Tigard council approves OTAC as project director for city facilities modernization; bond polling shows narrow public support

Tigard's City Council voted 6–1 to hire OTAC as project director for the city’s long‑planned police and public‑works facilities modernization, advancing a multi‑year effort that includes a recently acquired 9.5‑acre site on Wall Street and work toward a potential bond measure in May 2026.

The council approved a $1,255,043 contract to bring on OTAC to run the project, oversee procurement of architects and engineers, develop a project schedule and risk register, manage alternative delivery options, and support community engagement and construction oversight. The contract was presented as the next step to reach roughly 30 percent design and refined cost estimates needed before any ballot referral.

City leaders said the project responds to aging buildings and emergency‑response vulnerabilities. Public Works Director Brian Reagor described the city’s modular, decades‑old facilities and said officials worry those structures would not be operational after a major regional earthquake — a primary rationale for replacement. City Manager Steve Reimer said the city purchased the southern 9.5 acres on Wall Street using funds the council appropriated in FY24 and that the FY25 budget included roughly $1.15 million for project‑director and early consulting work, plus $150,000 for polling and outreach.

Polling by Patinkin Research Strategies, presented to council, tested voter reactions to a hypothetical bond and to specific project elements. Consultant Ben Patinkin said asking informed questions moved likely voter support for a $150 million conceptual bond from 45 percent to 53 percent in the survey scenario after education about facility conditions and accountability provisions. The poll also found majorities favoring accountability mechanisms such as independent auditing, citizen oversight and a requirement that bond proceeds be used for construction, not administration. Patinkin cautioned that the sample (n=400, +/-4.9 percentage points) leaves the result close to the 50 percent threshold, and he described the increase as “measurable” but not guaranteed.

Councilors discussed public engagement and forming a community advisory group similar to the Charter Committee to build public understanding and advocates for the measure. Several councilors urged early, visible outreach and requested updated analyses showing the city’s current recurring costs for maintenance, leasing and repairs so voters can compare “pay now versus pay later” scenarios.

OTAC partners David Lentz (participating by phone) and Mickey Bragg (in the meeting room) were identified as the firm’s project leads; councilors and staff said OTAC’s experience on comparable projects factored in the selection. Contracts and Purchasing Manager Rosie McGowan summarized the competitive process: three proposals were received, interviews narrowed candidates to two firms, and the evaluation committee recommended OTAC.

Finance staff said if the council moves to a ballot referral, the city plans further polling and will work with bond counsel and financial advisors on structure options. Council and staff described the next roughly 12 months as the critical window to complete design work, cost refinement and community engagement prior to a May 2026 ballot decision.

Votes at a glance - OTAC project director contract: approved 6–1 (motion carried). The council adopted the contract award and directed the city manager to execute the agreement.

What happens next City staff said onboarding OTAC would start immediately if the contract is executed, followed by consultant selection for architecture/engineering, enhanced community outreach and a second round of polling in spring 2025. If the council decides to refer a bond, the city expects to finalize designs and cost estimates and to prepare legal ballot language and financing plans with advisors.

Ending Councilors framed the vote as a major milestone in a project described as decades in the making. Several members asked staff to return with additional financial comparisons (estimated ongoing maintenance and lease savings) and with a plan for a citizen advisory or task force to help the city shape outreach and messaging.