To provide City services that support a safe, sustainable, and inclusive growing community while cultivating Hillsboro's hometown livability.

Growing great things in a place where you are supported, connected, and belong.

Leading with ethics, integrity, and accountability  

We believe ethics and integrity are fundamental to leadership. We empower all employees to be leaders, prioritize doing the right thing over personal or political gain, be accountable, and follow through with the decisions made in support of excellent City services.  

Employee well-being and safety

We care about our workforce and want to nurture their physical and emotional well-being. We are committed to fostering a culture and organization that prioritizes a safe and supportive work environment, diligently reduces workplace stress, and addresses unsafe or harmful practices or conditions.  

Diversity, equity, inclusion, and belonging  

We embrace diversity, equity, inclusion, and belonging as a path for better outcomes for all employees and members of the community we serve. We are intentional in cultivating a culture where everyone can bring their best selves to work. As our best selves, we provide services that support a more equitable organization and community where everyone feels a sense of belonging.  

Stewardship of public trust  

As stewards of the public trust, we are committed to sound, responsible, honest, and transparent management of the public’s finances, resources, and our shared natural environment.  

Innovative and sustainable planning  

We value creative, practical, and sustainable solutions. We work to make our services more efficient and effective. We seek innovative approaches in alignment with our mission for a more sustainable organization, community, and environment.  

Responsive City services

We value offering fast, friendly, flexible, and equitable services for all community members. We cooperate with our community and with our business and institutional partners to find practical solutions that work.  

Each Goal Focus Area includes actionable Strategic Initiatives to drive the vision forward.

Equity

Support equity in our service delivery and across the organization to foster equitable outcomes  

Employee Well-Being

Support a strong, healthy workforce equipped to provide excellent service  

Safety & Supportive Services

Support the safety, health, and well-being of the Hillsboro community 

Sustainable Infrastructure

Maintain the City’s existing assets while balancing the demands of growth  

Organizational Resiliency

Future-proof the organization to foster organizational sustainability  

Communication & Connection

Enhance internal and external communication and engagement systems to support connections with employees and the community

After developing a stratgic planning development approach in 2021, the strategic planning effort launched in January 2022 and set out to achieve these five goals:

• Transition to a culture of strategic management that aligns the City’s strategic initiatives. 
  
  
• Create a plan that helps people understand and feel connected to our vision, serves as a source of motivation and inspiration, and reminds us that we are One City, One Team. 
  
  
• Make the process accessible, transparent, and FUN by providing opportunities for internal and external stakeholders to engage and understand how the City operates. 
  
  
• Establish a management tool for the organization and align the City Council’s principles and priorities with the work we do. 
  
  
• Incorporate the City’s commitment to Equity, Diversity, and Inclusion goals into the process by applying an equity lens to revising the mission, vision, and values, and establishing goals, strategies, and objectives.  

Equity is essential to providing exceptional public services and creating an inclusive and safe work environment for everyone.

The City’s Equity Statement guided the development of the strategic planning & outreach process and continues to shape how the City operates, equips employees, and serves the community. 

It will also guide the implementation of the plan. Each initiative was assessed to determine whether the City’s Equity Toolkit and Community Engagement Framework should be used when developing and implementing that initiative. 

The Current State Analysis reviewed and evaluated the current state of City priorities, operations, and existing initiatives to lay the foundation for the Strategic Plan update. 

It assessed: 

• The City’s current work and how it aligns with existing initiatives
  
  
• Gaps in addressing organizational and/or community needs
  
  
• Opportunities to be included in the updated plan
  
  
• Department-specific strategic plans

Several existing Strategic Initiatives were identified, including:

• Strategic Equity Plan
  
  
• Asset Management Strategic & Implementation Plan
  
  
• Records Management Strategic Plan
  
  
• Capital Improvement Program Strategic Planning & Process Improvement
  
  
• Workplace Climate Study

View the Current State Analysis document to see the initial list of Strategic Initiatives included in the Strategic Plan.

Phase 1: Mission, Vision, and Values — November 2022 to June 2023 

• Understand our existing state and the envisioned future by listening to multiple perspectives.
  
  
• Gather input on Hillsboro's Mission, Vision, and Values through employee engagement

Phase 2: Strategic Plan Framework — June to August 2023 

• Identify opportunities to create alignment and foster a culture of strategic management in the context of the draft Mission, Vision, Values, and Goal Focus Areas.

 These include: 

• Reviewing Strategic Initiatives that came out of the Current State Analysis
  
  
• Understanding the Workplace Climate study results and developing attainable and strategic initiatives to address challenges
  
  
• Integrating department initiatives, City Council Goals, and Hillsboro 2035 Community Plan initiatives into the Strategic Plan
  
  
• Evaluating the potential use of the Equity Tool Kit and Community Engagement Framework on the strategic initiatives identified. 

Phase 3: Goals, Actions & Indicators — June to October 2023 

• Draft and finalize Goal Focus Areas and Strategic Initiatives to advance and serve the Mission, Vision, and Values.
  
  
• Identify strategic management software to track, measure progress, and report results for each Strategic Initiative.
  
  
• Continue to build internal awareness of the plan framework.

Phase 4: Preparing to Launch — October to February 2024 

• Develop a communication strategy that will build internal awareness of the plan framework.
  
  
• Develop a Technical and Steering Committee that will oversee the implementation of the Strategic Plan. 
  
  
• Create training and resources to support plan implementation.

Building on the Current State Analysis, the City launched internal engagement efforts to deepen the understanding of the organizations future goals and vision by including diverse perspectives of City Councilors and employees. 

November 2022: Expanded Leadership Team Workshop 

The City’s Expanded Leadership Team — which includes leaders from every department — explored Vision Themes, including: 

• Diversity, Equity, and Inclusion
  
  
• What it means to be an adaptable full-service city in the 21st century
  
  
• Financial stability
  
  
• How to be best place to live and work
  
  
• Work/Life Balance
  
  
• Employee well-being
  
  
• And more

January 2023: City Council Goal-Setting Workshop 

A their annual goal-setting workshop, the City Council identified 2023 priorities, including the Strategic Plan. They also discussed Vision Themes, including: 

• Sustainability & growth
  
  
• Equity & inclusion
  
  
• Safety & compassion
  
  
• How to be an employer of choice
  
  
• Honoring history
  
  
• Innovation
  
  
• How to be a regional leader
  
  
• And more

April through May 2023: Employee Engagement 

The Strategic Planning Team hosted events across all City departments to engage with staff at various levels and facilities and collected more than 590 unique ideas.

The Team listened to and noted the diverse perspectives of employees as they operate and advance a full-service city.

Employees overwhelming shared their desire and motivation to serve their community through: 

• Providing a high quality of life for ALL residents
  
  
• Ensuring City services are accessible
  
  
• Protecting and preserving community assets
  
  
• Leaning into Hillsboro’s identity as a regional leader that serves as a positive example for other local municipalities and community partners
  
  
• Pursuing innovation while maintaining stability in the organization 

City staff also expressed the growing need to balance services and operations with available resources. As the community and organization grow and evolve, it is increasingly challenging for staff to feel equipped and supported to maintain the City's superior level of service.

This highlights an opportunity for the Strategic Plan to help better prioritize, align, and communicate initiatives, projects, programs, and services.

The Strategic Planning Team & SWW Consulting led engagement efforts and created many accessible opportunities to help develop the plan.

Strategic Planning Team

Robby Hammond, City Manager  

Rahim Harji, Deputy City Manager  

Simone Brooks, Assistant City Manager  

Michaela Canete, Policy Analyst 

Ashley Baggett, Public Works Project Specialist  

Dacia Bakkum, Management Analyst  

Noah Benjamin, Senior Recruiter  

Mary Bradley, Fire & Rescue Senior Program Manager  

Janet Driggers, Information Systems Analyst  

Marcus Ford, Community Engagement Manager  

Jon Grover, Finance Manager  

Shibuki Hanai, Risk Management Analyst  

Eunice Makinde, Diversity, Equity, and Inclusion Manager  

Val Okada, Economic Development Supervisor  

Ken Pipher, Senior Parks & Recreation Manager  

Patrick Preston, Communications Division Manager  

Robin Straughan, Sustainability & Resiliency Manager  

Leah Turner, Police Executive Manager  

Chris Wilson, Assistant Wastewater Treatment Plant Manager

SSW Consulting

Sara Wilson, Owner/Principal  

Ashley Sonoff, Associate  

Sasha Konell, Communications and Engagement Strategist  

The Hillsboro City Council and the Strategic Planning Team are grateful to the more than 660 City employees who shared their unique perspectives, diverse experiences, and ideas for the future during the strategic planning process.

Welcoming and including every voice was a cornerstone of the process, and the resulting goals and initiatives reflect this immense staff participation.

Thank you for sharing your ideas!

Community voices were present through consideration of collaborative planning efforts like the Hillsboro 2035 Community Plan, the Comprehensive Plan, as well as many other inclusive projects and programs that prioritize community engagement and reach a diverse audience across Hillsboro.

Steve Callaway, Mayor  

Anthony Martin, Council President  

Olivia Alcaire, Councilor  

Rick Van Beveren, Councilor  

Beach Pace, Councilor  

Gina Sanchez Roletto, Councilor  

Kipperlyn Sinclair, Councilor

Meet the City Council.