services, shelters, and support like you've been doing.

Um so it's not really about choosing sides, it's going to require a multifaceted approach, which many of my fellow counselors already discussed.

Um, and it's really about leading with that sort of resolve with that compassion in mind with a clear path to protect the future of Tiger overall in our whole community.

Um so I do agree with my fellow counselors in looking at those regional solutions as it's a statewide problem, and we have been sort of punching above our weight in terms of uh you know actions that we've been doing.

Um and in looking at the time place manner ordinance specifically.

Um of my concerns if we were to remove the city property is finding a way to do it in a legally defensible way.

Um if we were to prohibit it on that city property, is it's constitutionally compliant?

Well, the answer would be yes if we allowed the public right of way, but I feel that that would actually be much much worse as everyone else is always ready brought forward.

Thank you.

Thank you.

Thank you, counselor.

Um counselor uh Shaw, you're on top, so I'll start with you.

Thank you, Council President Wolf, I appreciate it.

And uh to my fellow counselors and their thoughts as well as um Megan, the presentation and mayor, I concur with your uh summation of why the council did not um support pods at that time.

Uh I do um concur with my fellow counselors.

We've punched way above our weight.

We have been talking for quite some time about regional solutions.

We've been waiting for our our fellow cities, Sherwood, Twalton, and Lake Oswego to step up.

We have done much more, I'd say, than our fair share, but it's the right share.

It's the right thing to do.

It's been the right thing to do.

Um, I do also support the 7 a.m.

to 7 p.m.

so we can align with our um very uh fantastic and terrific just compassion that's doing the work that we've asked them to do and that some on our community have asked them to do.

Um in addition, I support working with Commissioner Snyder to have those regional conversations with um those cities who are I'm sure willing to support teamwork, uh just perhaps may not have been as um active or uh in the past, and we could help lead the way for them to become more active.

And um as far as pods, I'm still would um concur that that is not a solution at this time, and that we do need to continue up public works until there is a viable solution, and hopefully those both in the chamber today and community members can help us really sit down and and think about what the solutions could be.

Uh and with that, I'll turn it back to you, Council President.

Thank you.

Thank you, Councillor Shaw.

Uh, Counselor Robins.

Hello, thank you.

Um first, yes, I agree.

Thank you, Megan, so much for this presentation.

Um I think it's great to point out that a lot of this is stemming in in at least in part the increase that we're seeing this year in the cuts and other issues that we're seeing coming down from the federal government.

We're all feeling those cuts at the state level at the city level.

We're worried about you know, making sure that we get our funding right.

People are losing their jobs, people are getting less support from social services that they used to have at various levels.

And so this is hitting everyone.

Um, some people more than others, and that's a large part of why we're seeing this increase in homelessness.

Then there's a fact that we just don't have enough housing.

And I don't know the solution to that.

It certainly isn't to just kick people out of the community.

Um also we can't just go tell landlords you have to lower your rent, right?

So we have to figure out how to protect our business people, our residents, the people who want to use the library.

It's it's a very, very frustrating situation.

And I have a home.

I can't imagine how difficult it must be.

I try, but to to be that person who perhaps just lost their job or just lost their home or their rent is increased and now they can't afford it.

Um, or they had an injury, or you know, I could think of a myriad ways that something like this could happen.

So I am very, very sympathetic, and I hope our residents can also be sympathetic.

Um but at the same time it's frustrating, and I don't know what to do.

Um I agree that we should change our hours, as everyone else has said, to match our um surrounding communities.

I also agree that this should be a community-wide um solution that we're seeking, and it we need to see other other sister communities helping us so that it's not just us um doing this, which it's not just us, but um Tiger does have a lot.

Megan, I would love um if you could address to put you on the spot a little bit.

Um not I'd not perpetuating this rumor, but I hear a lot of people say things like other communities are actively sending their homeless people to Tigered or perhaps driving them right up to the border and saying, go that way.

Um and I just want to talk about that.

Is that something that we're seeing?

Is that accurate?

Is that not accurate?

Um could you address that for us?

Sure.

Yeah, I think um, as a lot of you have pointed out uh this evening, um, Tiger has been really committed um to providing resources um and being part of the solution.

Um, and we do uh have um, you know, we've we've got two family shelters, we've got the adult shelter, um, the access center, um, inclement weather shelter now um as well as part of that.

In addition to just all the other surrounding things, having pantries, having other support systems for folks as well.

Um, I think uh folks are here because there are resources and folks are uh seeking those resources.

Um and certainly there are communities where um uh there are no resources at the moment.

Um and uh the option is uh to come here.

Uh we are also you know part of this Washington County coordinated entry system.

So uh in terms of referrals and flow of where folks go, um they go through that, go through that system coordinated system to get a referral um to the shelters.

Uh so we have folks coming from other parts of Washington County because they got a referral into Tigered Shelter, just as um somebody here might get a referral um out to other parts of the county as well, too.

So I definitely think there is uh, you know, some movement, some shared uh uh between the communities, um, folks are going to where those resources are.

Um, and I think we really saw that in terms of uh folks utilizing those resources during inclement weather and also um regularly using the access center services we have as well.

Um I um I think uh I think it's it's just a mix um and it is really hard.

I think from the I want to acknowledge to get data to get city level data.

Um the data collected on this is at the Washington County level.

Um, wherever I can get city data, believe I'm asking for it.

Um, I'll get you guys what I can.

Um and so I think it's just it's one of those things that's it's harder to know.

Um, I think one of the only places that we have sort of that direct uh local data is around safe parking.

Um, and in those situations, right now, um, almost all of uh the folks that we've served um have been local to Tigered, um and we have more local control over the um intake and placement process for that.

So that helps explain that as well, too.

So not sure if that if that's a very satisfying answer, um, but uh that's kind of what comes to mind um with that question.

Thank you.

Thank you, um, Commissioner Robbins.

And I guess with that, um I'll I'll just add one more point and then certainly have Mayor Lube close us here.

Um I am curious when it comes to data.

We are a data-driven uh council, but if there's an opportunity, if that's a conversation that is part of that with Commissioner Snyder, or how do we do that?

How do we better understand where we are with um and I know as I have tried to collect data, um, I appreciate all that you share, Megan, but it does become a challenge to kind of get to some of those uh root pieces.

So uh with that, Mayor Lu, uh please uh close us out here.

Thank you.

Um thank you everyone for for sharing your thoughts.

I want to say uh a couple of things.

I you know I it's incredibly this is an incredibly challenging topic for everybody involved.

It's challenging for our houses community, many who don't want to be houseless.

It's challenging for our city employees who have an increased workload to manage the situation.

It's challenging for our community members who feel like they're paying an all-time high and they're just seeing this problem get worse.

But I I think it's helpful to have the information that for every 10 people were able to get off the street, 15 then become houseless, which is, I mean, let's be honest, it's a horrific stat of what's going on that we have so much money being poured into a system in Oregon, and there's so many resources that are being pulled back that it feels like cities like Tiger are stepping up to do all of these certain things because homelessness is not one solution, it's all of these things that we're doing, and it feels like the rug is being pulled out of us.

So I just I want to acknowledge that this is an incredibly challenging situation that is hard on everyone, and just thank everyone for having this this conversation.

Um it's challenging, I think, for us also because a lot of these financial decisions about where the funding goes and what's going on is happening at different levels.

Tiger doesn't directly fund a lot of you know the shelters that we have.

It comes through SHS, it comes through grants, it comes through these sorts of things.

And yet what it happens is it looks like it's happening on our doorsteps.

And so our community wants us to be able to solve it, but it is a regional problem and a regional crisis.

And I certainly understand people putting the correlation of additional um community members on our public work slot with, well, it must be because just compassion is there.

Just recently, either this week or last week, I was talking with mayors across the three counties, and everyone is seeing an increase.

This is not a tigered specific thing.

It's not because of just compassion.

Everyone is reporting increased numbers, which is I think a truly frustrating situation for all of us who are trying to manage it.

At the my meet with the mayor last week, um, one of the community members actually asked a question, and I I want to thank Kim Azel for being there and helping me fill the holes of information that I didn't have, but it ended up being a really meaningful conversation that we had with community members of the pros and cons to Tiger's approach to time, place and manner and why you can see our houseless individuals in one spot versus what happens when there's a decentralized.

And I I want to thank Megan for really going through kind of the pros and cons.

And as far as the discussion, I I'm not opposed to moving the place, but I think there has to be a designated place because the the pros as far as being able to have consistent um connection with our those community members, knowing where they're going to be, not having them dispersed in our city parks and community members coming across them wherever someone's happening to sleep far outweigh um the you know the the cons of having it unfortunately so visible.

So if there's another location that is a city property that we can go back to the drawing board, I'd I'd certainly be welcome to that, but I'm not open to having a discussion where we say you're not allowed to camp here, but you know, good luck figuring it out and we'll you know then disperse our resources to be able to manage it and make sure that they're camping within the hours and and in places and all of those sorts of things.

I am in favor of 7 a.m.

to 7 p.m.

So I think as soon as we can get that on the schedule, we can get that changed.

Um I I appreciate that then it would be in alignment and our community members would have some place to go.

Um I'm not comfortable with a pods conversation.

In fact, for the last year plus, every conversation that I have with other mayors, I let them know I said the Tigered City Council is done doing additional work.

And if we are going to have more beds, more pods, more whatever, it needs to happen in other cities because we have done a lot.

So just know that the mayors of Washington County have heard that loud and clear, and they understand that we are not going to continue to do more.

And so I appreciate that everyone continues um to have that perspective.

Um I also kind of want to address a question that I get pretty often just about why don't we only serve Tigered or why did Tigered put some money into just compassion or what is going on here?

Why do we only do those sorts of things?

And it it goes back to Washington County is under a regional approach.

Again, Tiger doesn't control the shelters, we don't control the funding and those sorts of things.

And so while sometimes there are other residents in community members who are sheltered here in a tigered bed, that means our residents are also sheltered in other cities and other cities are taking care of tigered residents because what happens is when you enter into the system, if you fit the criteria and a bed opens up, they certainly try to keep you in your home community.

But if there's a bed available in Hillsborough for a tigered resident, that is where that tigered resident is going to go to have a bed.

It's not a situation in which our community members are being told they can't go into beds in other cities.

It is a regional county-wide approach.

Um, and I just I I want to make sure and reiterate that.

And I think we need to do a better job talking about that.

Um, because again, in the the meet with the mayor, when we started talking about time place manager and the requirements and what's happening in other cities, um, the community member said that makes a lot of sense.

Thank you for telling me I had no idea.

And I think we just need to do a better story of explaining why and what's going on and and what we're seeing.

Um, and a better story of it is coming down to the micro level, right?

Our um farmers market has run out of matching SNAP dollars earlier than they ever have before.

These are all red flags that this situation unfortunately is going to get much worse before it gets much better with all of our community members who were teetering on the edge being pinched.

Um, and so I just I want to acknowledge that too.

I don't know if that there was a question there or just a lot of um topics, but again, in favor of 7 a.m.

to 7 p.m.

Um, no pods open to it moving if it's on city property.

Um, but I'm not a fan of the disbursement.

Thank you.

Thank you, Mayor Lu.

Um, and with that, Megan, do you have what you need from us?

Yes, I do.

Thank you all for uh providing some direction uh this evening.

I will come back uh to you all with uh ordinance change um uh with the I've heard this evening that uh there seems to be consensus around the uh changing the time to seven to seven.

Um we uh can look at alternative sites and what's available um and bring that back as well.

Um and then uh desire to follow up with uh Commissioner Snyder um in conversation with the other two communities, which I also have a lot of interest in as well.

So um those are some steps.

Uh we'll close the conversation for pods.

Um, heard that very clearly from you all.

Um and again uh just want to say thank you all.

I know I feel really grateful to work for a city that is so committed um to balancing all of the uh responses to homelessness here um and providing resources and look forward to coming back to you all with some other solutions.

Great.

So Megan, hold on one second.

We're going to you counselor asked me to give her one more opportunity to ask a quick question.

Um my apologies.

My apologies.

You're good.

Um I'm just curious if we do the time change, uh, because I've I've never been to the Just Compassion site.

How would it be able to maintain enough like does it have enough space for people to be able to comfortably be there?

Like because I just I just worry about people being outside at seven in the morning in the winter with no spot.

Me too.

And I just I don't know how I just don't know how big the site is, and so that's the only reason I just uh pretty spacious.

Um they have uh they have space like for sleeping when they hit inclement weather for 50 beds, they also operate as no turnaway um in that scenario.

Um so quite a bit of room uh for more individuals.

Um they certainly haven't hit capacity on like the Access Center day services yet.

Yeah.

Okay, perfect.

Thank you.

Great question.

Great follow-up, thank you.

Um, okay with that, thank you, maybe.

Thank you all.

Okay.

Um we will move forward.

Um, I know we're a little bit behind, but this is a really important topic coming up and a really thoughtful conversation that was really important to have.

So, with that an update on building a better tiger project um with deputy city manager Trish, and I'm gonna let you introduce your crew.

Good evening, council.

I am Emily Trich, your deputy city manager.

I'm gonna change the energy in here a little bit, keep us awake.

Um we have a very vibrant and exciting presentation for you this evening to talk about the police and public works facility project, also known as Building a Better Tiger.

Um we have uh a number of folks in the room that will be introducing you throughout the presentation.

We're gonna be um really efficient as we we're doing seamless flow as we present you uh this item today.

If you wouldn't mind going to the next slide, please.

Um our plan is uh to present for about 20 minutes and then we'll have plenty of time for questions and answers.

And uh as I say, a number of uh members of our project team are in the room to answer any questions you have.

Um I'll be doing just a quick project team introductions before handle handing it off to Kim Yuzell for the communications, uh some team members uh from our architect uh group as well as Brian Raker for design and construction, our own finance director at King uh for the financial update, and uh Chief McDonald will be bringing us home.

So next slide, please.

Next slide, please.

So first uh let's begin with a quick project overview.

As you know, we're building a safe and modern facility for police and public works departments, ensuring our first responders can provide critical services to the community during disasters, improve efficiency, and reduce long-term costs.

This is also part of your council goal uh around delivering resilient, sustainable and well-made well-maintained facilities, providing reliable and efficient services.

You asked for a solid foundation upon which to advance the facility development, and I'm proud to tell you that we have very strong foundation.

So, next slide, please.

Um this might uh look familiar.

It's our original project team and structure.

This is primarily our internal teammates, plus our esteemed project director, Dave Lynz, and uh his team from OTAC representing us as the project owners.

Um that's you in the top left.

Um uh city council uh who liaises with the city manager, uh the project sponsored team, Kimmy Zell and myself uh working directly with the project director, and then the three pillars that are laid out before you design and construction, finance, and communications.

Um this is a photo of many of the team members that will be delivering the project from bond to construction to moving in.

And here we are all on the site at Wall and Hunt Sicker right by the fields apartments behind us and across from Potso Dog Park.

Next slide.

And so some of the folks you saw are might be some new faces.

So we are excited to have assembled the project team.

So six months ago, we came before you uh to sign a contract with OTAC as our project directors.

Um now we will be giving you an update on our uh CMGC construction manager general contractor partners, uh PNC Perlow joint venture.

Um you'll be hearing more about that work.

Uh you can see here some of the duties uh and the roles that each of these uh key partners to the project uh will be involved with.

And in addition to what's listed here is uh we are all hands uh on the bond.

And so as you'll recall, just uh I think at our last meeting, uh some of our state representatives uh were underscoring how important this project is, and we uh so appreciate their support.

We'll be um hoping to uh go to voters and making the case for why this project is so important.

Um as you'll see, we have an excellent team to deliver it for us.

Um with that, I will be handing it off to Kim Mizel.

Good evening, Council, Kim Ezel, uh program manager strategic initiatives, and next slide.

Very excited to talk about our communications efforts uh to this point and what you can expect from our team going into the fall and winter months.

Uh next slide.

So recently, council heard about the national community survey results, but I do want to hammer in on a couple of different points that show a little bit differently than some of our recent polling.

One, um, most participants do still believe that this Tiger Police and Public Works Department buildings are in good or excellent condition.

However, they are also aware of the bond in May 2026, which is great.

That's what we want people to know is that this bond is coming, even if they don't know all of the details.

And even with folks only being half aware of the bond, thinking that the facilities are in excellent condition, we were really well buoyed by hearing that 66 said that they would support the bond measure.

Do you want to take this with a grain of salt?

These are not likely voters who were targeted for this.

This is a random sample.

However, these are folks who felt that they were civically inclined enough to take a very long survey in which these were the questions at the end.

Uh we will be doing another scientifically rigorous poll uh this fall um to assess how voter um sentiment has changed and to be able to inform our messaging through the fall and winter.

Next slide, please.

And uh the fun pictures.

Uh over the summer, we have been doing a lot of engagement.

Um our priority has been being out in the community.

There has been movies in the park.

Uh you can see Jessica Love and I at the Fourth of July uh celebration, which was very cool because we gave out frisbees, and if you were there, you would have seen about 500 frisbees with our logo being flung all around.

Um Jessica was telling me just the other day that people still think about the frisbees and go up to the public works booth whenever they see her there asking for a frisbee.

Um so whether or not they're connecting it with the project, at least they're seeing our logo and they're enjoying it, and they're coming up to our booth and hearing our spiel before they get Frisbeer sunglasses.

Uh we have a couple more events coming up before we wrap the summer season.

Uh the big one being Family Fun Day, September 20th.

Really excited to open up both our current police department and our current public works facility and invite the community in.

We'll have the bike rodeo, it's gonna be a really fun day.

Uh we also have a couple other events, including street fair, uh, trick-or-treat on Main Street and LT Gray, will be where we will be promoting the bond as well.

Um this is all before we transition into more of a digital and mailer strategy going into the fall and winter.

Uh right now we're going out into the community where people are, but when people start going back to their homes because it's cold and rainy, uh, we'll be there too.

Uh and finally, uh, we've talked before about creating a community panel.

Um we're gonna start recruiting for that in September and hoping to activate folks over the winter and have a really great push into the May, knowing that we have about 260 days until the bond vote, and so we're trying to build momentum between now and then.

Uh and that is all I have for that update.

I'm gonna turn it over to Brian.

Good evening, Council.

Brian Rager, Public Works Director.

Um go ahead and go to the next slide, please.

So I get to talk to you about part of the design process, and then uh Jeff with Scott Edwards architects will follow me.

Uh we just uh SEAL Scott Edwards Architecture.

I'm gonna shorten it to SEA.

It's easier to say.

So SEA just finished um they're finishing up what they're calling the programming stage, and that's where they're they're they gathered a lot of information from both police and public works.

They were invited and encouraged to participate.

Uh SEA did a great job of scheduling multiple meetings with all of our teams.

Um they called it uh a day in the life.

So they would meet with each team at their current work site, and they were really interested in learning uh several things.

One, how do our teams currently use the space they're in?

You know, what works, what works for them now, but then of course, what isn't working, and with a new facility, what what would make it better.

What I like about the process is it really um it allowed our teams to feel like they're part of the project and have some ownership in it, and the effort is really about making their space, they're the ones that are doing the hardest work out there and making their space better, more efficient so that they can provide that great service to the to the community.

Uh you can go to the next slide, please.

So this is an example of the types of photos that SEA took uh during the day in the life tours with the various teams.

Uh so the photo on the left happens to be Maddie Bowers' office.

Uh don't don't give her too much of a hard time here.

You know, so this the the really this is showing that uh community engagement folks.

I I I can show you a similar photo of Jessica's office over in public works.

It they require some office space, but they also there's a lot of stuff.

Uh you just heard about the frisbees.

There's a lot of giveaway, there's a lot of materials that get produced.

So they have to they have to store this uh this material, and it's right now it's just in their in their offices.

The picture on the right is one of the offsite storage locations for police evidence.

So you've heard the chief talk about this a lot.

It's one of the critical needs of of the police department.

Uh go to the next slide, please.

And now this these photos are examples of public works.

So uh again, SCA did a fantastic job of meeting with all of our teams.

The picture on the left is uh where we're storing some of our parks equipment.

That's literally a lean to adjacent to a building.

You can see it's got a gravel floor.

Um not the greatest.

The middle picture is part of our facilities maintenance space that's in a leased uh location down the road on Burnham Street.

And the picture on the right is a view inside of the Fannel Creek House.

This is currently the home of our recreation program.

They need the space for just there's they're using it for office space, but they're also using it for storage of all the materials that they have to uh keep track of.

They also use it as a workspace for putting together materials for various events and and classes.

So again, this this phase of the work was uh really important.

Uh I think SEA learned a lot, helped it's helping them to fine-tune the the types of space we have, the types of space we need, and uh so that they can start producing some site layout options and what the what the final product could look like.

And at this point, I'll turn it over to Jeff.

Thank you.

Thanks, Brian.

Yeah, I'm Jeff Dunn with Scott Edwards Architecture.

I'm an architect there.

I'm joined by Sid Scott, uh founder of Scott Edwards Architecture.

Um we're just really thrilled to be working on this project with the city.

It's a really great opportunity.

It's a really interesting program.

It's a really interesting site and location in the city.

Um next slide, please.

So as Brian was saying, we did all these day in the life tours and programming meetings, and some of them started at 6 a.m.

And it's been a long process.

And we've learned a lot about the city, and we've learned a lot about the existing facilities and public works and the police department.

And just to provide a quick insight into where we are design-wise, it's still very early.

So we've taken all of those tours and all that information and existing facilities, and potential for the future facility.

That's an important part of it, is how we think about how they per perform in the future.

Um then we've been distilling each group into this is just an example slide, but it's um what we call a programming diagram.

So we take each group, whether it's streets or facilities or police department, and we break them into their kind of constituent elements, and then we lay out all of the rooms and spaces that we think they're going to need.

So we talk about the size, the adjacency of spaces, the security lines between spaces, how people get from the parking lot through the lobby through the more public spaces and into the private spaces and what the differences and key elements of all those are.

So this is one of about 12 diagrams just like this.

This will close out our programming phase.

We'll we'll end up with a tabular program too that shows all the spaces kind of and their sizes.

And then actually, as of about a week ago, we're going to transition into the schematic design phase where the rubber hits the road.

We take all that information, we make sure it's right, and then we translate it into a design and we start looking at the site and how everything lays out.

So next, I think I'm going to introduce Rosie.

Is that correct?

I believe so.

Okay.

Thank you.

Next slide, please.

So Mosie McGowan contracts and purchasing manager, and I'm going to talk a little bit about where we are with our hiring of our uh CMGC, our general contractor for this and the process that we went through for selection.

Uh so we did issue an RFP after we came to council and got approval for the alternative delivery method of utilizing a CMGC.

We issued that on May 28th for seeking qualified firms.

Um and we allowed about a month for responses during that time.

We answered many questions that came through.

We held a uh mandatory pre-proposal meeting where we had great turnout.

We filled the community room over at the library with folks interested in the project and learning more.

Um and from there, um, when the the RFP closed, we received 11 proposals.

Um it was a very strong mix of local and regional firms, and the response really demonstrated a solid interest and the competition that we uh indicated would be there for this type of project.

We had a selection committee that we've brought together of six members.

There were four internal city team members, um, representation from public works, police, facilities, and city management.

And then we also had two from our consultant team from OTAC and SEA who are able to help uh with their expertise as well.

Um we also had a couple um participants um that were non-uh voting members but able to participate in the process as well for their um input in the selection.

Um from there, we did evaluate the proposals and they were weighted on several criteria from project and work management approach, uh quality and structure of the proposed personnel and their team organization, cost control strategies, uh schedule, safety, quality control, and fee was part of the uh criteria as well.

Um, based on the scoring, there were five firms that that we decided to interview.

Um we invited them in for a deeper dive into some of our key areas, and um we had questions around how the teams would contribute contribute during pre-construction and design, um what team collaboration and working relationships look like, um, understanding of current market conditions and cost control tactics, um, communication strategies with city and stakeholders, all of these pieces to be able to help us make our decision.

From the initial interviews, there were two firms that really stood out, so we decided to do another round as well with those two firms and brought them back in.

Um, based on the results of all of that work that our our evaluation committee did, um, we were excited to announce that PNC and Perlow a joint venture were selected as the CMGC contractor.

Um they really demonstrated strong alignment with the city priorities, their technical capability, and a collaborative approach that was important for for the city and for this project.

So now we're entering into a contract for the pre-construction phase.

Uh so this will allow our firms to all work closely together to be able to provide input really early on on project scope, cost estimates, and schedule.

Um during this, they'll focus on cost modeling and value engineering, constructability reviews, um, helping us understand market conditions early on by bringing them at this time.

Um, all of this very critical to making sure that we're successful.

And uh this contract is where we're currently finalizing the contract.

We expect to have it executed within the next week or two.

Uh and this is gonna be within the authority limit of the city manager for the pre-construction services themselves.

So under our 250,000 dollar limit for those services.

Um, we will be working towards a guaranteed maximum price amendment, and this will be brought to council, and this will be for the actual construction itself.

So that process for developing that amendment and getting approval will be brought as we get closer to determining that GMP price.

Yeah, our immediate step is execution.

We're very excited to be to be bringing them on board.

I think now I'm passing it off to Eric for an update on the bond.

Thanks, Rosie.

Good evening, Council.

My name is Eric King Finance Director.

And I'm here to give a finance update.

And if you go to the next slide, please.

One more.

So we're gonna go into a high level overview of the finances of the project from inception to date thus far.

So on this first chart right here, we have a green bar that has a demonstration of what the total budget is so far that was approved at the fiscal year 26 budget.

And so these are primarily for pre-construction costs for the architecture and engineering fees.

One important thing to note about this chart and the budget itself is that it doesn't represent include the uh the land acquisition cost, uh, but we did put a note in there to indicate that we we've already made the investment of 15 million dollars, but because that's such a large amount, at this point in time it would really skew the the chart in terms of um relative to how how much spending has has been spent on in proportion to the budget.

So as you can see, we've spent about 10% of the budget so far, um, just north of 500,000.

And um at this point it's still early to make any projections, but we are expecting to track within budget uh at this point in time.

Uh next slide, please.

Uh so this next slide is a breakout of what expenses have been spent so far.

So you've heard from different groups uh with architecture fees uh or architecture services, sorry, uh and also with communications.

And so those are kind of the two major buckets uh that you're seeing there.

Uh about 80% of the costs or about 415,000 has been spent on professional services, so that includes the project management, engineering, and architectural services, and then about 20% or just under 100,000 has been sent on communications, which includes things like the polling and the uh the mailers and uh materials for events.

Um and then you'll see about one percent has been spent on administration, and that's that's been for finance and legal advice.

Uh one important thing to note about this uh and the um about these percentages um that they're they will skew and change quite significantly over time because right now we're still in the design phase, and so obviously once you get to construction, you're gonna see a lot more hard costs with construction costs in there, and um some of these professional services and communications will will definitely go down.

Um, uh right now you might see that communication costs um does make up a pretty significant portion, but again, this is still part of this early engagement phase, and so once we get down uh past design, you'll see uh some of those costs also tapered down.

Uh next slide, please.

Uh so this uh chart right here is a uh depiction of where we are in terms of risk management on the project uh from a costing perspective.

So at this point in time, we're still very early in the project.

Uh so more on the left-hand side of that chart there.

Um and so many of the project risks and um and unknowns still remain very high at this point in time.

So what you see here is that the project contingency for the project is is on a curve where you'll see as we get closer to GMP, things will get down in costs, and then we will be able to actually uh more accurately predict where some of our soft costs will be uh going into the construction phase.

And so um as uh Rosie indicated earlier about the GMP that'll come to before council at a future time.

You know, that's really at the point where we'll have um much more um concrete numbers in terms of what where we think construction costs will land.

Uh next slide, please.

Uh so this kind of leads me to this next chart on where we think the project is going to cost.

Um, based on some of the factors I mentioned on the last slide, you know, we're still at a point where there's a lot of soft costs, a lot of unknowns, and we are still projecting a high level of risk because again, there's a lot of variables out there.

And we could talk about like things like um you know tariffs.

There, there's a lot of unknowns still.

Um so we are estimating a range uh between 130 million dollars on the low end and 150 million dollars on the high end for the project.

And these estimates really are driven based on some of the major programming needs.

Um that you know, we've kind of touched upon that earlier today for the facility, and it's kind of an early high-level estimate on where we think the costs are gonna land.

And as you can see, uh the what's noted in the green up there, um, some of the soft costs that we're estimating for the projects is still quite significant, and that's really to um level set the expectation that there's still a lot of variables and where we don't know where some of the costs are gonna land.

Um but again, as I highlighted in the last slide, uh these figures will become much more certain as we get closer uh to the GAP.

Uh next slide, please.

Uh and so finally, uh before the bond goes to the voter, uh council will need to consider certain elements and decision points for the bond package before that goes out.

Uh so these are some of the very high-level considerations that the team will provide uh detail at future workshop sessions.

Uh a few of the decision points I want to highlight uh the council will be asked to uh find uh will be asked uh to weigh in on, make this decisions on um will be on the bond amount.

Um so you know, as I mentioned before, we have certain estimates, uh, but we'll have future works sessions on on determining that amount.

Um this amount will also be dependent on the percentage of the project that is funded by um the geobond.

Uh so council could consider um other avenues for funding this project.

So um, you know, there could be either 100% of the project funded through a geobond or a general obligation bond, or there's could be also an option of considering um a revenue bond, uh, which would be done through utility rates.

And then finally, another key decision for council would be to make a determination on the term of the bond.

So there's there's the option right now for a 20-year versus a 30-year bond.

Uh there are pros and cons to both.

Um similar to like how a mortgage works.

You know, if you have a 20-year bond, the biggest advantage is obviously you'll have reduced interest rate um and um reduced cost and interest over time.

Uh and additionally, uh uh on the inverse side, you'd have a higher tax rate um during that 20-year period, but you'll have shorter duration.

And again, for the 30-year bond, uh it's it's just the uh the inverse of that.

You'll have a lower tax rate, but then you'll have much more significant interest costs over that that period of time.

And considering that the building is going to be a long-lived asset, it is it is uh appropriate to use either of these terms um uh as we get down to um having that discussion.

Uh and then at the end of this presentation, uh we will um there will be some time for some QA.

So we'll we'd like to hear from council about any specific data requests um that will help you make some of these determinations uh in the future.

And with that, I turn it over to Chief McDonald.

Good evening, Council President, uh Mayor, Council, Jamie McDonald, the uh police chief.

And uh next slide, please.

I get to talk about next steps.

And uh before we get uh before we dive into next steps, what I'd like to do is I'd like to actually this is kind of a test for the project team.

I'd like the project team to stand up so that they can uh all be seen uh who's on that room.

And you're welcome for the stretch too.

Um so as you can see, we've got a uh robust uh uh group of folks here.

You can sit down if you'd like, or you can keep standing, that's up to you.

Um and so we have folks from uh from OTAC, from uh SEA, from uh PNC, Perlow, and joint venture.

I promise you we'll come up with some sort of acronym to make that easier to say.

Uh and if the police have anything to do with it, we definitely will have an acronym.

Um but let's go uh to the next slide, please.

So this is uh this is a timeline or an estimated timeline of the project.

And it's kind of exciting to look at.

Uh we're obviously there pretty early in it if you're in the upper left, the upper left quadrant, I guess, of that of that uh chart, it would tell you kind of where we're at.

We're really in that uh the programming and leaning towards the schematic design piece uh then also as Rosie mentioned in that CMGC pricing.

So a lot of that uh is yet to come, right?

There's a lot of a lot of work uh that has been done, but a lot of work left to do uh by the by the team as we move forward to this.

So it's exciting to look at, but as you can see, there's several uh several uh points along the way that are still gonna need a lot of attention, and uh it's uh it's a pretty aggressive timeline, but uh I'm I'm promised by our professionals that do this for a living that we can stay on on that timeline that's there.

Uh next slide, please.

So here's a little bit more about when you'll be hearing back from uh the project team as we move forward.

You'll uh you'll be hearing about these uh these different uh uh benchmarks, project update again in in December.

That's where we'll have a better idea of the types of things that will be a part of that.

And then obviously January, February will be that conversation that council will need to have on landing what that bond package will actually look like that uh the voters would be asked to uh consider.

And then again, another project project update in April, which will have a much more informed uh uh sense of information about what the project will look like uh when the groundbreaking occurs, which could be uh uh within a year potentially is what we would be looking at.

Next slide, please.

And this is where we give uh all of you an opportunity to ask any of us that are here tonight questions about what you've heard or seen, or uh anything else you'd like to be informed on the project about.

Okay, Chief, thank you so much.

Um very exciting uh information and welcome to those that are new.

Um excited to um have you as part of the team.

I want to be mindful of the time and yet honor questions that council has.

So with that, uh councillor uh Shaw and Robins are gonna start with the two of you and then shift to counselor Gaducy.

Uh so counselor Robbins, do you have questions?

Thank you.

Um specific questions right now.

I will say that um Finance Director Kang, I am going to definitely need some classes from you on what the different bonds are and the pros and cons of each.

So I look forward to having that information.

I think this is a really, really exciting project.

Um again, the financial pressures that all of us and all the residents are under does put extra stress on us all to make sure that this bond moves through so that we could continue with this project.

Um I guess as much as we can to all participate and get out there and talk to people about the bond and let them know that police and public works is not in good condition and is not big enough so that we can make sure that people vote positively for the bond.

I think this is very exciting.

Thank you, counselor.

Counselor Shaw.

Thank you.

I think it was an excellent presentation.

Thank you to all those, including assistant manager Trich who put this together.

I it was very thorough.

I don't have additional questions.

I think it's early in the process, very supportive of the process and the need for the public works and police as our community has grown.

So uh we'll pass it on in the interest of time.

But again, thank you very much for all those in the room and and the presentation you put together.

Very good.

Counselor Gaducy.

Um Chief and Director Rager, what are you guys most excited about with the proposed design in order to get people excited about the bond measure?

Yeah, I'll go ahead and go first.

Uh the the uh the prospect of having enough space to operate effectively and efficiently is what excites me the most very similar.

Uh police their need is largely building public works, largely the yard area.

So that's why I'm invested in this joint venture between police and public works.

So that just having that yard space so that we can safely get our equipment, move it around, park it, um, that'll be fantastic.

Um thank you all for an excellent presentation.

It was very, very well paced, if I may say, and very informative.

Um and I am very much looking forward to the future workshop meetings where the council will deliberate on what the actual bond package will look like because it's really important considering all the sort of external factors right now that we we get that dollar amount and cost to residents and businesses correct while also being mindful of interest payments and so on uh to the overall community.

Um one clarifying question.

Um I recall I probably uh misremembered this.

Um I recall there being um some sort of community advisory body in the run-up to the bond measure, or maybe I certainly after the bond measure as part of an oversight.

Did I misremember that?

Not at all.

Um, and you're right on both counts.

Uh so I briefly mentioned that we are starting recruitment for the community advisory panel um starting next month and hoping to also be talking about that at Family Fund Day through October.

Um the way we originally brought that idea to council included a council liaison.

So we'll be back to this body to also ask for a liaison to help with that.

And so that will be in the run up to the bond.

And then after the bond, there will also be a bond.

I'm gonna get the terminology wrong, but the the folks who will make sure the bond dollars are spent correctly, and we'll have oversight over that process.

So there will be two different groups, um, but one more on the communication side, one on the finance and oversight side.

Perfect.

Um so Ditto to everything that was said, and the only thing that I'd like to add as um I um I think council members have been out chatting with community members about the need about space, yard facilities, etc.

What I'm eager to to hear and learn more about, and I'll look to Scott Edwards for this, is as we see the pictures, we can visually see the challenges, but how do you turn that into a conversation that creates impact for our city and provides value to our community members and to just really be able to tell those stories why those pictures have such an impact on your daily work, but how it adds value to our community.

So I hope that's part of our conversation the next round.

And that's all I'll add, and just really excited to have you all here.

Thanks.

Uh youth counselor.

I don't have any questions or anything.

I just want to say that this is a really exciting project, and I'm so excited to watch it happen.

Thank you.

And this is exciting project.

Yeah.

And um I think this is a one way to um tree out employees well, right?

I um our sheriff Messi mentioned that if we treat our city employee well, they will do their job well in terms will be treated well.

So this is very exciting, and I'm I'm really excited about it.

Uh, just two quick questions.

One is uh about the GMC contract coming before council.

What what when would you expect that?

I'll come join.

Clears the room.

The the timing is still being determined, but as we continue to get further along within our um our design documents and be able to develop what the guaranteed maximum price is.

Um that's what we'll be bringing to you.

Uh I'm not sure if there's a better specific timeline on that.

Um, but if there's amendments that we need before then they would come, but that's the main one that we're we're looking at that will be coming for you.

Thank you for the question.

We're we're targeting uh December or early January, and so that the further along we get, the more refined the cost uh will get.

So just a couple slides over in that uh the look ahead will be coming to you with that as well as any other amendments as needed.

Okay, and one quick question um about so uh so this is a joint venture between PNC and Perlow.

Can you just give me a very one-minute summary of how they complement each other?

Because it's a usual for two to me at least to have two team, two team to a one job.

So how do those two companies complement each other?

Hi, uh well, my name's Brian Schumacher, and I'm the president of uh PC Construction.

Um with me today is uh Todd Dewey, he's the uh vice president of uh Perlow Construction.

Our two companies have had a uh chemistry together for for decades.

It goes back multiple generations of ownership.

Uh we approached each other uh some time ago uh when we were both tracking this particular project.

Perlow, local subcontractor, brings with them uh large project experience, large site experience.

PNC brings with us CMGC experience, public works facility experience, and police facility experience.

And when we started having that conversation, we felt that we were better together, and so we decided to do the joint venture because we felt that it was a win for Tiger.

And so that's how the two companies came together to pursue this project.

Well said, thank you.

Yeah, you're welcome.

This is a great question, Council Who, thank you for that.

Um Mayor Loob.

Oh, thank you for the the presentation.

That was very thorough and appreciate all the information.

And as we continue to work forward, still lots of work to do.

Thank you, Mayor.

Um, so yeah, very exciting.

Look forward to seeing you all again.

Um, I'm sure soon.

Thank you.

Okay, next item is our economic development strategic plan.

I want to welcome community director uh Kirkman and economic development manager.

It is time to go home.

Um thank you.

So uh Council President, if I could weigh in really quickly, just to manage time.

We have three items left.

We anticipate the presentation on this one will be about 10 minutes, then plus any feedback from the council, then we have the other two council items after that.

The presentations for those are about five minutes total and just council discussion.

I just want to manage that since we're beyond our estimated time at this point.

Thank you.

Thank you, City Manager.

Um, okay, go ahead.

Good evening.

Uh Danelle Hother, economic development manager for City of Tigern.

And Sambo Kirkman, uh community director.

I do want to compliment uh all of our teammates for the previous presentation.

I believe that was one of the most well choreographed presentations of multiple presenters I've ever seen.

Uh and I've been doing this a while.

So uh we will also be well choreographed as it's just us.

Um we wanted to bring to you a conversation about the economic development strategic plan, uh, which is a topic that we have uh had various conversations with at various uh opportunities at council, but we haven't uh actually had a directive or uh decision to move forward and said, you know, it is time to uh put all of these ideas into a plan and really uh take them a moment to analyze what we've been doing, what we need to be doing, and how we can as a department can uh best support council goal uh for economic development.

Next slide.

So our purpose is to understand council's desire for involvement in the work to develop the City of Tigers first economic development strategic plan.

Next slide.

Our project goal here is to create a very clear roadmap uh with that guidance in how we are determining the investment made by the city towards economic development throughout the city uh through our programming as well as through what who we are investing in partners and what we are prioritizing and making sure that we can meet the needs of all of our Tigered residents and businesses from solopreneurs all the way to our very well-established cornerstone industries, and of course, to support economic development uh our council's goal for creating economic opportunity for all.

Next slide.

Very typical strategic plan development here.

We're gonna look at where we are, uh, identify our mission, vision values, our objectives, metrics, and then deliver the strategic plan.

Next slide.

So our first task in this uh uh this opportunity is to do the environment environmental scan, the asset mapping.

We're gonna do this through a combination of desk research and targeted outreach.

Our desk research includes that inventory of what our existing economic development programs are, who our partners are, where those programs are succeeding, and where our opportunities for improvements are in those spaces.

And then we're also gonna take a look high-level look at Tiger's economic and demographic profiles, what the employment trends are, uh, employment challenges, and we're also taking a look at our commercial real estate market because as we know that influences uh what opportunities we can even go for uh in Tiger.

We're landlocked, we are uh stuck with what we have on inventory, and we don't want to create an economic development strategy that isn't even attainable based on on what we're sources we have uh available to us.

Our targeted outreach then uh is looking to engage with businesses to understand what their needs are and really where our gaps and services are.

And when we talk about gaps and services, we're not talking about city provided services only, we're talking about where our partners are and where other um economic development delivery opportunities come through when we talk about Tiger to Alton School District, um PCC, we talk about SBDC, we talk about all of our partners that deliver various components of economic development, assistance, uh, guidance, resources, etc.

This targeted outreach will look uh look like surveys to all businesses that hold a valid Tigered business license because we recognize and prioritize understanding a variety of perspectives from a solopreneur all the way to our corner store and corner store industries uh and making sure that we have a wide representation of what those gaps and needs are in our services.

We'll also look to do uh complete three focus groups and up to 10 targeted interviews with key stakeholders.

This will uh we'll make sure that we have the representation from all of our business interests.

It's also important here that we have the inclusion of our partners in these areas.

So when we're talking about uh others that develop or deliver economic development programming or initiatives like our Chamber of Commerce, Business Oregon, West Side Economic Alliance, Greater Portland Inc.

Um, as a previously mentioned, Tiger Twalton School District, and uh those that provide uh workforce development education training, etc.

Next slide.

Second task is then identifying mission, vision, and values.

And really what we're looking to do is identify what we are trying to achieve.

By our mission, we say why is this, why does this work matter?

Vision is what long-term change looks like.

And then our values really identifying what principles should guide decision making as we move forward over the next couple of years.

Next slide.

Next up is going to be the identification of strategic objectives, actions, and metrics.

We'll include a workshop in this space to identify the objectives and focus areas and really look to convert those mission vision values into action items and meaningful implementation targets moving forward.

What we're looking for in this space is that we really want a clear understanding of how we're going to measure and evaluate impact, and looking to identify what our guidelines to inform change and improvement in programming and partnership development will look like.

We want uh clear identification of who our partners are and what those investments need to look like in our partners.

Who else is doing this work, how to leverage expertise and resources to maximize services, and clear understanding of what programs and services we need to provide and what programs and services we need to connect our patrons to.

Next slide.

And the final outcome is the strategic plan itself.

What we're looking for in the development of the strategic plan is really to gain the support of internal alignment, budget planning, creating that shared decision making and priorities, and making sure that we're actually meeting the unmet needs of our business community.

Next slide.

Timeline, uh looking to talk to you in August, snuck in right at the end here.

Um September and October, we're looking to complete that environmental scan and that task one, making sure that we have an understanding of what's out there, what we need to be doing.

By November, we'll look to uh conduct the workshops to work through identification of mission, vision, and values.

Late November, change that into development of the strategic objectives, actions, and metrics.

Looking to have a draft strategic plan available for council review by December, and adoption of the final plan by January so that we can uh use this strategic plan to inform budget process for the next fiscal year.

Next slide.

And our ask to you this evening is how would council like to engage in the process?

Uh, at what points are we talking everybody?

Are we talking liaisons?

Um, what would you like to do?

It as this is a council goal, we want to make sure that um your needs and interests are being represented and supported as we move through this process as well.

Thank you.

Great, thank you for the succinct presentation, Counselor Who.

Questions, comments.

Um at this time, thank you.

Um excellent.

Um, I just I think a liaison would be best from what I understand at least.

Okay.

Um so I will just chime in.

Um, I do think there would likely be interest from at least one counselor to have a liaison in a role for that.

So I think that's great.

And I think for me, um, I guess what I was thinking looking at the timeline, I just want to make sure whether that's through city manager, Stockwell's updates, um, that there's checkpoints, because I will be really curious what is your asset mapping tell you, what is capacity versus what needs to be rejuvenated, who have you talked to?

Um, because I think there's a ton of businesses in Tiger, and you both know them well that likely participate or maybe don't.

So, how do we really understand all aspects?

So, I'm really curious about those pieces, but I don't want to wait until the end of December when almost everything is put together and we get an update.

So, that's my biggest thing is just communication along the way.

Um, and however that is most effective, I'm fine with that, but just want those touch points.

So thank you.

Um, Counselor Side.

Thank you.

I agree, um, support the idea of having at least one liaison.

I know I'm personally very interested in being regularly uh updated or andor involved in as part of this policy making process.

And I appreciate you putting that through line to the fiscal year 27 budget so that way we can make sure that within this two-year council period, we are actually enacting and funding um the proposals that come forward.

So thank you.

And I'll echo what the other counselors have said.

We really do need uh council liaison.

The last thing I want is for you to come through, do all of this, come back in December, and let's be like, uh that said, I do think that it's important at some point to come up with a strategic vision together to at least get you started instead of just going in blind.

So although I do think that we should have a council liaison, I think at one point we should all have that sort of discussion of what we want the economic future of Tiger to look like.

So maybe there's a work session along the way or something as you collect more data.

Thank you.

Um Counselor Shaw.

Um thank you very much, and thank you for the presentation.

Uh two questions.

One, would a regional assessment also be included?

Because I think it would be important to see what other cities are doing, and maybe we don't necessarily want to replicate.

And then the second is what is the horizon?

Because economic development strategic plans can look 10 years, 15 years, 20 years.

So you're really building momentum upon a foundation.

And so it's not just a two or three year and then I guess that there's more a common.

I'm consistently surprised that the city of Tigrid has never had an economic development plan.

Um but if you could answer the first two questions, I'd appreciate that.

And then I also support uh my fellow counselors' uh requests for updates and uh work session.

Absolutely.

Thank you for the questions.

Uh the horizon here that we're talking about is a three-year plan.

And this is a very specific timeline in that we are currently experiencing uh economic conditions that would have completely invalidated a much longer plan.

Um we also know that while we are uh very independent here in the city of Tiger, we are influenced by um national level politics and international level business decisions.

Um so more than a three-year plan does not make sense uh for looking out, and we don't want to do a one or two-year plan because we do want to be more forward-looking in where those strategic investments go.

What we anticipate will come out of this though is the foundation to look at renewal and revalidation of the plan every couple years instead of starting completely over uh and being able to have a more um iterative process that can stay relevant and flexible and responsive to economic conditions as they change.

Uh, we see indicators now that we won't even actually feel for years to come.

And we know that the economic cycle is significantly longer than what's happening right now, and we want to make sure that we're ready for that.

So it's it's not um it has variable components in the intention of the timeline, but what we're calling it is a three-year plan.

And then remind me what your first question was.

With regards to regional, yes, thank you.

Um we already have on board our regional partners, specifically Washington County, business Oregon, uh, and a couple of our other city partners.

We work closely with the Ecomnonum Economic Development Managers of City of Sherwood and City of Beaverton, making sure that we are all in alignment.

And then also we share partners and resources.

So a lot of a lot of when we identify resources who also deliver programming, they're not delivering programming based on municipal jurisdictional boundaries.

They're delivering programming based on larger boundaries.

We also have Metro on board as a partner in helping to inform this.

Um so we are looking regionally as well to make sure that uh we have access to and we can identify regional resources as well as understand regional trends and what potential regional gaps are, and then uh service delivery, making sure that we don't limit ourselves to um any of those providers who are just operating or based out of Tiger.

Thank you.

And um I know there's probably a couple other counselors interested as liaison, and I would certainly be interested.

I'm not sure I'd call kind of a three-year plan economic development strategic plan, uh, but look forward to further discussions.

Thank you.

Sammy, did you want to add something?

Oh, I was just gonna point out that um part of the strategic plan um project team includes Echo Northwest and their experience with other um strategic plans that they've brought along.

As um Councillor Shaw has mentioned, we are kind of new in the um in the strategic strategic plan development right now.

Very good, thank you.

Uh Counselor Robbins.

Thank you.

I I think this is very interesting, and I look forward to learning more.

I think we've as a council is asked a lot of really good questions, and I just look forward to learning more.

Thank you.

Uh Mayor Lube, please round this out.

Thank you.

I think even the broad interest that because it is kind of a new council goal and something that everyone is invested in.

Having more touch points and work sessions is probably better than having a liaison or just some continual updates in the city manager's reports and then touch points in work sessions, shorter ones is probably the way to go because it is so new, and then we can give feedback along the way.

That would only be my feedback.

Thank you.

So the only clarifying point because I think I heard mixed levels of liaison interest or touch points, and I'm kind of thinking I'm good with both, but I I don't know if we have to do a vote or take I'm just not clear since we had different directions there on the liaison.

How do we move forward with that?

Um if if I may, can I make a recommendation and then you guys could possibly vote on that?

Um let's see how it goes forward.

It depends on my recommendation, right?

Um based on what I I understood is there's interest uh as you mentioned, Council President, there's interest in having uh involved active involvement, but also uh widespread involvement and what uh based on that, what uh recommendation might be to assign a liaison or two um to be part of the core team working through, but then also we can um hold a workshop at that mid between task two and three point in after we have had uh time to work through the business uh community input.

We've worked through our desk research, we've worked through the preliminary mission vision um values statements, and then we come to bring a workshop to council to say, okay, here's what we've heard from the community.

Now, how do you want to shape this moving into the next step of that targeted goal development and and what do you see as your priority?

So almost adding a mid-step in there and providing a workshop for council at that point.

So I guess uh it is a council goal, so I want to honor how important this is to all of us, and I appreciate that.

I think that's you know, Mayor Lube's point on that.

I I just um almost again going back to City Manager Stockwell's you know, um communications about the work.

I just want to make sure that we get as you're doing this work along the way that we get those updates and not have completed it, and then this is what we did that we're moving forward.

So I I and I don't mean to stick here, I just want to make sure we have clear direction for you.

So uh to Mayor Lube's point, she was just steps along the way.

Do we or do we feel like the liaisons we'd like a couple engaged along the way?

So thank you.

Council president.

So I I support the idea of a hybrid approach mainly because I would imagine that those two core liaison folks can provide um sort of a general um temperature for the council on some of the more um smaller level decisions that may not be efficient to have uh to canvas regularly with the full council, but we can still provide regular touch points maybe at our workshop meetings uh or or at a whatever cadence really the council wants so that way we can make sure at a high level we're all moving in the same direction that we want to go.

But I think um separating it out so that way there are um one or two main points of contact will be much more efficient in terms of actually developing this and developing um proposals are more likely to be supported by the entire council.

Okay, and and I do want to um just highlight in all of this too, we are uh on a pretty accelerated timeline and and a very aggressive timeline ensuring that we can have this um delivery in time to influence the next budget cycle.

So um counselor Shaw, I see your hand.

So my um one comment about that, then maybe having what that liaison responsibility expectations uh written up.

So then if someone wanted to commit, they would know what they're committing to would be great.

And Counselor Shaw Yeah, I was gonna recommend I also uh or suggest that I support the hybrid approach and um two liaisons, and I think having um a little bit of a guideline of what that looks like would be helpful as well.

Council Present will to support um your recommendation, and because it is an accelerated timeline, I think it's gonna be key to have those liaisons.

Thank you.

Mayor Lube, anything you'd like to add.

No, I just I I want to make sure there's been a history of or past of getting all the way down saying this is what I just want to make sure there's those touch and checkpoints with the whole council.

So um however we get them is fine with me.

Thank you, Mayor, and I 100% support that.

And I think yeah, there was nods from the city manager too.

I think with that, are we ready to move forward?

And yay, this is exciting.

So thank you.

Thank you very much.

I understand our takeaways are to uh provide guidance for what a council liaison responsibilities would be, expecting council to give us two liaisons and then we'll uh include the touch points in the updated schedule.

Yeah.

Thank you.

Definitely along the way.

We're all very excited.

What we can do is um provide just because of the expedite timelines, we'll provide a memo following this up through the city manager, and we'll just look forward to communications through the city manager as to who the liaisons will be.

Fantastic.

Thank you.

Okay.

Um all right.

So moving forward, um, we will now go to the city officer review schedule, which is city manager stockwell.

All right.

Um thank you.

Um this may clear out the rest of the room, but that's okay because uh this is a discussion amongst us.

So um I'll actually do both presentations together um just for efficiency and you can give uh feedback.

Um so what we're looking for tonight is clarification of the review schedule for the city officers.

That's the city attorney, uh, city judge and city manager versus other employees and um direction to the city manager to include this schedule in the as a standing item on the end of the tentative agenda, and then also to review the proposed questionnaire for city officer evaluations and provide any feedback.

Um, so just some quick comments on that.

Um, the requirement to annually review the performance of each city officer is contained within the employment agreements approved by the council and the officer, the language uh from each agreement I did include in uh your packet.

Um the um for each one of them, it refers to um either um it refers to their anniversary date uh in both the attorney and the judge, and then the city manager one has June, which is also the anniversary date for the city manager.

Um for the citywide personnel policy, um it hasn't been updated uh since 2019, it is currently being updated, and we're having our class and comp study uh consultant looked at that.

In fact, they've already looked at that, and uh it is likely that that will change from an annual review where all of them are done in June to the employees' merit eligibility date or their anniversary date.

Um we um so you could continue.

You can continue to do them as per the employment agreements, which is on the anniversary dates.

Uh, these can be changed on mutual consent of both the council and uh the city officers.

Um I'll also mention because this was mentioned to me in the background, if there are specific circumstances like there's a significant turnover on the council and there's a bunch of new members, and you haven't had sufficient time to review a officer's performance at that time, then we could handle that as a special circumstance and between the council and the city officer, you know, make an adjustment.

And to my understanding, that's exactly what's happened in the past when we've had that kind of circumstance.

So that's um the information on the first item on the review, the proposed questionnaire uh was provided uh to you the questionnaires that were used for the most recent uh template of the questionnaires that were used for the most recent evaluation, and then um I apologize, but uh earlier this afternoon it was um brought to my attention that uh there were also 360 degree formats that were used in 2024.

Um and so I had forward those as well.

Um I don't think there's um any objection to um doing self-evaluations 360s and uh uh council evaluations.

We just want to make sure they're all synced up.

So whatever direction you provide tonight, we'll work to make sure those are all synced up and and communicated uh to everyone.

And um, I did talk to the the judge in advance of the meeting, and I know she's you know watching and listening as well.

So thank you.

Um mayor, actually, as I've been deferring to you to the end, I'm actually going to check in with you to kind of kick us off on how you'd like to start this conversation.

Yeah, no, I I appreciate that.

I think this is an important conversation.

It's been um, I think unintentionally kind of all over the map as far as dates and timelines and those sorts of things.

And we had previously discussed as a council after the last um review, um, where we did have a lot of turnover and it became difficult for new members to do an evaluation to talk about doing specifically the city manager and city attorney, and I understand we want the judge to be on the same timeline to do that evaluation at the end of the calendar year to make sure that the cat the council that worked with them was able to do that evaluation before two every two years council has the the opportunity to turn over.

Um that would be my recommendation because of that.

Um I I understand you know the want or desire or the comfortability of anniversary date.

I I just think this is a weird special circumstance because of the way that council manages these three employees and to make sure that they're getting the best feedback for the council that has the expectations and works with them.

So that's my recommendation.

Um, and you know, that's what we talked about as a council, I think, year and a half ago.

I can't remember, I think is what it was.

Um, but if this council decides differently, then that's what this council decides.

But um, I think it's an important conversation.

Thank you, Mayor.

Um, with that, I'm gonna stick to the screen.

Uh Counselor Shaw.

Thank you, Council President Wilson.

Thank you, Mayor.

Um, I would like to go with industry standard and have the evaluations on the anniversary of their hire date.

Um we may in the past have discussed um that counselors may not have had enough time, but if you're elected in November, you're starting January, that review in December you're missing anyway.

Um, and I know we've given special um allotment for in the past for a couple even to sit in on some of those evaluations, but it's not industry standard.

I don't think we should try and develop a whole new process.

And so I would recommend we go with their anniversary date.

Um we're very uh most counselors are very good about asking questions, very good about getting some information, and I think the 360s, the self-evaluation and the peer evaluations will be enough for counselors to move forward with the recommendation.

So that would that would be uh my recommendations move forward.

Thank you.

Thank you, Counselor Shaw, Counselor Robinson.

Thank you.

I do have a question.

Is it actually, and maybe I missed this with what uh city manager Stockwall said?

Is it industry standard to do reviews on the anniversary date?

Because that is not my experience working in either one of my large corporate settings where I've worked.

So is that something specific to city management that it's industry standard city city manager stockwell?

Do you know?

I have seen it both ways.

And uh, but I will say that it's um yeah, I've seen it both ways.

You know, it's really a council preference.

Uh so um I I do understand that a lot of um business industry in particular does do it that way.

So thank you.

It's hard when you get put on the spot like that, but thank you.

I appreciate it.

I hope that was helpful.

Part of that, so you're saying, so are you saying that in your experience you think that large business industry uh reviews executives on their anniversary date?

Uh councilor Robinson, could you repeat that question?

I just want to make sure I respond to it accurately.

Uh I I thought you said that that was industry standard.

So are you saying that in your experience, businesses, large industry reviews executives on their anniversary date?

Um Council Robinson I'll I'll have to defer.

I am not familiar with what businesses do.

I can say in the local governments I've worked in, I have seen it done both ways where everybody's reviewed on one day, you know, one time, which is really burdensome for that perspective.

But the good thing is you're comparing everybody at this the same time.

I've also seen organizations that do it based on the anniversary date, and that's often much easier to handle because you're kind of spreading them out throughout the year.

Um this city is incapable of making the change.

Yeah.

I I didn't mean to put you on the spot.

I just thought I heard you say that and I wanted to clarify.

So I apologize if I confuse things more.

So in my experience, um everyone in past things and at the hospital where I work now, reviews are all done at a specific time.

It's just kind of review season, and that's where we do things.

Um, I think it's easier to pick a specific time and move forward using that time.

Whereas if we use anniversary dates, it's going to be it's gonna be kind of throughout the year for the various anniversaries for the various people.

Then if somebody leaves and we get somebody new, it's gonna change that time again.

That to me seems cumbersome, but um I it's not a hill I want to die on, so I will you know go with the majority that I would vote that we pick a time, whether it's the end of the year or October, whenever everyone else is getting reviewed in the city, seems like a very reasonable time.

Thank you, counselor, uh counselor Godusi.

Thank you, Council President.

Um I do see the pros and cons of both is going to be a long, long day having to review everybody all together uh versus doing it in a rolling manner.

Um in the end, I do feel that it most impacts the employees.

So would it be possible to get their perspective and see if they have a preference?

Because if you know that that's what I think we should do.

I'd say you two go for it.

Thank you for asking.

Um so my preference would be anniversary date.

Uh the other consideration is that anniversary date is tied to merit, those are the same.

Uh so I think it makes sense to keep those tied together, would be my preference.

City manager stockwall.

Doesn't matter to me.

I can do it either way.

I serve at your pleasure.

I'll be evaluated whenever you want to do it.

Thank you.

Is the judge on the line?

I don't see her.

Uh watch the meeting, so she was aware of what the decisions made.

So if I hear from her, I will let you know.

Thank you.

Uh Counselor Schlack.

Uh thank you, Council President Wolf.

I'd also like to thank City Manager Stockwell for promptly scheduling this topic since I was the one that hadn't requested it through our um non-agenda item process.

So thank you so much for for finding the time to do it.

And I apologize to my colleagues for turning this into a slightly longer evening than anticipated by having these two additional items.

But I think it's important to clarify this so that way we have clear expectations, roles, and responsibilities for our the seven council members and the three city officers.

Uh my preference would be uh to go with uh option A, continuing with the current process and to direct the city manager to uh schedule annual out evaluations in the month of the anniversary date, just to make it clear and simple for everyone.

That is city attorney's annual review would be held in October, the city manager's annual review would be held in June, and the judge's annual review would be held in March, just that way it's it's clear and and um so on.

I I hear the the perspectives on both sides, but I think City Attorney Rahala brings up the point that I was gonna bring up, which is the annual review is tied to merit adjustments, which we just approved a whole policy on.

So if we were to start changing it to arbitrary dates based on the council's preference, then we would have to look at that entire policy changing, which I don't think is necessarily something that um the council wants to do.

And speaking from personal experience, I've also you know worked in industry, I don't business, I don't know what what to say there.

I have a corporate life outside of this, and I've been part of corporate reorgs where I got a new manager six weeks weeks before my annual review, and it didn't matter.

We had my annual review when it was scheduled according to company policy, because that's when it was scheduled to be.

So um while I respect that um some colleagues may want to delay um uh having annual reviews so that way certain counselors can um have more experience working with that individual.

Um I haven't had that experience uh in my career.

I and also I don't think that that practice has been consistently applied during my time on the council, considering the few reviews that I've been part of where I've not served for a full year, say for the city attorney's review.

I know councillor Robbins and Goodoocy haven't served for a full year when we just held the judges review.

So um I just I don't personally buy that argument by understand where it's coming from.

So option A with annual reviews in the month of the anniversary date of the city officer and adding that to the tentative agenda so we can clear it all up forever.

Counselor Godusi, I realized that I continued on, but you didn't give a direction after you asked the question.

I would go with the preference of the city attorney.

Okay.

Um thank you.

Um so uh as for me, um, you know, uh some things have changed.

I as one of those counselors, um, three of us that would have made up a majority of the council at the time coming in on January with little um structure in place to make those opinions uh to the chief executive um officer I found as uh a tremendous challenge.

And um so I think um uh I appreciated having them at the end of the year.

There's a couple things that I have thought about more um recently is 360s are really um very uh essential into our assessment and evaluation of both these senior officers and to ask staff or to do two of those together at the same time.

Um I want to manage that expectation of their time.

Um so where I was leaning towards, I liked uh the end of the year because it aligned with council.

I think we have some better structures.

I wish future councils the best if they have a January um anniversary date, because I think those are a challenge, but um I'm fine with anniversary dates, and that's been a shift in my thinking as I feel like the structure and the preference seems to be there.

And I also think in this industry standards vary, right?

I've used anniversary date and I've certainly used this as review from employee A to the very top.

Um so I I think they do vary.

But with that, um uh youth counselor um Hahid, what's your uh thoughts?

Um I obviously have no experience with this because I'm not really in the corporate world yet.

Um but just from all the information I'm getting, it sounds like anniversaries would be better.

And I feel like I've been here for almost three months, and I feel like I understand the sentiment of maybe it can be hard to do a review after such a short amount of time, but after being here such a short amount of time, I feel like especially someone with more experience would be able to be capable of doing a review if it was based off of it, even if it was based off of anniversary.

So I think the majority of council have made a decision, so I I don't have to say anything, so thank you.

So is um so we leave as the contract state, which is the anniversary date.

There's no action required with that, correct?

Um so um, okay.

I mean, and I I do appreciate all the work that has been done over the past um several months or years to try to create a structure that is something that is thoughtful and moves this work forward in instructive evaluation processes.

So um, okay.

So I guess any additional questions.

Um do I see hands up?

You look like you want to speak.

And just to clarify, I don't know if the city manager was was gonna ask this as well, as far as the actual timing to ensure that we're we're aligned with the contracts.

Are there any objections to scheduling them regularly in the month of the anniversary date of the city officer?

That is, we would have the annual review for the judge in March, the city manager's review would be in June, and the um city attorney's review would be in October, just regularly on the tentative agenda as an item that will be scheduled in during those months.

I want to just be clear about where we're in even though we were clear with option A, that doesn't fully nail down what the actual expectation is going forward, at least for two of those contracts.

Um Mayor Lu, do you have um questions, comments on counselor Shaq's request Slack's request?

No, uh uh city manager Stockwell and I have been working on sort of you know the tentative agenda has just sort of been three months that sent out, but we're working on a general calendar so we know automatically throughout the year, year over year what happens.

So there shouldn't be any issue putting those on.

Thank you, Mayor.

Um I think no, counselor Shaq, go for it.

I just wanted to make sure we return to the second item if that's what uh the second portion of it, the questionnaires.

Yes, and I was transitioning counselor, thank you.

I'm so sorry.

So city manager just talk well, would you like to kick us off or we just go for it on the evaluations?

Okay, we're gonna go for it.

Um so I think our purpose, and again, I'm going to shift to uh Mayor Lube since the room is fairly empty um to uh kick us off and her thoughts on the documents which include um kind of that four question structure as well as our 360 that was used in prior evaluations.

Thank you, Mayor Loop.

Yeah, no, I I think the the 360 is incredibly important if we want to also develop that for um the the judge.

I think you know, each role perhaps has a few specific questions that are tailored and we can work on that.

Um but I like the sort of basic um self-assessment form and those sorts of things.

Um yeah.

So just looking forward to the the conversation.

Um counselor who no issue with the any of the form.

Um just one little thing, the self-assessment form.

The second dot the third dot say how can we help you achieve your goals?

I I would recommend we change it to how can the council help you achieve your goal because the we is very ambiguous.

So counselor.

I think it's good.

I don't really have anything to add.

Thank you.

Um okay, so me.

Um so my question, I guess I want to understand um like the four questions.

I think they're great on the check-in, so we have a structure to our conversations.

I think that's really important.

I guess my question is are we using both the four and then the reflection and the 360?

In the past, the 360 has also been the tool for self-reflection, right?

How do you measure yourself against these?

So are we doing both in the annual review or using one for the six months and one for the annual, or we do both.

I'm just trying to get really clear and crisp about when we're using what tools.

Um I uh well, yeah, it's you guys.

It's no offense.

Um but I would love to hear your opinion.

Well, I was gonna refer defer back to her, so you we're on the same page, thanks.

Okay, uh please go ahead.

So I I totally agree the 360 is very valuable for me as well.

So in the past, the process has been that uh the longer form, the same as the 360 has been for the yearly, the self-eval, the council eval, and the 360 eval.

Everybody has used that same form.

Uh I think it gives good consistency to council in answering the questions, but I'm not particularly I have no strong feelings about that.

Uh, but I do think having the that form for the yearly makes more sense, and then the uh the mid-year check-in is the shorter, more streamlined version that doesn't include the rest of the components.

And then I think the only addition would be then what are those kind of goals that need you know, so that kind of future looking um needs to be added.

Um that's kind of the only piece yes I was thinking.

Okay, uh, counselor schlag.

Thank you.

Yeah, no, I um I heard that correctly.

Yeah, I I would agree with um ensuring that the three I think it's important to have the three, but I would set the 360 evaluation at the same time as the um annual review and just streamline it that way as opposed to having a third event floating around out there and I don't think that was the idea.

I think my what I was trying to say is the 360 is the tool for the annual.

Okay.

So I mean, so my concern, I think it's important to have in addition to the annual, but at the end of the day, the council will need to sign off on an annual performance review, which is then per our policy handed off to the HR director in order to facilitate the compensation adjustment based on that review.

We need some some document ultimately, I feel like where it's saying this is the council's this is the council's review of this individual, and this is what sort of the annual record is.

That would be my interpretation of what we would need to do here.

Uh, not having the annual review just be consist of a 360 survey that we then discuss, which is what I'm interested.

Again, it's 934 right now, so maybe I'm just getting confused, but my expectation would be self-review, and then the council has an annual review.

The 360 is done at the same time as the annual review, so that way we can the council can consider that.

The council then authorizes what the annual review is jointly.

It gets signed off on and then gets handed off as part of the policy that we agreed upon earlier this year.

That would be my expectation of how this should work at the on the anniversary dates for our city officers.

So I guess um I'm gonna say what I was thinking, and then anyone can add or correct me.

So I guess in my mind, the 360 is completed by the employee, by counselors, by all those identified as participants in the 360.

That data is collected, we review it from all that data, we create a summary um evaluation that is basically the executive summary, if you will, of what was learned from the evaluation.

So uh or the 360 assessment, I'm sorry.

So there's three buckets of participants in the 360.

That data is reviewed by all of us from that is a summary evaluation that would be the reflection of all that data collection, if that makes sense.

Apparently it doesn't.

So that's correct.

So the form that was sent out to you today, that is the uh that's been called the 360, but that is the template form that has been used in the past for the city manager and city attorney.

So that form is sent to everyone as part of the 360, to the employee for the self-eval, and to council.

Absolutely correct.

In the past, the way it has worked is that the self-eval and the 360 is all sent to city council in advance of that executive session review.

Council then looks at that, maybe draws pieces from it, assembles their own thoughts, and then that document is the council document.

So at the end of a process, the employee has the selfie vow, all the 360s, and the council form, and it's all comprised of the total yearly evaluation.

And then director, the director of human resources would be that facilitator and kind of that uh assistant in compiling that into a summary review.

Correct, yes.

So I I agree with that.

I apologize if that's not how I I thought I had tried communicating it that way.

That was but it's all good.

Okay.

Um so yeah, I I fully support that process as stated by the the city attorney.

That makes total sense to me.

Um and then the only other thing I wanted to note as far as the official sign-off on the council form.

Um we have as part of the policy, the council needs to uh sign off on the annual review uh within 14 days of that review being conducted.

Um and I think just based on sort of our um uh first attempt at this, it would be good to broaden out the signing authority on that review because it may be possible that the mayor and or the council president who we would normally defer to may not be available to sign off on that within that period.

So I think it would be just good practice for the council to delegate the signing authority to one or two individuals, could be the mayor and council president, or it could be two counselors, however, we want to decide on it, just to ensure that's really clear who is going to review the summary document before and authorize it as the official version before we proceed.

That would be my preference, and I mentioned that just because the forms say mayor's signature on there, and that was an issue that we ran into with our most recent review process.

Um so again, this is a collaborative conversation.

Um counselors and the mayor will have access to that summary document and review it.

And then I still support that the mayor signs off on that on behalf of the council, and I think that having some clear um and I'll call myself enable me subject line do X, please review and sign off.

Sometimes even those helpful things in a very full inbox can help expedite uh getting things turned around.

So that's my two cents on who should sign off, recognizing every counselor has the responsibility to review a summarized document and um show that that reflected accurately the evaluation uh discussion.

But I'm I would like to open that up and then Mayor Lou, please feel free to chime in at any point.

Um but counselors, um do you want to change the document on who signs off?

That's the question I think that counselor Schlack is putting it in front of us.

Yes, counselor Daducy.

Given that council president can often act on behalf of the mayor whenever the mayor is absent, does it actually need to be changed or can that just be done?

So if in the future the mayor is unable to do so in two weeks, would the council present be able to act on their behalf?

So the charter actually sets specific uh instances in which the council president takes over for the mayor.

So if it was just meant to be a broad option, I would suggest it just say council signature and not list a title, and then it can be the mayor or whoever else.

That would be the simplest way, would be my suggestion.

With the expectation it would be the mayor, but if a circumstance would arise, there's flexibility.

Um other thoughts from counselors?

Um, counselor Shaw goes.

I was just gonna say I'm not sure.

Yeah, um actually Yeah, and I was gonna mention the charter as well, and that it made sense to open up to counselors because that way we have maximum flexibility in this collaborative process.

So City Attorney Rahala mentioned exactly what I was going to mention, so thank you.

Thank you.

Mayor Lube.

That's fine.

Whatever the council wants.

Okay, thank you.

Okay, so I'm gonna recap just so we all think we heard the same thing or agreeing to the same thing.

Um so I think we have uh two different documents.

Council will continue with the shorter kind of four questions as a six six month check-in tool.

So we have some kind of structure that we're following for that for the annual review, which is now by anniversary date, um, counselor or council self, uh, the employee and those designated to be in the 360 will complete this evaluation tool.

Um council will meet, um, will review all that data, um, create a summary of the feedback received with the assistance of the human resources director, and then that will become kind of the final annual review of which um all counselors will approve of, and then it will be signed off as designated by whichever council member and those identified on the form.

Um does that all make sense.

Questions, comments?

Yes, counselor.

Yeah, keep pressing it.

Yeah, um, fully agree with uh the proposal or the summation as you summed it up, uh, Council President Wolf.

I would just like to clarify since we only have 360 documents currently for the city attorney and city manager that this process would apply to all city officers, and therefore we would need to develop the 360 survey tool or evaluation tool for the uh municipal judge, and just wanted to put that on the record that that would be the expectation.

Um counselor, I guess my question or request then would be to work um with uh director Gomez on what would that look like because the judge is gonna be just as the two of you are unique.

Um would that be for the judge and what kind of appropriate questions and who would be the participants in the 360 that makes sense?

So um so I don't know if that has to circle back to us or we leave that to the discretion of um the director.

Mayor, do you have any comments on the judge's 360?

No, I I think we just need to to go through and see if there's any appropriate adjustments we need to make to the evaluations.

Okay, counselor Schlack, or I'm like uh counselor shaw or counselor robins questions.

Not seeing any hands.

Okay, all right.

I think that's it.

Is that correct?

Okay.

Um I think somewhere in my stack I'm supposed to say, are is there anything else, or do I just adjourn?

I guess I can't find it.

Uh okay, uh good night, Tiger.

Thank you all for uh being here, and um this meeting is now adjourned.

Good night.