WASHINGTON COUNTY BOARD OF COMMISSIONERS ROUND …...Recreational Opportunities Coordination RC / Q1...

WASHINGTON COUNTY

BOARD OF COMMISSIONERS ROUND TABLE

ROOM 120D

PUBLIC SERVICES BUILDING JANUARY 9, 2020

10:00 AM

10:00 a.m. (60 min)

1. 2019-2020 and Beyond Board Initiatives Final Review

11:00 a.m. (30 min)

2. Rolling Agenda Review

11:30 a.m. (60 min)

3. Board and Interim CAO Year 2020 Conversation

12:30 p.m. Lunch Break 1:30 p.m. (60 min)

4. Board Budget Priorities/Direction

2:30 p.m. (60 min)

5. Economic Development Update

THIS PAGE IS INTENTIONALLY

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WORK SESSION|ROUNDTABLE

WASHINGTON COUNTY BOARD OF COMMISSIONERS

Session Date: January 9, 2019 Length of Time Requested: 60 minutes

Title of Topic: 2019-2020 AND BEYOND BOARD INITIATIVES FINAL REVIEW Department: BCC Presented by: Name(s) & Title(s)

Kathryn Harrington, Chair

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS:

• Updated Washington County Draft Board Initiatives 2020 & Beyond from December 3, 2019 work session review

• Clean Water Services Board Initiatives Dashboard, dates 11/26/19 from December 3, 2019 work session packet

PURPOSE & DESIRED OUTCOME: For the Board to finalize Board Initiatives for Washington County and Clean Water Services.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: Any further revisions needed?

SUMMARY OF TOPIC: This planning tool recognizes that the most limited resources that Washington County and Clean Water Services each have of their Boards is the Commissioners/Directors availability (time) and political capital. As such, topics and initiatives set forth by the Board(s) have been prioritized as:

• Board Ownership – for which a significant investment by the Commission itself will be required for success

• Board Influence/Attention – for which action will be required to develop or progress but not significant

• Board Awareness – for which Commission will need to invest some occasional time or occasional action.


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Washington County

BOARD INITIATIVES (12/19/19 DRAFT)

BOARD INITIATIVES

2020 2021 2022 COMMENTS

BOARD OWNERSHIP

======================== =================== ==========

CAO Hiring • Interviewing • Successful Hire • First 6+ month transition

WA CO Strategic Plan: • Workplan defined • Development underway

County Levies • Referral of WA Co Library Levy • Referral of WA CO Public Safety

Levy • Successful Passage of WA Co

Library Levy • Successful Passage of WA Co Public

Safety Levy

Facilities: • Facilities Master Plan Review • Fair Complex Master Plan &

FMP financial plan next steps development

• County Courthouse funds request through State Legislature

DEI: • Adoption of Equity Resolution • Equity Office established and

staffed • Adoption of Board workplan

DEI Strategic Plan Developed and Adopted

Census 2020 Championing (thru April)

District Boundary Adjustment

State Legislature • WA Co State Leg Agenda Adoption • Commission Pre-session

engagement • Commission Presence (February)

Federal Legislation • WA Co Federal Leg Agenda

Adoption • Engagement as appropriate

Get Moving 2020 Transportation Funding, regional participation

Permanent Supportive Housing • WA Co Funding Solution

development (AH LIS Commitment) • Here Together regional

participation

Economic development • Plan review thru FY19-20 (Jan?) • FY20-21 Plan adopted

Community Engagement • District Town Halls (4 in 2020) • State of the County (April)

BOARD ATTENTION

======================== ==================== ===========

LUT: • Significant Natural Resource

Assessment next steps • Short term rental issue paper • HB2001 Housing density

assessment • HB2003 evaluation • Note: The LUT workplan plate

seems very full already

MISC: • Budget Direction • Interim CAO • Retirement Succession Planning • Participate in Strategic Hiring • May Election • WA Co Fair: 10-day fair (1st time) • Event Center Business Launch Q4

2020 • November Election • Potential Charter Updates • New Commissioner On- Boarding

(District 1)

MISC: • May

Election • November

Election

AWARENESS ======================== ==================== ===========

============

Senior Staffing • Support Services, 4 interims • A&T Director • Govt Relations & Public Affairs

Mgmt • Eco Dev Mgr • DEI staffing • BCC Staff Support

• Board Ownership – for which a significant investment by the Commission itself will be required for success • Board Attention/Influence – for which action will be required to develop or progress but not significant • Board Awareness – for which Commission will need to invest some occasional time or occasional action.

CWS Board Initiative Proposed Phasing

Function View Update ‐ January 6, 2020

2020 Status

Ownership

Affordable Housing Policies: SDCs & fees HB2001 Policy paper LUT/CWS Q4 RC / Q1

Affordable Housing Policies: SDCs & fees TBD

Diversity, equity and inclusion policies TBD

Federal Legislative Agenda TBD

State Legislative Agenda TBD

CEO Evaluation RC / Q1

Influence / Attention

FY21 Budget All

Budget Committee RC / Q2

FY21 Rates and Charges RC / Q2

Strategic Plan & Performance Excellence Road Maps RC / Q1

Cedar Mill/ N Johnson Implementation (TWEC) RC / Q2

Unsewered Area Policy coordination with Cities TBD

SDC Methodology Review for Sanitary Sewer (charge CWAC) TBD

Standby capacity of onsite treatment (charge CWAC) TBD

Leaf Program Update RC / Q1

Utility Billing Assistance Pilot Program RC / Q1

Tualatin Dam Safety & Water Supply Joint Project All

Status and Briefing RC / Q1

Dam & Road Engineering Contract Award TBD

NEPA Q3

Property Acquisition TBD

Inform / Awareness

Utility Billing Joint Project with TVWD RC / Q1

Tualatin SWCD IGA Renewal TBD

Water Quality

Total Maximum Daily Load (TMDL) Update RC / Q4

Clean Water Research & Innovation Center Master Plan TBD

Fanno Creek Trail RC / Q2

Recreational Opportunities Coordination RC / Q1

Utility Billing Joint Project with TVWD (IGA for implementation) RC / Q1

Tualatin SWCD IGA Renewal RC / Q1

Sewer Use Ordinance Pretreatment Update RC / Q1

USFWS Coordination RC / Q1

District‐wide Facility Planning RC / Q3

Clean Water Research & Innovation Center

Tualatin River Farm

Administration Building Complex

Other facilities

Board Ownership:

Influence/Attention: RC Rolling Cal

Initiatives for which Board action will be required to develop or progress. TBD On hold

Inform/Awareness: ✔ Complete

Q# Designated

Initiatives for which a significant investment by the Board itself will be required for

success.

Initiatives implemented by CWS management or committees for Board awareness and

occasional Board action.


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Title of Topic: ROLLING AGENDA REVIEW Department: BCC Presented by: Name(s) & Title(s)

Kathryn Harrington, Chair Sia Lindstrom, interim Assistance County Administrator & Cathy Jacoby BCC-CAO staff

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: Rolling Agenda

PURPOSE & DESIRED OUTCOME: To review the latest 2020 Rolling Agenda to determine if we are set for operational success in the months ahead (January – April)

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: What if any available dates and/or needs that you have in order for the Board to be successful in its work through throughout the first part of 2020? Any other meeting requests?

SUMMARY OF TOPIC: The rolling agenda is a planning tool (in continuous working document form) to help the Commission and the staff of Washington County and Clean Water services make highest and best use of the limited time of the Washington County Board of Commissioners and the Clean Water Services Board of Directors.


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Washington County Board Work Flow January - June 2020

1.9.2020 -DRAFT

x x x(5/19, Election Day)

May JuneFebruary

x 2/3 Legislative Session 3/6 x

Normal County Business

Get Moving 2020

x CAO Search x

Equity Strategy x

WC Budget x x

Start CWS Biz Strategy (1yr)CWS Budget (5/8) x

January March April

(4/15 Tax Day)

Levy Outreach x

(4/1 Census Championing)


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Time sensitive items are in bold. January 2020Tentative dates are in italics BOARD WORK SESSION / MEETING AGENDA ITEMS DRAFT – for internal use Color code: yellow = change from usual schedule, green = budget-related, blue = directly related to BCC strategic priorities. Print Date: 1/2/2020 12:26 PM

JANUARY 7 (a.m.) JANUARY 9 (Roundtable) JANUARY 14 (Extended WS) JANUARY 21 (a.m.) JANUARY 28 (p.m.) WORK SESSION 8:30-10am (1 hr 30 min):

• BCC Communication (15 min)• Discuss Formal Agenda Items (15 min)• Introduce Interim CAO (15)• LUT/CWS: HB2001 Sum. & Next Steps (20)• SS: Purchasing Rules, Upcoming Changes

(30)• CC: Exec Session Laizure v WC (10)

TOTAL: 1 hr 45 min

Reconvene @ 1 – 5pm • BCC: WC Committee Assignments (30)• HHS: PHAC Appointment Request (10)• CC: Refugee Settlement Consent Ltr (15)• CWS: Tualatin Joint Project Status Report

and Update (45 min) • LUT: Noise Wall Policy Brief II (30)

TOTAL: 2hr 10 min

10am – noon (2 hr)

Board Initiatives 2020 and Beyond (2 of 2)(60)Rolling Agenda Review

(Are we set for operational success?) (30)Discuss the BCC and Interim CAO in the

year 2020 (60)

LUNCH BREAK noon – 1pm

Continued: 1 – 4pm (3hr)

Continued discussion from a.m.Board Conversation TopicsBCC Budget Priorities (60)Economic Development- Southgate/Willey

(60)

8:30 am– noon (3 hrs 30 min): • BCC Communication (15)• Discuss Formal Agenda Items (15)• BCC: DEI Resolution Check-In (30)• LUT: Get-Moving Update (30)• LUT/HHS: STF/STIF Update (30)• LUT: Planning Commission Appt’s (20)• SS: TLT Transit Code Revisions (15)• CAO/SS: Employer of Choice (45)• HOLD: Co Counsel exec session (10)

TOTAL: 3hr 30 min


Reconvene @ 1 - 5pm, (4 hrs) • CAO: Draft Levy Proposals (90)• CWS: Industrial Pretreatment 101 (30)• CWS: USFWS Partnerships/Wapato Briefing

(30 min)

TOTAL: 2 hr 30 min

8:30-10am (1 hr 30 min): • BCC Communication (15 min)• Discuss Formal Agenda Items (15 min)• CWS: Executive Session (45 min)• HOLD: Co Counsel exec session (10)

TOTAL: 1 hr 25 min

Reconvene @ 1– 5pm (4 hr) • BCC: Finalize Budget Priorities (30)• SS: County Risk Division Update (20)• LUT: LRP Work Program (60)

TOTAL: 1hr 50 min

2 – 5pm (3hr) • BCC Communication (15 min)• Discuss Formal Agenda Items (15 min)• CAO: Government Relations Update (60)• LUT: First/Last Mile Transit Access

Strategies (20)• LUT: Neighborhood Street Program

Expansion for Residential Collectors Road(40)

• LUT: LRP Work Program (20)• HOLD: Co Counsel exec session (10 min)

TOTAL: 3hr 00 min

BOARD MEETING Board meeting, 10am: Board meeting, 10am: Board meeting, 6:30pm

Housing Authority Board of Directors:

• Kaiser Permanent Metro 300 HousingProject

• Accept Meyer Memorial Trust Grant• Approve Resolution to Use Individual

Development Funds by CASA of Oregon• Approve Lot Consolidation, Willow Creek

Crossing Apartments

• •

Proclamations/ Presentations:

• CAO: Proclaim Jan 16, 2020 as 100th

Birthday of City of Bank, 2020 year ofCelebration

• CWS: Present Leading Utility of the WorldRecognition 2019 to CWS Staff

• Auditor: County Auditor’s Annual Reportand Plan

•

Boards & Commissions:

• FC: FAC and Fair Board appointments • HHS: PHAC appointment •

Public Hearings: • LUT: Vacation 560 (Cemetery)• LUT: ROW on NW Brugger 7 Acres to

THPRD• LUT: ROW on NW Brugger 7 Acres to

TVWD• LUT: ROW on NW Brugger 7 Acres to CWS• LUT: ROW on NW Brugger 7 Acres to SOPD• LUT: ROW on NW Brugger 7 Acres to

URMD• LUT: Annex 6 parcels and ROW NW

Thompson 7 Acres to CWS

• •


Action: • • HS: HPOF Funds for Basalt Creek • CAO: Consideration of Proposals for PublicSafety/Library Levies

• CAO: Adopt Legislative AgendaConsent: • CC: Newspaper of Record

• CWS: Award Task Order to MasterContract to CH2M Hill Engineers, Inc. forthe Durham WASSTRIP ImprovementsProject No. 7045

• CWS: Abandon Formation of the King CityGarden Villas Pilot Sanitary Sewer LocalImprovement District Project No. 6948

• CWS: Direct Clean Water Services' LegalCounsel to Draft and File an OrdinanceRevising Procedures for FormingReimbursement Districts

• CWS: Final Project Closeout - Forest GroveOutfall Pipeline - Phase B Project No. 6880

• CWS: Endorse Boundary Change ProposalNo. 19-015 LRP/BC for Annexation to CleanWater Services' Service District

• CWS: Approve Purchase of ManitowocSCD09 Shuttlelift Carrydeck Crane

• HHS: Approve contract with Families withAction

• HHS/HS: Kaiser Permanente Metro 300Housing Project

• HS: HAWC Appointment recommendations• HS: HPAC Appointment recommendations• LUT: Legalize Portion of Porter Rd, Set

Public Hearing• LUT: ROW 179th Ave., Farmington-Ivy Glen• LUT: IGA with TVWD for Water Improv.• LUT: IGA with TVWD and COH for Roy

Rogers Rd Improv.• LUT: IGA Amendmt 1 with TVWD and COH

for Tualatin-Sherwood Improv.• LUT: IGA Amendmt 2 with TVWD and COH

for Tualatin Sherwood Improv.•OCD: Wood Stove Exchange Program• SO: Accept VOCA Grant 2019• SS: Award Contract for Waste Vacuum ad

Disposal Services• SS: Dedicate Tract-C of the ‘Settlement

Place’ Plat to ROW• SS Re-class Board Clerk Position• SS: Teamsters Local 223• SS: Amend Policy 303

• CWS: Approve NAWCA Grant Agreementwith Columbia Land Trust

• CWS: Award Master Contracts forVideography, Graphic Design, PublicAffairs/Public Relations/Public InvolvementServices, and Research Services

• CWS: Approve Amendments to CleanWater Services Purchasing Rules

• CWS: Approve Memorandums ofUnderstanding for Enhancement Workat the Tualatin River National WildlifeRefuge

• HHS: PHAC Appointment• HS: Approval of Metro Bond NOFA• LUT: Approve IGA with COH for Water

Infrastructure and Improvements on 209th

• LUT: Weight Restrictions on B Street Bridge• SS: Award Contract for Pest Control Svc

• CWS: Approve Professional ServicesContract with Carollo Engineers for thedesign of the Forest Grove WWTF EffluentPump Station and Ultraviolet DisinfectionImprovement Project No. 6792

• HHS: DAVS Waive Solicitation Process,Enter Contract for Older Adult Nutrition


Additional Work Session/Board meeting topics requested by Board members:

Q1 (Jan-Mar 2020): Q2 (Apr-June 2020): Q3 (July – Sept 2020) Q4 (Oct – Dec 2020)

• Proclamation in support of reproductive health – target forearly February 2020 (requested by Chair Harrington)

•Metro Regional Solid Waste Plan (HHS)• Short Term Rentals regulation (LUT is Researching, part of

the long-range planning program – Policy Memo is beingprepared)

• Code enforcement work session (Sia)• Banks Centennial Birthday Proclamation• Roosters (requested by Commissioner Schouten)• Zoning for affordable Housing along high-transit

corridors/LUT (requested by Chair Harrington)

• Trauma Informed Care (TIC) Training (HHS) 4/23/20 (I),5/7/20 (II)

• Budget Adoption

**Possible Spring Break meeting adjustments **Possible Meeting Adjustments for Winter Break/Holiday

HOLDING: o Friends of Yamhelas Trail – acquisition of railroad right-of-way between Gaston and Hagg Lake (requested by Commissioner Schouten, LUT and others)o Association of Oregon & California Counties (AOCC) – background and overviewo Council of Forest Trust Land Counties (CFTLC) – background and overviewo Washington County Visitors Association (Sia)o Homeless Camping (Ruth)

• SS: Amend Policy 301• SS: Waiver for RFP

OTHER MEETINGS 1/4 – 1/12 Schouten Vacation 1/7 (Treece out @ 2) Get Moving @ Metro 1/8 (Schouten) MPAC

1/9 (Schouten Out) 1/9 (Willey) RROMAC 1/9 Beaverton’s State of the City @ 7:30am

1/13 DEI Resolution Community Forum 1/14 (Treece out for HHS @ 3:30 pm) 1/15 (Treece) Trans. Fund. Task Force 1/16 (--) JPACT, (Schouten) HPAC 1/16 WEA Legislative Reception 1/17 (Willey) PSCC (Public Safety Coord.) 1/17 (Treece, Willey) Callaway re: Metro Food Scrap Ord

1/21 (BCC) DEI Resolution Comm. Forum 1/22-28 (Treece Out) 1/22 (Schouten) MPAC 1/22 (Harrington) Dem Central Committee 1/23 (BCC) Levies Stakeholder Kick-Off 1/24 (Willey) JCPAC

1/22-28 (Treece Out) 1/28 Tigard State of the City @ 6pm 1/29 (BCC) DLCD on Housing Initiatives 1/30 Hillsboro’s State of the City @ 5pm 1/31 (BCC) Peer Recovery Gr. Opening

Tentative dates are in italics February 2020 Time sensitive items are in bold. BOARD WORK SESSION / MEETING AGENDA ITEMS Draft – for internal use Color code: yellow = change from usual schedule, green = budget-related, blue = directly related to BCC strategic priorities. Print Date: 1/2/2020 12:27 PM

FEBRUARY 4 (a.m.) ***CWS 50th Anniversary***

FEBRUARY 6 (Roundtable) FEBRUARY 11 (Extended WS) FEBRUARY 18 (a.m.) FEBRUARY 25 (p.m.)

WORK SESSION 8:30-10am (1 hr 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Legislative Update (15)• Auditor: Present Final Deliverables (20)• LUT: ‘Get Moving’ Revenue Mechanism (30)• HOLD: possible CC exec session (10)

(Reconvene Option 1-5pm)

9:00 -12pm (3 hr):

Rolling AgendaBoard Conversation Topics2020 Board Initiatives ReviewDEI (60)



8:30 am– noon (3 hrs 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Legislative Update (30)• BCC: Equity Resolution Final Draft (45)• HHS: Housing/ Health Initiatives (30)• HHS: CYF Raise Up Oregon/Early Care Educ.

Expansion Planning Update (20) • LUT: ‘Get Moving’ Update (30)• HOLD: possible CC exec session (10)

TOTAL: 3hr 15 min

(Reconvene 1-5pm, 4hr)

• SS: Financial Update #2 (30)• FC: Fair Complex Facilities Policies (30)• CWS: IGA with Tualatin Valley Water District

for Customer Information System ProjectProfessional Services: Phase IIImplementation (20)

TOTAL: 1 hr 20 min

8:30-10am (1 hr 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Legislative Update (15)• SS: Budget Supplements/Adjustments (15)• HOLD: CC exec session (10)


2 – 5pm (3hr) • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Legislative Update (30)• SS: Audit of Surplus Property Mgmt. (20)• HOLD: Co Counsel exec session (10)

TOTAL: 1 hr 45 min TOTAL: 1hr 10 min TOTAL: 1hr 30 min BOARD MEETING Board meeting, 10am: Board meeting, 10am: Board meeting, 6:30pm


• • •


• Black History Month Proclamation• CWS: 50th Anniversary Presentation

• HHS: Japanese Beetle Update (OR Dept ofAg staff)

•


• • •

Public Hearings: • CAO: Consider Ballot Material for PublicSafety/Library Levies

• CAO: Consider Library Levy Renewal / AdoptBallot Title

• CWS: Establish Reimbursement District forDeveloper Portion of JSR DevelopmentAgreement

• SS: Accept FY 2018-19 Financial Reports

• LUT: Legalize Portion of NW Porter Rd •

Action: • CWS: Accept CWS’ Fiscal Year 2018-19Comp. Annual Financial Report andCommunication Letter

• CWS: Appoint Clean Water Services BudgetCommittee

• BCC: Approve Equity Resolution• FC: Fair Complex Facilities Policies

Consent: • SS: Award Adam’s Crossing 1st Floor TenantImprovement Contract (DA Child SupportProgram Relocation)

• SS: Award Justice Service Building TenantImprovement Contract for District AttorneyExpansion

• CWS: Award Contract for thePublic/Private Partnership for Sale ofRenewable Natural Gas

• HHS: Award Contract for CPA Svc for SolidWaste Recycling Rate Rvw

• HHS: Franchise Fee Waiver from HillsboroLandfill for Japanese Beetle Waste

• SS: Metzger Park IGA with CWS• SS: Award DMP Alarm Installation &

Programming Services

• CWS: Approve IGA with City of Tualatin toConstruct Nyberg Sanitary Sewer TrunkLine Rehabilitation

• CWS: Approve IGA between CWS andTVWD for CIS Project Professional Services:Phase II Implementation

• CWS: Approve IGA with City ofSherwood for Construction of RockCreek Sanitary Upgrade Phase 1

OTHER MEETINGS 2/6 Treece out 2/11 Public Health Advisory (Treece) 2/19 Willow Ck Crossing Gr. Opening (All) 2/24 Cornelius/FG State of the City

Tentative dates are in italics February 2020 Time sensitive items are in bold. BOARD WORK SESSION / MEETING AGENDA ITEMS Draft – for internal use Color code: yellow = change from usual schedule, green = budget-related, blue = directly related to BCC strategic priorities. Print Date: 1/2/2020 12:27 PM

FEBRUARY 4 (a.m.) ***CWS 50th Anniversary***

FEBRUARY 6 (Roundtable) FEBRUARY 11 (Extended WS) FEBRUARY 18 (a.m.) FEBRUARY 25 (p.m.)

2/12 MPAC (Schouten) 2/13 PAB (Treece)

2/19 Trans. Funding Task Force (Treece) 2/20 Portland Economic Summit (All) 2/20 JPACT ( - )

2/25 Hillsboro Chamber Board (Willey) 2/26 MPAC (Schouten) 2/25 Black History Month Reception 12-2pm @ Walters Cultural Arts Center 2/28 – 3/3 NACO - DC

Italics – Tentative Dates MARCH 2020 Bold – Time Sensitive DRAFT – for internal use Color code: yellow = change from usual schedule, green = budget-related, blue = directly related to BCC strategic priorities, orange = CAO Hiring Print Date: 1/2/2020 12:29 PM

MARCH 3 (a.m.) CANCELED MARCH 5 (Roundtable) MARCH 10 (Extended WS) MARCH 17 (a.m.) MARCH 24 (p.m.) WORK SESSION 9:00 -12pm (3 hr):

Rolling AgendaBoard Conversation TopicsEXEC SESSION: Candidate Review – Novak

Group, (3 hr)


Continued: 1 – 4pm (3hr) Candidate Review Cont…

8:30 am– noon (3 hrs 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Limited English Assistance Plan (LEAP)

policy and procedure (30)• HHS: Commercial Food Scrap Collection Rates

(15)• HOLD: CC exec session (10)

TOTAL: 1 hr 25 min


Reconvene 1-5pm (4 hr)

• CWS: Tualatin Watershed EnhancementCollaborative (TWEC) Workplan Update(40)

TOTAL: 40 min

8:30-10am (1 hr 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Gov’t Relations Legislative Wrap Up (60)• HOLD: CC exec session (10)

TOTAL: 1 hr 40 min

(Reconvene Option 1-5pm, 4hrs) • HHS: Universal Home Visiting (20)• HHS: DAVS Needs Assessment Plan (15)• LUT: LRP Work Program Final (45)

TOTAL: 1hr 20 min

2 – 5pm (3hr) • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: PGE Grid Resiliency Update (30) *Outside

agent• HOLD: Co Counsel exec session (10)

TOTAL: 1 hr 10 min

BOARD MEETING Board meeting, 10am: Board meeting, 6:30pm


• •


• HHS: Developmental Disabilities AwarenessMonth

•


• •

Public Hearings: • • Action: • • HHS: Commercial Food Scrap Collection Rates Consent: • HHS: Approve Contract for Chore In-Home

Services• SS: Award Metzger Park Sport Basketball Court

Construction Contract

• CWS: Award Contract for ProfessionalServices for Brookman Sewer Extension

OTHER MEETINGS 3/4 BCC Briefings on CAO Hire 3/6 Gala de Cultura (Treece) (All)

3/11 MPAC (Schouten) 3/12 RROMAC (Willey), PAB (Treece)

3/13-20, Willey Vacation 3/16 WCCC (Rogers) 3/18 Transp. Funding Task Force (Treece) 3/19 JPACT, Town Hall District 3

3/25 MPAC (Schouten) 3/26, 27 CAO Interviews

Tentative dates are in italics April 2020 Time sensitive items are in bold. BOARD WORK SESSION / MEETING AGENDA ITEMS Draft – for internal use Color code: yellow = change from usual schedule, green = budget-related, blue = directly related to BCC strategic priorities. Print Date: 1/2/2020 12:30 PM

APRIL 7 (a.m.) APRIL 9 (Roundtable) APRIL 14 (Extended WS) APRIL 21 (a.m.) APRIL 28 (p.m.) WORK SESSION 8:30-10am (1 hr 30 min):

• BOC Communication (15)• Discuss Formal Agenda Items (15)• HHS: Behavioral Health Council Applicants

(15)• HHS: Development Disabilities Council

Applicants (15)• SS: BCC Financial Update #3 (30)• HOLD: CC exec session (10)

TOTAL: 1hr 40 min


8:30-12pm (3 hr 30 min):

Rolling AgendaBoard Conversation Topics



8:30 am– noon (3 hrs 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• HOLD: CC exec session (10)

TOTAL: 40 min


8:30-10am (1 hr 30 min): • BOC Communication (15)• Discuss Formal Agenda Items (15)• CAO: Annual Sustainability Report (30)• HOLD: CC exec session (10)

TOTAL: 1 hr 10 min


2 – 5pm (3hr) • BOC Communication (15)• Discuss Formal Agenda Items (15)• HOLD: Co Counsel exec session (10)

TOTAL: 40 min

BOARD MEETING Board meeting, 10am: Board meeting, 10am: Board meeting, 6:30pm


• • •


• HHS: Public Health Week (20) • CAO: Earth Day Proclamation (50th

Anniversary)•


• • • HHS: Appoint Behavioral Health CouncilMembers

• HHS: Appoint Development DisabilitiesCouncil Members

Public Hearings: • • • Action: • LUT: LRP Work Program Adoption • • Consent: • • • CWS: Approve Development Agreement

for Regional Sanitary Sewer ImprovementsMiddlebrook-Brookman Sewer ExtensionProject No. 6996

OTHER MEETINGS 4/1 State of the County 4/1 Census Day 4/8 MPAC (Schouten)

4/9 PAB (Treece) 4/13 WCCC (Rogers) 4/15 Transp. Funding Task Force (Treece) 4/16 JPACT, HPAC (Schouten), Virginia Garcia

Health Symposium (Treece)

4/22 MPAC (Schouten), GPI Board (Willey) 4/27 Proposed Budget Release


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Title of Topic: BOARD AND INTERIM CAO YEAR 2020 CONVERSATION Department: BCC & CAO Presented by: Name(s) & Title(s)

Full Board and Interim CAO, Stephen Rhodes

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: Nothing

PURPOSE & DESIRED OUTCOME: Welcome! We are glad you are here! This is envisioned a simple informal conversation of the full Board and the new interim CAO, Stephen Rhodes

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: Potential questions for CAO to consider:

• What do you think of our current 2020 plans?• What needs might you have that we should be aware of and consider?• Any early thoughts?• Who can we help?

SUMMARY OF TOPIC:


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Title of Topic: BOARD BUDGET PRIORITIES/DIRECTION Department: BCC Presented by: Name(s) & Title(s)

Kathryn Harrington, Chair

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: • Budget Calendar Summary• Memo: Draft Board Budget Direction, FY20-21, V0.2, dated 12/19/19• Memo: Proposal, Government Relations & Public Affairs Manager, dated 12/19/19• Memo: Recommendation, Office of Equity, recommended staffing FTE, dated

12/19/19 following December 10, 2019 work session• Budget Info Needs by Commissioner

PURPOSE & DESIRED OUTCOME: For the Board to come to a consensus on final Board Budget Direction for input to staff in development of the proposed budget.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: Questions and Discussion? Any further information needed in order to reach consensus for this as input from the Board to staff in forming the proposed budget for FY20-21?

SUMMARY OF TOPIC: Following up on the Board work session conversations of December 5th and December 10th, the Chair will lead a conversation with Commissioners come to a consensus on final Board Budget Direction for input to staff in development of the proposed budget. Information from those meetings is available at https://www.co.washington.or.us/BOC/Meetings/index.cfm

https://www.co.washington.or.us/BOC/Meetings/index.cfm

https://www.co.washington.or.us/BOC/Meetings/index.cfm


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Updated: 11/10/2019

FY2020-21 Budget Calendar Summary *Bolded items involve BCC actions

September 2019

• BCC Financial Update #1 (9/3)

October 2019

• BCC Discussion on FY2019-20 Board Investment Fund#3 (10/15) • BCC Discussion on FY2019-20 Board Investment Fund – Final (10/17) • Preliminary budget instruction to departments (10/30)

November 2019

• BCC FY2020-21 Budget Prioritization Process Overview / Discussion (11/12) • Community Budget Listening Tours (11/6 – 11/25) • Finance Budget Kick-off Meeting (11/13) • ITS Capital Requests Due (11/15) • Facilities Capital Requests Due (11/22)

December 2019

• Departmental input to BCC on Listening Tour results (12/3) • Fleet Capital Requests Due (12/3) • BCC Work Session: Budget Priority Discussion after listening tour results (12/5) • Approve BCC Budget Priorities (12/10) • Adopt Budget Policy if necessary (12/10)

January 2020

• New FTE requests due (1/17)

February 2020

• BCC Financial Update #2 (2/11) • Departmental Budgets Due (2/28)

March 2020

• Fee Schedule Due to Finance (3/4) • Budget Presentations to CAO & Finance (Week of 3/23)

April 2020

• BCC Financial Update #3 (4/7) • Budget Narratives, Key Initiatives and Budget Message Due (4/15) • Proposed Budget Summary to Budget Committees (4/27) • Budget Hearing Notice Published (4/30)

Updated: 11/10/2019

May 2020

• Budget Committee Meetings (5/12 & 5/14) • Budget Public Hearing (5/28)

June 2020

• BCC Financial Update #4 (6/9) • Budget and Fee Schedule Adoption (6/16)

FTE Growth Projection from the last Financial Update

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DRAFT BOARD BUDGET DIRECTION, FY20-21 V0.2 12/19/19, Composed by Chair Kathryn Harrington

The following is an updated collection (second draft) of Board Budget direction requests. The purpose of this is to collect the budget requests of the five Board members and in light of the budget realities for FY20-21 and the 5 year budget forecast, come to a consensus on final Board Budget Direction for input to staff. Recall that the staff is actively developing the budget for FY20-21 with the 5-year forecast in mind for a final proposed budget to the Board and the full Budget Committee in April. (See the budget calendar.)

Next Steps: • Note: It is imperative that in reviewing this next step list, that the 2020 and Beyond Board Initiatives, the Rolling

Agenda and the Workplan for CAO hiring be utilized.• DONE: 11/27/19, Email from Chair: Draft Board Budget Direction Wish List initiated and distributed to

Commissioners• DONE: 12/03/19, BOC Roundtable: Discuss the Board Initiatives and Brainstorm Draft Board Budget Direction Wish

List• DONE: 12/10/19 – 12/17/19, Commissioners finalize submissions for Draft Board Budget Direction List• DONE (This document) Updated Second Draft finalized and published for 01/09/20 Roundtable• 01/09/20, BOC Roundtable: Board discussion of Board Budget Direction• If needed: 02/06/19, BOC Roundtable: Last opportunity for BOC finalization of Board Budget Direction in advance of

proposed budget development and release in April.

DRAFT FY20-21 BUDGET DIRECTION COLLECTION Note: Recall budget forecast of revenue sustaining from General Fund 10 to 15 FTE range.

New Chief Equity Officer & associated staffing (2.5 to 5 depending on consolidation of existing positions) Proposal underway as part of the Equity Initiative out of the BOC office, for creation of appropriate Washington County Equity and Diversity efforts as well as effective operational consolidation. See draft Equity Resolution (work session packet 12/10/19) and )1/09/20 packet memo titled ' Office of Equity, recommended staffing FTE’ for proposal details Next steps: a. 01/09/20 BOC Roundtable Proposal – see memo in packet from details.b. 01/09/20 BOC Roundtable, Chair Harrington (Board Liaison)

New Economic Development Manager, 1 FTE Proposal underway as part of the new County Economic Development project. Next steps: a. 01/09/20 BOC Roundtable Proposal review, Commissioner Willey (Board Liaison) & Consultant (John Southgate)b. 01/09/20 BOC Roundtable, Commissioner Willey (Board Liaison)

Government Relations & Public Affairs Manager, 1 FTE Proposal underway as part of BOC office needs and reality of Government Relations staffing needs. Next Step: a. 01/09/20 BOC Roundtable Proposal review – see memo in packet from detailsb. 01/09/20 BOC Roundtable, Chair Harrington (Board Liaison) & interim CAO

New CAO office assistant as of July 1, 2020 (1H FY20-21), 1 FTE We should anticipate something like this. ‘Things moving forward will not be the same as they have been.’ The new CAO may want to structure the CAO office differently. Next Step: 01/09/20 BOC Roundtable, Interim CAO & Chair Harrington (Board Liaison)

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New Board Policy Assistant as of 2021 (2H FY20-21), 0.5 to 1 FTE (half year timing) The BOC support needs to be reviewed in light of the needs of the Board. In 2021 we may likely need another Board Assistant to support the second pair of Commissioners. Next Step: 01/09/20 BOC Roundtable, Chair Harrington (Board Liaison)

Trails Coordinator, 1 FTE Commissioner Willey is thinking that the nature for trail extension in rural Washington County may necessitate a new staff coordinator. Next step: 01/09/20 BOC Roundtable, Commissioner Willey (Board proposal owner)

Permanent Supportive Housing: $TBD The Board made a commitment to fund 100 units of Permanent Supportive Housing. The general fund budget will need to provide a key portion of this funding.

WA Co Pre-apprentice program funding: $250,000 Currently the WA Co pre-apprentice program is funded for its first year of operation which does not mesh with the academic year (nor with the budget fiscal year.) 6 months of bridge funding and continued budget planning would enable the program to be operational on a full academic year basis (through June 2021) and then annual funding would be included in the annual budget priority process at full funding starting with FY21-22 budget.

Other Factors to keep in mind: FY 20-21

• Public Safety May 2020 Levy Passage (impact of negative result) • WCCLS May 2020 Levy Passage (impact of negative result) • General Government: Forestry Settlement • $$ Sourcing for implementation of Affordable Housing Bond Program • Event Center business launch (FYQ4 2020, FY 20-21 as 1st budget year of operation) • Fair Grounds Master Plan implementation plan (FY 21-22) as part of Facilities Master Plan (1H 2020 work) • Staff Recruiting given retirement demographics • Development of County-wide strategic plan (will need consultant resources) • FTE growth of WA CO staff to align with population growth • Pay Equity $$ (2017 and 2019 legislation) • ? Proposals for additional community support services (Housing, HHS, Juvenile Justice, Community Correction,

Sheriff’s office) • Equity Program

o Development of a DEI Strategic Plan county wide o CBO $$ investment for Equity Program and addition right-sizing of organizational needs.

FY 21-22 • ? Proposal for new County Courthouse • ? Proposal for CaresNW Washington County Facility (DA Barton proposal) • ? Proposals for additional community support services (Housing, HHS, Juvenile Justice, Community Correction,

Sheriff’s office) • Equity Program

o Development of a DEI Strategic Plan county wide o CBO $$ investment for Equity Program and addition right-sizing of organizational needs.

• Pay Equity $$ • Paid leave, 2023 (HB2005, New Parent, Family Care, Safety, Systems for $ collection…)

Memo

To: Kathryn Harrington, Chair From: Elizabeth Mazzara Myers, Chief of Staff Date: December 19, 2019 Re: Government Relations & Public Affairs Manager

Background: Over the past year, at the direction of the Board of Commissioners, Washington County consolidated its’ government relations program. Moving from a two-person team with several outside contractors to a three-person, in-house team. This move has allowed the county to continue to provide legislative coverage at the local, regional and state level on basic services and needs while providing expanded coverage at the departmental and programmatic level.

Historically these Government Relations Manager positions have been a direct report to the County Administrator; with the three new in-house members, the CAO asked that I serve as an interim manager of this new team. It’s time to rethink this structure for the long-term.

Washington County has been well-served by its’ countywide and department level public information officers (PIOs). Their primary duty is to gather facts about the county and our programs and distribute them internally and to external media. They are also the critical point people in sensitive matters, cases of emergency and disaster. As well, PIOs coordinate external events for the board including the State of the County and other external facing events. Our PIOs are some of the best in the business and keep very full schedules.

However, the county should also be looking for opportunities to connect with the community, legislators and the media in order to not just inform, but to promote the work being done. As a county we need to build and reinforce trust in government as well aa to fully fund programs, and often play defense in the face of unexpected events. Having an individual who can leverage programmatic and community stories to the community we serve, to legislators and to the media is a critical element to our future success. Washington County has a compelling story to tell, and a public affairs specialist can help ensure that the right people are hearing our narrative.

Government Relations & Public Affairs Manager, December 19, 2019

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Proposal: Create a Government Relations and Public Affairs manager position that would have three primary functions:

• Strategize with and manage the government relations team, • Build and develop relations between the County, other elected officials, and key

stakeholders, • Act as the primary communications officer for the county on legislative and policy

matters.

Brief Job Descriptions/Definitions This position’s primary focus will be to develop and implement a countywide legislative agenda by shifting public and stakeholder opinion in support of the organization’s policy goals. At the direction of the Board, and under the supervision of the County Administrator, this individual will identify opportunities for the county to ‘tell our story’ in support of identified policy and budget priorities. To that end this individual will work with the Government Relations team and Departments to develop a strategic communications and legislative plan that includes earned media, outreach to elected officials, and a lobbying plan. This position would work very closely with, and be a partner of, the countywide and department level Public Information Officers. Job description

• Leads the development and implementation of the County’s legislative policies and priorities as directed by the Board.

• Works with Government Relations staff and departments to identify priority policy and budget needs.

• Acts as link between the County and external partners as well as the media and other elected bodies on policy and legislative related matters

• Strategizes County representation in drafting, introducing, advocating and testifying on legislation related to County operations, activities and interests.

• Represent the County before elected bodies, various boards and community groups including legislative workgroups and committees.

• Proactively research policies to see what changes could be advantageous and which might negatively impact the County. Provide results of research along with any relevant analysis of proposed legislation.

• Assists the County Administrative Office and operating departments in strategic planning efforts, including the development of and enabling plans for the County Strategic Plan.

Government Relations & Public Affairs Manager, December 19, 2019

3

• Promote the County and the Board’s agenda through direct community and media action and in partnership with the Office of Equity and the Community Engagement program.

• Develop and implement an external communications plan in support of the Board approved County legislative agenda.

• Engage with the media proactively to leverage support for the County and the Board. • Coordinate with Department Public Information Officers countywide on messaging,

branding, and media efforts. • Work closely with the Public Information Officers to ensure the County website and

social media advance the legislative, policy and budget priorities. Other info:

• Direct report to CAO per direction of the Board of Commissioners • Manage Government Relations team

Memo

To: Kathryn Harrington, Chair

From: Elizabeth Mazzara Myers, Chief of Staff

Date: December 19, 2019

Re: Office of Equity, recommended staffing FTE

Background: In the fall of 2018 the Coalition of Communities of Color presented their report, “Leading with Race in Washington County”. This report provided a stark view of the disparities faced by the growing diverse population within our County. In early 2019, with three new Commissioners seated on the Washington County Board of Commissioners, the decision was made to take seriously the recommendations from this report and the subsequent internal “Think Tank”.

Since the Coalition of Communities of Color presented their report “Leading with Race” back in 2018, it became clear that action was needed. This report provided an analysis of long-standing and stark racial and ethnic disparities in income, housing, and health (among other areas).

As noted in the Chair’s letter to all Washington County employees on December 17th, while individual departments—and brave individuals—have been pushing for Washington County to take diversity, equity and inclusion more seriously, the time has come for Washington County to get this work done.

Feedback from the community, and best practices, have made clear that the proposal presented below is a baseline commitment to doing this important work. An equivalent investment should be made as Washington County works to catch up with jurisdictions of similar size and budget.

Proposal: A key element in the Equity Resolution is the creation of an Office of Equity. In order for this office to be effective, it is broadly understood that it must be properly resourced, both in terms of budget and staff. The hiring of a Chief Equity Officer is the first critical step in this process, followed by a staff that would allow this office to properly function as both the internal monitor and resource for county employees as well as the external facing work we play as a service provider to our community.

The Board should be clear about goals and intentions. The resolution is about more than just a philosophical commitment – it is a stake in the ground committing this Board of Commissioners to take action through investment. The Board seeks to create a clear structure with authority

https://www.coalitioncommunitiescolor.org/leadingwithrace/

https://www.coalitioncommunitiescolor.org/leadingwithrace/

Office of Equity, recommended staffing FTE, version 1.0 December 19, 2019

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and accountability. To that end, this Board should provide clear direction about what it will take to put this resolution into action.

There is an understanding that there exists the ability to consolidate FTE that are currently doing this work in different parts of the County structure. At the same time, it has been noted by several Commissioners that while it’s critical to keep an eye to creative use of our current staff, we also want to follow best practice and provide an opportunity for external experts in each of these areas to have the opportunity to apply for these jobs.

Job Descriptions Chief Equity Officer: Advances equity through budgeting, community engagement and

service delivery while promoting culture of equity and inclusion within the county. Civil Rights Compliance Officer: consolidate existing civil rights reporting functions into

one role; improve practices for betterment of community and across all departments. Data Analyst: In addition to state and federal requirements for this data, it is important

for every organization to know where it is, how to make progress, and data is key to this.

Policy Coordinator: Ensure that there is a focus on our employees (affinity groups, DEI training, etc.)

Supplier Diversity Coordinator: Foster opportunities for MWESB contracting; ensure that the County’s contracting and procurement opportunities are widely shared with COBID certified firms throughout the region.

DRAFT 12/31/19 Page 1

BUDGET INFO NEEDS BY COMMISSIONER

What part(s) or aspect(s) of WA Co budget would you like to better understand?

CHAIR HARRINGTON Gain Share & SIP funding use – what the actual

implementation plans are/have been

Lottery Fund use General Fund distribution – better understanding Management: Understanding of how programs are

reviewed for elimination/reduction versus just continuous ‘base budget’ escalation

Event Center business model discomfort – action plan for 1H CY2020 review with Commissioner Wiley in place

Oregon State Employment Labor changes necessitating policy and budget adjustments – better handled through management plan briefing. Includes: • Budget adjustments needed for Pay Equity –

better handled through management plan briefing. (Rogers)

• Budget adjustments for Paid Family Leave – better handled through management plan briefing

COMMISSIONER ROGERS Timber concern with 1 Billion Dollar state

judgment: Sequestering at state level to hit state distribution to counties for other areas (i.e., HHS, Community Corrections)

COMMISSIONER SCHOUTEN Analysis of revenue from WC Forest and CFTL $ To

General fund

COMMISSIONER TREECE County revenue forecasts for 2 and 5 years out FTE growth for the past 5 years and projected FTE

growth for 2 and 5 years out

SIP and Gainshare impacts until expiration COMMISSIONER WILLEY Timber Dollars: Would like to tie to special fund or

trail and open space use (i.e., Trails)

Idea: Local share funding for Metro Parks & Natural area bond


BLANK




Title of Topic: ECONOMIC DEVELOPMENT UPDATE Department: County Administrative Office Presented by: Name(s) & Title(s)

John Southgate, Interim Economic Development Manager

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: Memorandum summarizing activities thus far.

PURPOSE & DESIRED OUTCOME: Provide the Board with a brief update of the highlights of my efforts thus far. In accordance with the Board’s direction, my work has focused on small cities, urban unincorporated areas, and general economic development assistance County-wide.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: None.

SUMMARY OF TOPIC: Earlier this year, I was retained to assist the County in analyzing whether the County should have its own Economic Development staff, and if so, what that person’s primary focus should be. I presented my findings to the Board on July 9, 2019, including a recommendation that the County should indeed have its own Economic Development staff. My report identified thoughts on the primary duties this staff person might have, along with key guiding principles for his/her work.

Subsequently, the Board decided to retain me as a part-time, interim Economic Development Manager, on a consulting basis. I began my work in earnest in October 2019. I have been in contact with key leadership in each of the County’s five small cities (Banks, Durham, Gaston, King City, and North Plains), along with some of the urban unincorporated areas. I have also initiated discussions with the County’s Human Resources Department, to begin the process to hire a full-time, permanent Economic Development Manager (most likely to start some time in FY 2020-2021). As a secondary priority I have been working with other, larger cities on a variety of initiatives.

I look forward to briefing the Board on my activities thus far, and to receiving their feedback and direction in the New Year.

John Southgate LLC 1020 SW Taylor, Suite 440

Portland, OR 97205

December 30, 2019 TO: Washington County Board of Commissioners FROM: John Southgate, Interim Economic Development Manager SUBJECT: Update of Activities This report is a high-level summary of activities that I have been working on in my capacity as Washing-ton County’s Interim Economic Development Manager. The report includes thoughts on my forthcoming activities. I look forward to briefing you on January 9th, and to receiving your feedback and direction. Please note that this report (including my summary of activities and the initiatives I intend to focus on in the coming months) stem from (A) my conversations with a variety of local staff and officials and community advocates, as well as County Commissioners; (B) my review of background reports and materials; and (C) my assessment of situations based on my knowledge of the economic development field. For brevity, this summary is presented largely in bullet format, organized by the four areas of focus set forth in my scope of work, as follows:

• Assist the County in hiring a permanent, full-time Economic Development Manager • Provide Economic Development Services to Washington County’s small cities • Provide Economic Development Services to the County’s Urban Unincorporated Areas • Provide General Economic Development Services, County-wide or as needed/requested

In my work for the County, I seek to bring an Economic Development lens to the County’s endeavors, particularly as they affect our partner cities, communities, businesses, and internal operations. I also strive to exercise considerable deference to our departments and partner jurisdictions – offering to help where I can; not intruding on issues where my help is not sought; and transmitting information and concerns that may arise from our cities to appropriate staff in the County and responding to opportunities identified by County staff in their work with the cities, agencies, and public. Last but not least, I strive to perform my tasks bearing in mind the Board’s priorities, such as equity and inclusion. On this last point, economic development and redevelopment clearly have the capacity to expand opportunities for traditionally marginalized communities, through such initiatives as workforce development, entrepreneurial/start-up training & funding, attracting business investment that generates living wage jobs, and assisting small businesses at risk of displacement (due for instance to major transportation initiatives). Permanent Economic Development Manager

• Working with County Human Resources Department, to craft a job description, classify the position, recommend salary range.

• Position will likely begin in FY 2020-2021. County Board will review and authorize the position description, classification, salary range, etc. as part of its budget process (including consideration of budget for activities in support of the County’s economic development agenda)

• Curation of possible prospects

Small Cities Opportunities/Initiatives

• Banks o Water Supply – Short & Long Term o Intersection capacity challenges for long term growth o Code Amendment Process (my focus – alignment of the code with the City’s Economic

Development agenda) o Salmonberry trailhead – opportunities for Downtown

• Durham o Fanno Creek Trail “missing link”

• Gaston o Opportunity for the County to provide land use and/or site development permitting

services (in addition to building permitting services already provided) o Development opportunity – City-owned property o Law Enforcement concerns (referred to Sheriff’s Office) o Flooding issues – community ballparks o Council Meet & Greet with Commissioner Willey – January 15, 2020

• King City o Town Center Plan – walkable, dense, mixed use; property owner/developer engagement o TSP Update

• North Plains o Downtown Developer Roundtable. Follow Up:

Developer, Property Owner Engagement Urban Renewal-funded Pre-Development grant program Strategic Site Acquisition, leasing, tenanting Short term interventions – farmer’s market, creative re-use of “empty” spaces Longer term investments – community gathering place; pedestrian scaled

streetscape improvements; wayfinding o Urban Growth Boundary expansion planning – driven by EOA (Economic Opportunity

Analysis) and HNA (Housing Needs Analysis) • All Cities: Continued engagement with senior City staff, and key stakeholders (developers,

property owners, agency partners) as appropriate Urban Unincorporated Areas

• Aloha o Key concerns include streets (safety; congestion), healthy small business environment,

housing costs, code enforcement o Early implementation of Aloha Planning efforts o Urban Renewal as a tool to help fund infrastructure, community assets, small business

programs, workforce housing, place-making, etc. • Cedar Hills • Cedar Mill

o Engage key property owners o Town Center vision refresh?

• Raleigh Hills o Opportunity for integrated land use/transportation plan for Metro-designated town center

area at BH/Oleson/Scholls Ferry; could help leverage federal funding for transportation improvements, and generate new development opportunities for mixed use/mixed income (compare Cedar Grove Apartments – Cornell/Murray)

• All Urban Incorporated Areas:

o Continue engaging with key property owners and other stakeholders General Economic Development Assistance

• Informing City Partners on opportunities (funding, training) • Convening Washington County Economic Development Roundtable

o Showcase a different City every month o Best practices – comparing notes o Information about resources, prospective partnerships

• Consider Creation of an Economic Development Commission to serve as the voice of business in Washington County, with a particular focus on the County’s policy, infrastructure funding, and regulatory initiatives.

• Workforce Systems Inc – engage with City partners, others on workforce training/development opportunities to support living wage jobs and career advancement

• South County Economic Development Strategy in coordination with Tualatin, Sherwood and Wilsonville

• Downtown Cornelius Redevelopment Efforts o Developer Roundtable o Phased Redevelopment of Grande Foods site o Pop-Up Plaza – Summer, 2020 o Business Resource Fair – Spring, 2020

• Entrepreneurs/Start-Ups/Venture Capital o Engage OEN, SBDC, Prosperidad, others o TTM Building – Forest Grove

Other Observations & Opportunities

• Letter to Washington County businesses listed in Business Journal “Book of Lists” • GPI – Annual Business Summit on February 20, 2020 • Regular engagement with LUT Senior Staff, GPI Roundtable, WCCC, others as appropriate • WEA “Future Face of Economic Development” Themes: talent, place, public/private

partnerships, equity/inclusion

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