Washington County Land Use & Transportation Annual Report FY2014-15 2015 Five-Year Strategic Plan

Andrew Singelakis, Director

ANNUAL REPORT FY2014-152015 FIVE-YEAR STRATEGIC PLAN

Washington County’s Department of Land Use & Transportation

Director’s Message ................................. 2

Office of the Director ................................3-4

• 503-846-6737 [email protected]

• Public Affairs 503-846-4963

Administrative Services ............................5-7

• 503-846-4530 [email protected]

• Assurances 503-846-3843 [email protected]

Planning and Development Services .....8-11

• Long Range Planning 503-846-3519 [email protected]

• Current Planning Services 503-846-8761 [email protected]

• Building Services 503-846-3470 [email protected]

• Code Compliance 503-846-4875 [email protected]

CONTENTS AND CONTACTSEngineering and Construction Services ... 12-15

• Capital Project Management 503-846-7800 [email protected]

• Road and Bridge Engineering 503-846-7900 [email protected]

• Traffic Engineering 503-846-7950 [email protected]

• County Surveyor’s Office 503-846-8723 [email protected]

Operations and Maintenance ...............16-20

• Road Maintenance 503-846-7623 (846-ROAD) [email protected]

• Service District for Lighting 503-846-7626

• Adopt-A-Road 503-846-7623

• Road work info: www.wc-roads.com

• www.facebook.com/washcoroads

• www.twitter.com/washcoroads

TEAM Committee .................................. 21

Five-year Funding Trends ..................... 23

Department Goals and Implementing Strategies ......................................... 24-32

Stay Informed/Get Involved .................. 33

Land Use & Transportation Mission:

1. Planning, building, and maintaining a great transportation system2. Planning and protecting uses of the land

The Department of Land Use & Transportation (LUT) works with city, regional, and state government partners, under the direction of the Washington

County Board of Commissioners (BOC). We provide transportation, planning, permitting, and road construction and maintenance services. Staff in the

Charles D. Cameron Public Services Building, 155 N. First Avenue, Hillsboro, primarily focuses on planning, development activity, and land use work.

Staff at the Walnut Street Center, 1400 SW Walnut Street, Hillsboro, is mainly concerned with transportation design, construction, and maintenance work.

Cover: Oleson Road at Fanno Creek Bridge Project (see page 13)

Celebrating Our SuccessesANNUAL REPORT FY2014-15

Scholls Ferry Road Project (see page 13)

Welcome to Washington County’s Department of Land

Use & Transportation! With more than 300 employees

and an annual budget of more than $234 million in fiscal

year 2014-15, LUT is a progressive, responsive, and

dynamic organization. We recognize our responsibility to

all who live and do business in Washington County. The

community relies on us to provide a safe, quality road

system, to regulate land use in an environmentally safe,

proactive manner, and to oversee residential, industrial, and

commercial development. Specifically, we are responsible

for long-range and current planning, building permits, code

enforcement, transportation planning, surveying, regional

planning coordination, road engineering, traffic engineering,

capital projects, road operations, and road maintenance.

This Annual Report FY 2014-15 and 2015 Five-Year

Strategic Plan is designed to provide both a look back at

FY 2014-15 and a look ahead at the next five years. The

first section – which celebrates our accomplishments

in FY 2014-15 – details highlights from each of our

divisions and identifies performance measures for

division goals as defined by our 2014 Strategic Plan.

The second half of this document lists the strategies our

divisions have developed for meeting our strategic plan goals

going forward. By developing and measuring our success

with these initiatives, we are demonstrating our commitment

to serving the transportation and land use needs of

Washington County.

DIRECTOR’S MESSAGE

Department of Land Use & Transportation

Leadership Team

Melissa De Lyser Communications

Coordinator

Andrew Singelakis Director

Steve FranksAssistant Director

Sheila GiambroneAdministrative Services

Division Manager

Andy Back Planning and

Development Services Division Manager

Gary StockhoffEngineering and

Construction Services Division Manager

Dave Schamp Operations and Maintenance

Division ManagerChristina Deffebach

Policy Analyst

Stephen Roberts Special Projects

CoordinatorAndrew Singelakis, Director

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OFFICE OF THE DIRECTOR “My office provides leadership for the department. This applies to projects, policy, and financing. We work closely with the County Administrative Office and serve as liaisons with the Washington County Board of Commissioners.”

Andrew Singelakis, AICP, Director

In FY 2014-15, we developed the MSTIP Bonding Cost-sharing Program, a new innovative transportation funding program, in partnership with the cities of Beaverton, Hillsboro, and Tigard. The program will fund improvements to existing roads in four high-growth areas slated for residential development in the next 10 years.

3Springville Road in North Bethany Area

Office of the Director FY 2014-15 Highlights

PERFORMANCE MEASURES

Measure: All department employees receive annual performance assessments.

Objective: Set performance expectations and provide timely feedback to all employees to direct efforts toward achieving organizational goals, objectives, and strategies.

Timeframe: July 1 to June 30

Target:100%

Result:95%

Office of the Director Performance Measures:

We launched several major road construction projects, such as the widening of Baseline Road (pictured on right) from 231st Avenue to Brookwood Avenue and from 197th Avenue to Willow Creek Drive.

• Road maintenance work scheduling was adjusted in the wake of the November 2014 election, which saw voters reject a proposed annual $30/vehicle ($17/motorcycle) vehicle registration fee (VRF). Without new revenue streams - like the VRF - LUT has had to re-evaluate priorities.

• Continued coordinating the department’s activities related to the Nike World Headquarters campus expansion and road improvements related to the Intel Ronler Acres expansion.

• Launched the Washington County Transportation Futures Study, which included developing measures for evaluating community values, possible future land use scenarios, and long-term transportation strategy concepts.

• We celebrated 30 years as a department (one year late!). LUT’s TEAM (Together Everyone Achieves More) staff committee organized an employee-sponsored celebration in June 2015.

• Provided emergency response services during severe weather.

• The Board adopted a major update to the Washington County Transportation System Plan following two years of robust public involvement and input from County residents on advisory committees and at multiple open houses – one of which was conducted virtually (online).

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ADMINISTRATIVE SERVICES“Administrative Services provides financial, human resources, employee training, emergency preparedness and response, and public improvement contract administration for the department and its divisions. We also function as a liaison between LUT and other County departments.”

Sheila Giambrone, Administrative Services Manager

In FY 2014-15, the department conducted 50 employee recruitments, receiving 909 applications in total. Many of the recruitments were due to increased building and development activity, but retirements and promotions contributed to the number.

West Parc at Bethany5

Administrative Services FY 2014-15 Highlights

• Developed and administered a $234 million budget focused on maintaining services and programs.

• Hired 37 new employees (including nine temporary employees), promoted 15 employees, celebrated 14 retirements and accepted 12 resignations.

• Continued to limit spending and streamline workflows, while addressing deferred roadwork projects as much as possible in light of declining state and federal funding.

• Completed major software upgrades to all employee computers.

• Conducted training on cultural diversity, communications, professional development and front-office support.

• Brought the Portland State University Business Communications program to the County, represented Washington County on the NW Public Employees Diversity Conference planning committee for its annual state conference, rewrote equipment training plans for 48 pieces of equipment, reinstated lead worker training, and successfully enticed Oregon Department of Transportation (ODOT) to conduct its safety certificate testing at the Walnut Street Center.

• Conducted a disaster exercise focusing on a response to a damaging earthquake.

• Developed emergency communications procedures for radio and personnel communications.

• Continued to streamline processes including contract handling and Facility Permit processing times, implementing standardized benchmarks in Assurances paperwork, and developing a flexible system for field inspection.

• Concluded the mapping of active Facility Permit locations in Asset Browser.

• Handled 178 open Public Improvement Contract case files, consistent with the number of files in FY 2013-14.

• Balanced the Administration Deposit for all active accounts, resulting in no deficit accounts for the second consecutive year.

• Finalized the road and bridge inspections plan and provided training to all inspectors.

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ROAD FUND BUDGET

Measure: Set a specific percentage of total Road Fund revenues budgeted for County road system maintenance, operation, and improvement.

Objective: Setting a target for budgeting Road Fund monies sets limits and provides direction for annual road maintenance work program development.


Administrative Services Performance Measures:Measure: Accuracy of forecast vs. actual Road Fund balance

• Objective: Accurate Road Fund revenue forecasts are critical to planning for capital purchases, staff levels, and other expenditures.

• Timeframe: July 1 to June 30.

O Target: Deviation of 5% or less.

9 FY 2014-15 result: Target met; actual revenues came in nearly 5% higher than budgeted.

Measure: Improve accuracy of midyear budget estimates vs. actual beginning fund balances.

• Objective: Accurate midyear estimates are critical to establishing the estimated beginning fund balances for the upcoming fiscal year budget.

• Timeframe: Midyear estimates of beginning fund balances for the upcoming fiscal year are prepared in January of each year. The measurement of actual revenue received occurs at the end of each fiscal year.

O Target: Deviation of 10% or less for all enterprise funds.

9 FY 2014-15 result: The target was met in two of our five enterprise funds. For the other three, fund balances exceeded our estimates by greater than 10%.

Note: Road Fund and the Current Planning and Building fund revenues were projected conservatively. Gas tax revenue and development activity exceeded estimates due to the region’s continuing economic rebound.

Target:85%

Result:92%

Note: Includes one-time allocation for overlay and shoulder widening.

PLANNING AND DEVELOPMENT SERVICES

“Our Long Range Planning staff forecasts future transportation and land use needs, researches and crafts land use regulations, provides economic information and demographic services, geographic information systems (GIS) mapping, and oversight of the Transportation Development Tax. Current Planning staff provides development assistance and reviews land development applications in unincorporated areas to ensure compliance. Building Services staff issues permits, reviews building plans, and performs inspections, while our Code Compliance staff investigates possible violations of land use and building codes, and works to achieve compliance.”

Andy Back, Planning and Development Services Manager

In FY 2014-15 Washington County staff worked with the Bonny Slope West community and service providers to draft a comprehensive community plan for this 160-acre area. The plan includes policies on land use, transportation, sensitive resources, parks, and trails.

8Aerial Photo of Bonny Slope Area

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Planning and Development Services FY 2014-15 Highlights• Development activity increases: Development

activity throughout Washington County tipped the scales in both commercial and residential projects. An influx of multifamily and commercial development applications in the urban unincorporated areas spurred staff recruitment needs and challenges, resulting from a tight labor market. Current Planning and Building Services continue to be committed to meeting customer timelines amidst the robust workloads. Investment in new permitting and plan submission technology next fiscal year will help LUT address customer needs and meet quick-response timelines.

• Safe Routes to School (SRTS): Washington County’s SRTS program encourages students to walk and bike to school. FY 2014-15 plans were developed at two elementary schools in the Beaverton and Tigard-Tualatin school districts to assess the physical environment and parent perceptions, while creating solutions to help schools prepare to apply for funding. In 2015, SRTS hosted a partnership summit and developed SRTS videos. The Board also proclaimed May as Walk + Bike Challenge Month in Washington County.

• Transportation System Plan (TSP): Updates to the TSP were formalized in two ordinances, both effective Dec. 1, 2014. Ordinance 768 outlined the goals, objectives, and strategies for the County’s transportation system and provided a policy framework for Ordinance 783. This ordinance adopted maps identifying specific recommendations for the transportation system, including transit, bicycles, pedestrians, freight, and functional classifications, as well as the number of lanes on County roads.

• Marijuana ordinances: A-Engrossed Ordinance 792, which provides special use regulations for medical marijuana dispensaries and

specifies where they are allowed, was adopted by the Board. In FY 2015-16, an ordinance creating Community Development Code

standards for retail recreational marijuana establishments will be considered in response to Oregon’s legalization of marijuana.

• Technology initiatives help build the future: Building Services is laying a foundation of technology initiatives to improve efficiency and increase customer service and satisfaction. ProjectDox™ (electronic building plan submission and review) and improved permitting software will help LUT better meet customer needs. These programs are anticipated to increase customer convenience and reduce turnaround times by enabling staff to work more efficiently.

FY 2014-15 FY 2013-14 FY 2012-13

Planning and Development Services Activity

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Planning and Development Services Performance MeasuresMeasure: Complete Long Range Planning “Tier 1” work program

• Objective: Accomplish the highest-priority Long Range Planning work, as established by the Board.

• Timeframe: March 1 to Feb. 28

O Target: 100%

2 FY 2014-15 result: 96%Note: Two remaining issue papers – sidewalk gaps and housing-related amendments – are on track for completion in FY 2015-16.

Measure: Meet self-imposed timelines for initial residential and commercial building plan reviews.

• Objective: Process building plans in a timely manner, to meet statutory and self-imposed requirements and help ensure quality customer service.

• Timeframe: July 1 to June 30

O Target: 100%

2 FY 2014-15 result: 67%NOTE: Self-imposed plan review timelines were not met consistently last year due in part to the volume and complexity of development projects underway throughout Washington County. Staffing shortages, resulting in part from training programs discontinued during the recession, also had a significant impact. We are actively recruiting additional staff.

DEVELOPMENT APPLICATION TIME FRAME COMPLIANCE

Measure: Meet statutory time frames for processing Current Planning case files (development applications).

Objective: Process Current Planning case files in a timely manner, to meet statutory requirements and help ensure quality customer service.


Target:100%

CompletionResult:99%

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PDS Development Forum

ENGINEERING AND CONSTRUCTION SERVICES

“We are committed to designing and building a safe, efficient transportation system in the most cost-effective and environmentally responsible manner possible. Our Capital Project Management staff oversees all phases of major road and bridge improvement projects and acquires all easements and right-of-way for capital projects. Traffic Engineering employees manage traffic signals, signs, and pavement markings, and monitor traffic volumes and crash data. They respond to traffic-related inquiries and work with school districts to ensure safety. Design and review of capital projects is provided by our Road and Bridge Engineering section, which also maintains the County Road Design and Construction Standards. The County Surveyor’s Office establishes and maintains public land corners, while reviewing and approving partition, subdivision, and condominium plats. The Surveyor’s Office is also responsible for administering road naming and addressing, and staff provides design, mapping, and construction staking services for other LUT divisions.”

Gary Stockhoff, Engineering and Construction Services Manager

In 2014-15 we continued to develop partnerships with residents, the Board, cities, TriMet, Oregon Department of Transportation (ODOT), and other agencies to identify major transportation improvement projects funded by the Major Streets Transportation Improvement Program (MSTIP).

12Farmington Road Ground Breaking

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Engineering and Construction Services FY 2014-15 Highlights

• Management: In addition to managing capital road projects, our team took on management of Road Fund and Urban Road Maintenance District (URMD) paving projects, URMD Interim Safety Improvement projects, Gain Share projects, and Minor Betterment projects. This created a large uptick in our workload, but staff seamlessly delivered the necessary projects.

• Supporting local businesses: The road construction projects we administered supported local consulting and contracting businesses.

• Capital projects completed:

» Oleson Road Bridge at Fanno Creek (cover photo)

» 160th Avenue (Brugger to Springville roads)

» Scholls Ferry Road (Roy Rogers Road to Teal Boulevard)

Three awards won: Our 2014 Bethany Boulevard project was awarded Project of the Year by the Oregon Chapter of the American Public Works Association. It received second place for Asphalt Pavement Construction on an Urban Arterial from the Asphalt Pavement Association of Oregon, an honorable mention for Project of the Year from WTS, and was a finalist for Project of the Year from the Daily Journal of Commerce.

• Traffic Signal Projects:

» Roy Rogers Road at Beef Bend Road

» Roy Rogers Road at Scholls- Sherwood Road

» Scholls Ferry Road at Tile Flat Road

• Interim Safety Improvement Projects:

» 92nd Avenue (Garden Home Road to Allen Boulevard)

» 123rd Avenue (Fairfield Street to Walker Road)

» Butner Road (Downing Street to Walker Road)

» Butner Road at Huntington Avenue

» Grahams Ferry Road (Ibach Street to Luster Court)

» Scholls Ferry Road (Hamilton Sreet to TriMet bus stop 5198)

» Walker Road (House #13860 to 139th Avenue)

Scholls-Ferry Road at 158th

Bethany Boulevard at Hwy 26

Traffic Control

Development-Related Activity

235 Records of Survey Reviewed and Filed

140Public Land Corners

Maintained

107Plats (subdivisions, condos,

and partitions) Reviewed and Approved

40GPS Mapping Control

Established on Monuments

22Public Land Corners

Remonumented

3Road Legalizations

FY 2014-15 FY 2013-14 FY 2012-13

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County Surveyor’s Office

Neighborhood Streets Program

CONTRACT ROAD PROJECTS

Measure: Number of major road construction projects sent out to bid and awarded.

Objective: Timely implementation of Board-approved capital projects.


Target:4 projects at $40 million

Engineering and Construction Services Performance Measure

Result:6 projects at $45.9 million

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School SafetyHelping students get to and

from school safely along

136county roads within

5school districts including

73schools (13 private).

57 Neighborhood Safety

Campaigns

3Neighborhood Meetings Held

25Lawn Signs Distributed

7 Radar Speed Reader Board

Loan-outs to Residents

13Locations With Temporary

Speed Display Signs Posted One Month or Longer

2Permanent Speed Display

Signs Posted

4Traffic Calming Projects

Completed

Permanent Speed Display Sign in Scenic Drive Neighborhood

OPERATIONS AND MAINTENANCE

“Operations and Maintenance provides six main services: road and bridge maintenance, emergency response, public right-of-way management, environmental stewardship, service district support and oversight, and road status information. In other words, we are responsible for road repair and safety. We maintain roads, bridges, drainage ways, traffic signs, tend roadside vegetation, and oversee construction in County rights-of-way.”

Dave Schamp, Operations and Maintenance Manager

Operations and Maintenance received renewal of its Oregon Department of Fish and Wildlife (ODFW) Fish Passage Programmatic Agreement based on the County’s compliance with ODFW’s fish passage requirements. The new fish passage culverts include a built streambed that mimics natural conditions. Only one other agency in the state has obtained a similar permit.

16Culvert under Kay Road carrying Neil Creek

• Right-of-Way Permits: More than 1,200 permits were issued to homeowners, contractors, and utilities allowing them to work in County right-of-way.

» Certain utilities operate under a new programmatic permit process, which reduces the number of utility permits issued and provides a much simpler process for the customer.

» Inspection of accesses related to facility permits was transferred to the Engineering and Construction Services Division, which reduces the number of access permits issued through Operations and Maintenance.

• Transportation Permits: More than 13,222 transportation permits were issued to freight carriers with loads exceeding state or local road limits – up 2 percent over FY 2013-14.

Operations and Maintenance FY 2014-15 Highlights • Minor Betterment Program: This program funded the

following small-scale road improvements in FY 2014-15. Construction on these projects will be completed in FY 2015-16:

» Pedestrian path on Rock Road (Rock Court to Cornelius Pass Road)

» Pedestrian path on Scholls Ferry Road (east of Northvale Way to Laurelwood Road)

» Pedestrian path on Verboort Road (east of Visitation Road to Porter Road)

» Pedestrian path on Walker Road (180th to 183rd avenues)

• URMD* Safety Improvements: Projects funded in FY 2014-15:

» Pedestrian path on 209th Avenue (Blanton Road to Portland & Western Railroad crossing)

» Pedestrian/bike path on Kinnaman Road (Farmington to 185th Avenue)

» Pedestrian path on Cornell Road (97th to 102nd avenues)

» Pedestrian path on Thompson Road (Evergreen Road to 143rd Avenue)

» Pedestrian improvement on 119th Avenue at Lovejoy Street

» Pedestrian path on 178th Avenue (Tualatin Valley Highway to Johnson Street). URMD contributed funding to Gain Share-funded project.

* The Urban Road Maintenance District is a County service district approved by voters living in urban unincorporated areas to fund maintenance of neighborhood streets and small-scale safety improvements on County roads within the district.

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* Decrease due to administrative changes

County Road System

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195,541Shoulder Feet of Guardrail

(37 linear miles)

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Operations and Maintenance Activity

FY 2014-15 FY 2013-14 FY 2012-13

863Shoulder Miles of Ditches

Average ditch condition rating: 89 (100 is new condition. Ditches are dynamic, and conditions can deteriorate rapidly during weather events).

Service District for Lighting (SDL)(% change from prior year)

SDL is the funding mechanism for street lighting on public neighborhood streets in urban unincorporated areas. Here are a few statistics for FY 2014-15:

11,432 Street Lights Funded (+2%)

43,659 Street Light Customers Billed

(+1%)

366 Street Light Outages

Repaired (-55%)

879HPS Shoebox Street Lights

Converted to LED Lights

Operations and Maintenance Performance Measures

AVERAGE PAVEMENT CONDITION INDEX (PCI)*

Target 2013-14 2014-15 Change

Urban Arterial 80 77 75 -2

Urban Collector 75 73 74 +1

Urban Neighborhood Route 75** 80 80 N/A

Urban Local 75** 82 81 -1

Rural Arterial 80 72 70 -2

Rural Collector 75 75 76 +1

Rural Local 65 69 68 -1

System Average NA 77 76 -1

*Pavement Condition Index (PCI) is a numerical rating between 0 and 100 to indicate the condition of a road’s structure and surface. Unless noted otherwise, PCI targets are set by the Transportation System Plan.**Urban Road Maintenance District PCI target set by Urban Road Maintenance District Intergovernmental Agreement (BCC 12-0177)

Measure: Complete Board-adopted annual road maintenance work program.

• Objective: Accomplish annual road maintenance program work.

• Timeframe: July 1 to June 30

O Target: 100%

2 FY 2014-15 result: Result: 95%Note: While the target was not met, performance improved compared to the FY 2013-14 result of 93%.

Measure: Reduce time-loss injury accidents

• Objective: Eliminate time-loss accidents to benefit employees and taxpayers.

• Measurement timeframe: July 1 to June 30

O Target: 0

2 FY 2014-15 result: 2 Note: Aiming for zero accidents is an aspirational target. We will always aim for zero accidents.

SERVICE REQUEST COMPLETION RESPONSE TIMES

Measure: Meet self-imposed timelines for response and com-pletion of service requests from the public.

Objective: Respond to requests for service from the public in a timely manner.


Note: All requests should have an initial response within seven days and be completed within 30 days. When the public’s best interest is not served within those timeframes, the requestor will be contacted and advised of the situation within the 30-day timeframe. Opportunities to improve performance will continue to be pursued.

Target:100%

Response Result:100%CompletionResult:91.2%

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TEAM CommitteeTEAM, “Together Everyone Achieves More,” is LUT’s internal initiative intended to help staff achieve department strategic plan goals. LUT’s staff TEAM Committee was formed in Fall 2013 to help LUT achieve its TEAM vision: “LUT is a respectful, collaborative and inclusive workplace.”

Objectives

• Improve communication across the entire department.

• Develop and implement teambuilding, skill building, and networking strategies that promote positive collaboration and relationships.

• Build cultural awareness across programs and policies that build a strong, more inclusive workforce that values and promotes diversity.

• Act as a resource for employees and give voice to employee-driven culture change that promotes an open, respectful, and accountable workplace across the entire department.

Initiatives

• Our September “Bingo & Breakfast” fundraiser benefited the Wounded Warrior Project. This provided a rare opportunity for all LUT staff to get together, raising more than $3,000!

• TEAM committee members helped rewrite LUT’s Retirement Celebrations policy, identifying a revised award system based on years of service.

• TEAM conducted a department-wide staff survey in April 2015 to provide suggestions and ideas for TEAM’s future work program.

• Several TEAM members helped plan and host LUT’s annual staff “Years of Service” recognition event in May.

TEAM Committee Members

Mike Mills (chair)

VirginiaGamble

Sheila Giambrone

AngiePassmore

Wess Rowley

Juston Bell

Roberta Garcia

Tiffany Little

Zsuzsanna Resch

Naomi Vogel

The TEAM committee planned and hosted LUT’s 30th Anniversary Staff celebration in June.

We thank our TEAM Committee for

their dedication to LUT and our staff.

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Anticipating Our Future2015 STRATEGIC PLAN

Arbor Heights Neighborhood

North Bethany County Service District: Expected to increase.

• A key project - 160th Avenue - is complete

• Revenue is expected to increase, due to strong development activity allowing the MSTIP loan to be repaid within three years.

Service District for Lighting: Expected to remain stable.

Urban Road Maintenance District (URMD): Expected to remain stable.

• Expenditures for pavement maintenance are expected to trend down, as the “very good” pavement condition of URMD roads is allowed to adjust to the new service level target of “good.”

• The policy change was made to allow more funding to be used for safety improvements.

Survey: Expected to remain stable.

Road Fund: Expected to remain stable or to decrease.

• With a recovering economy, increases in vehicle registration and weight-mile tax are expected.

• Vehicle registrations have increased 1.25% per year in the last decade.

• Consumer fuel consumption is anticipated to remain similar to the prior year.

• In November 2014, voters defeated Ballot Measure 34-221 (countywide Vehicle Registration Fee), which would have increased road maintenance funding. Without this additional funding, revenues and expenditures are projected to remain flat or decline as costs continue to increase.

Transportation Development Tax (TDT) and North Bethany Transportation System Development Charge (TSDC): Expected to remain stable or to increase.

Current Planning: Expected to remain stable or to increase.

• Workload has stabilized due to a decline in rural applications and an increase in urban applications.

Building: Expected to increase, due to strong development activity.

Major Streets Transportation Improvement Program (MSTIP): Expected to remain stable.

Gain Share: Expected to decrease.

• The state Legislature significantly reduced Gain Share funding in 2015.

Long Range Planning, Code Compliance: Expected to remain stable.

= Funding expected to remain stable + Increase anticipated _

Decrease anticipated

=

=/_

=/+

+

=/+=

==

+=

_

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FIVE-YEAR FUNDING TRENDSLUT Funding Sources

Road Fund

General Fund

System Development Charges

Special Districts

Permits and Fees

DEPARTMENT GOALS AND IMPLEMENTING STRATEGIESLUT’s first five-year strategic plan was prepared in 2012. It has been updated annually, with minor changes. LUT staff has worked determinedly over the last three years towards achieving the same nine department goals that guide and define the department’s desired culture.

This year, for the first time, a new goal has been added: “Get the Job Done: Do our best work every day, meeting or exceeding the expectations of our jobs, our divisions and the department.” This new goal reflects the challenges of balancing our increased workloads and demands with less-than-optimal staffing levels in some workgroups, as well as significant staff turnover, due primarily to the retirements of many long-term staff.

• Collaborate

• Be Strategic

• Get Better Every Day

• Provide Quality Customer Service

• Encourage Public Involvement

• Communicate Effectively

• Welcome and Honor Our Similarities and Differences

• Support Sustainability

• Make LUT A Great Place to Work – Now and for the Long-Term

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Machine Patching on Greenville Road

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CollaborateFoster opportunities for collaboration and partnership within LUT, with other County departments, with other agencies and jurisdictions, and with the private sector to leverage LUT resources, improve efficiency, and increase effectiveness.

Office of the Director

• Strive to exceed the expectations of residents, the business community, and developers by developing stronger relationships through outreach, communication, and innovation.

• Continue to develop partnerships with customers, local governments, agencies/organizations, and others to better address transportation and development challenges while achieving shared goals.

• Communicate regularly and effectively with partners to identify common objectives.

• Engage in frequent, collaborative, interdivisional discussions during all phases of transportation and land use projects.

Administrative Services

• Work with Building Services permitting system upgrade to enhance cross-divisional communication for Facility Permits.

• Prepare an emergency management exercise focusing on a catastrophic earthquake response requiring a full activation of the Department Operations Center (DOC).

Planning and Development Services

• Meet frequently to coordinate development planning and permitting activities in high-growth and developing areas.

• Continue to partner with County departments, city, regional, and state jurisdictions, schools, and other agencies to leverage efficiencies and work collaboratively on shared interests.

• Continue to meet with development customers to better address project needs and timelines.

Engineering and Construction Services

• Consistently seek opportunities to collaborate with partners on road improvement projects.

• Leverage support from and for partners on grant applications.

Operations and Maintenance

• Work with Engineering and Construction Services to ensure a smooth transition of transportation projects from the construction phase to the operations/maintenance phase.

• Continue participating in the nationally recognized “Over the Shoulder” group of Pacific Northwest counties to share innovations in public works processes and technology.

• Continue to work with Engineering and Construction Services to identify alternatives and develop preliminary scope for small road improvement candidates (Minor Betterments, URMD Safety Improvements).

• Continue to work with state, cities, special districts, and utilities to coordinate maintenance activities, share resources, and avoid conflicts.

• Work with cities to streamline how issues related to County roads inside cities are handled.

• Support development and maintenance of a consolidated, departmentwide list of small road improvement candidates.

Be StrategicAlign the department’s efforts and resources with our mission, goals, and priorities, as directed by the Board of Commissioners and County Administrative Office.

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• Function as a leader within the County and region by instigating and participating in regional land use and transportation policy development discussions and implementation.

• Continue to update LUT’s Five-Year Strategic Plan annually to effectively plan for our future and help align our resources with our mission and goals.

• Continue to increase staff awareness of LUT’s strategic plan and emphasize its role in guiding our future.

• Use the Washington County Transportation Futures Study process to identify strategic actions that will position the County for the future.

• Maintain a list of all road improvement candidates and projects over a five-year period, with potential funding sources.


• Investigate streamlining Facility Permit processes by developing strategic program management to enhance cross-division collaboration.

• Complete a local debris-management plan for emergency response operations.

• Plan for a major analog-to-digital upgrade to our radio communications system.

• Continue to work closely with Human Resources to develop recruitment strategies, internal training program(s), and conduct classification reviews to fill positions targeting technical, highly desired personnel.


• Work regionally with other jurisdictions to leverage funding and opportunities to work collaboratively on projects.


• Approach challenges by anticipating and thinking critically to identify solutions that are aligned with project and department goals.


• Implement the newly adopted Target Service Levels by scheduling maintenance activities based on asset condition rather than time. Use the targets and asset condition ratings to set maintenance priorities, ensuring that limited resources are allocated effectively.

• Refine and implement service request response guidelines, more clearly delineating between the County and property owner responsibilities in the road right-of-way. Evaluate effectiveness of property owner notification processes; improve compliance.

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Get Better Every DayDon’t be complacent. Strive for continuous improvement in all aspects of LUT.


• Help maximize employees’ professional abilities by aligning their positions and work responsibilities with

their talents and interests when possible.


• Continue to identify and meet with key stakeholders and evaluate the Facility Permit structure and system.

• Provide regular emergency operations training sessions to Department Operations Center staff.

• Support efforts to attract and retain talented individuals to meet current and future workforce needs.


• Routinely review workflow and customer service levels and make adjustments, as needed.

• Provide employee training targeted to address specific development needs.


• Evaluate outcomes of all projects to continually refine practices to ultimately create more positive outcomes.


• Improve both the annual road maintenance work program and service request system processes to include a feedback loop for continuous improvement.

• Continue to offer programmatic permitting to utilities.

Provide Quality Customer ServiceMeet the needs of internal and external customers courteously and efficiently.


• Strive to efficiently and effectively meet the needs of

internal and external stakeholders.


• Use the Planning and Development Services Division’s twice-yearly Development Forums as tools to listen to our customers and enhance the Facility Permit Process. Evaluate web-based tools to accept public thoughts and comments.


• Improve compliance with performance measures by utilizing the best attributes of staff in the right areas and matching customer needs with staff skill sets.


• Continue to respond promptly, accurately and politely to questions and concerns from those living, working and traveling through Washington County.


• Seek public feedback on services to identify improvement opportunities. Invite service requesters to respond to a customer service survey.

• Continue outreach to residents about road surface treatments (chip seal, URMD overlay, etc.), inviting feedback via customer service surveys.

• Improve the service request process to expedite completion. Track completion time of requests which require 30-day notice separately from other requests.

Encourage Public Involvement

Encourage and welcome active public participation in our work.


• Continue to encourage public involvement in the Washington County Transportation Futures Study through committees, presentations, surveys, and online forums

to ensure that the study reflects diverse viewpoints.


• Regularly ask members of the public and staff to review and weigh-in on long-term planning efforts, such as the Bonny Slope West Community Plan, Rightsizing the Parking Code, MSTIP 3e, and Rural Tourism Study.

• Continue to increase opportunities for the public to provide verbal, electronic, and written input.

• Actively participate in transitioning to the new Community Involvement Program for County residents.


• Continue to provide online and in-person informational venues to share information, and increase overall awareness of transportation projects, issues and activities in Washington County.


• Promote opportunities for the public to participate in selection of Minor Betterment and URMD Safety Improvement projects.28

Welcome and Honor our Similarities and Differences

Acknowledge, accept, and adapt to the increasingly diverse nature of our workforce and our community.


• Continue to develop partnerships with community organizations to connect with populations that have

been historically underrepresented.


• Support the TEAM initiative and participation in TEAM activities.

• Initiate “What’s Your Job” series of lunchtime talks.

• Continue SummerWorks program partnership to provide professional opportunities to high school students.


• Work to identify resources to communicate effectively to our increasingly diverse community by putting tools in place to communicate and engage with the community.


• Continue to use our cultural, gender, personality, age, and other differences to create synergies to increase our division’s strengths, address our weaknesses, and foster a culture of innovation and collaborative

problem solving.


• Continue to lead by example by demonstrating respect for all.

• Seek diverse perspectives in employee recruitment and selection processes.

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Communicate EffectivelyCommunicate effectively our mission, how we implement it, and our successes—with LUT and other County staff, to the Board, to our customers, and stakeholders.


• Develop a communication plan to enhance communication with all our constituencies using tactics and strategies that, whenever possible, are measurable to determine effectiveness.

• Build stronger internal communication channels among divisions to eliminate “silos.”

• Improve public communication and outreach through social media, visual materials, videos, interactive technologies, and other vehicles to expand the reach of our messages.

• Work with the County Administrative Office on a Title VI (non-discrimination) plan and a limited English proficiency communications to ensure equity in our interactions with our diverse community.


• Launch internal training website.

• Represent LUT in local and regional emergency management projects.


• Continue to employ the use of electronic newsletters and videos to inform the public of progress on projects.


• Foster an environment of upward communication, where employees are encouraged to provide feedback to

managers and supervisors to create a better workplace.


• Increase public awareness of the County’s transportation infrastructure by sharing information about maintenance activities.

• Expand the reach and impact of Washington County Roads through social media, interactive features, images, and video.

• Ensure public access to current information about road maintenance activities.

• Provide timely notice to emergency responders, service providers and other stakeholders about emergency road status information.

Support SustainabilitySupport the Board’s sustainability principles and objectives as outlined in Resolution & Order 09-93.

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• Provide all employees and divisions with resources and information to encourage opportunities to practice sustainability.


• Continue to purchase “green” office supplies, and use recycled office materials as available.


• Continue to support LUT’s Sustainability Liaison to educate and increase staff awareness of sustainable opportunities.

• Reduce paper consumption with the implementation of electronic plan submission for our Building Services customers.

• Encourage staff to utilize active, rideshare, and public transportation options for offsite meetings.


• Look for opportunities to incorporate sustainable practices in our road projects that may result in a cost savings and/or better our environment.

• Use best practices for a sustainable workplace by reducing energy and paper use and using recyclable supplies.


• Fully implement the Consolidated Water Quality Facility Maintenance Program.

• Ensure all County maintenance and work permitted through right-of-way permits complies with Washington County’s Best Management Practices for Routine Road Maintenance.

• Watch for and use sustainable products and practices in all maintenance activities (recycled pavement).

• Seek funding for replacement of fish passage culverts.

• Support sustainable workplace practices.

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Make LUT a Great Place to Work —Now and For the Long Term

LUT’s team members are our greatest asset. Foster a positive, team-oriented, collaborative, respectful, and inclusive work environment that will enable us to achieve our goals.


• Hold regular meetings between members of the Leadership Team and new hires to instill a sense of welcome and comradery.

• Foster a workplace climate of respect, acceptance, and trust through transparency and open-door policies.


• Focus on employee development and succession planning.


• Improve cross-training opportunities to foster knowledge and professional growth for staff.

• Continue to coordinate team activities, such as after-work events and site visits to foster team-building and

to get a real-world view of the topics worked on.


• Continue to foster a positive environment that makes the workplace enjoyable for all staff.

• Carry on with team-building events to enhance collaboration through strengthened relationships.


• Promote safe work practices and safe work behavior. Continually promote and advance the safety program.

• Continue monthly All-Crew meetings to share information and get to know coworkers. Encourage regular section meetings. Continue employee focus groups (lead worker roundtable).

• Support workgroup training opportunities and team-building.

• Develop succession plans.

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Get the Job DoneDo our best work every day, meeting or exceeding the expectations of our jobs, our divisions, and the department.


• Encourage employees to prioritize tasks to meet or

beat deadlines.


• Continue to develop solutions and viable strategies to achieve desired outcomes for our internal customers.

• Continue to work closely with Human Resources to initiate recruitment strategies to fill positions.


• Deploy staff to major jobsites full time, when appropriate, to complete inspections more efficiently.

• Continue to leverage staff with multiple certifications to perform duties that take advantage of their broader background and experience.


• Provide employees with tips and training on organization, prioritization, time management, and

other tools to help increase focus and productivity.


• For high-consequence events and projects, use the Incident Command System (ICS) model for planning, support, and execution.

STAY INFORMED AND GET INVOLVEDe Stay up-to-date with LUT e-Subscriptions

Sign up for LUT publications and updates to help keep you informed. Visit http://washtech.co.washington.or.us/subscriptions and look under “Land Use & Transportation” and “Transportation Projects.”

Serve on a committeeVolunteer citizen committees help guide our work. Some are permanent, like the Planning Commission, the Rural Roads Operations and Maintenance Advisory Committee, and the Urban Road Maintenance District Advisory Committee.

Some are temporary—formed to provide guidance on a particular project, such as the Transportation System Plan Update or a road improvement project. If you would like to learn more, call 503-846-4963 or e-mail [email protected].

Adopt-A-Road or LandscapeIf you’d like to help in a more outdoors, hands-on way, consider adopting a road to pick up litter or to maintain roadway landscaping. Adopt-A-Road is LUT’s largest volunteer program. During FY 2014-15, 156 linear miles were adopted for litter pick-up by 108 Adopt-A-Road volunteer groups who performed a total of 122 litter cleanups. Eight active Adopt-A-Landscape volunteer groups pulled weeds and kept shrubs pruned along eight urban roadways. Call Adopt-A-Road at 503-846-7623 or visit www.co.washington.or.us/adopt-a-road.

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Get involved in your Citizen Participation OrganizationOne way to stay informed and have an impact on land use and transportation decisions in your community is to get involved in your local Citizen Participation Organization (CPO). CPOs are led by citizens and provide a public forum for you to find out what is happening in your community, collectively problem solve with your neighbors, and to influence County and service provider decision-making. CPOs address land use, transportation, and other issues that impact or improve community livability.

If you live or own a business in Washington County, then you are part of a CPO. For upcoming meetings, volunteer, and citizen involvement opportunities, sign up to receive your monthly CPO newsletter and email updates at http://extension.oregonstate.edu/washington/cpo.

The CPO Program is administered by Oregon State University Extension Service Washington County on behalf of Washington County. For more information visit http://extension.oregonstate.edu/washington/cpo, email [email protected] or call 503-821-1128.

Planning Commission Meeting

Oleson Road at Fanno Creek bridge (see page 13)

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Washington County Land Use & Transportation Annual Report FY2014-15 2015 Five-Year Strategic Plan

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