Tigard Beyond Tomorrow - 5/15/1997 TIGARD BEYOND TOMORROW
SYNOPSIS OF VISION ISSUE AREAS
Direction & Goals
as of 5/15/97
TIGARD BEYOND TOMORROW
Community Visioning Process
VISION TARGET AREAS
PUBLIC SAFETY URBAN& PUBLIC SERVICES
(Includes police and crime, includes water, sanitary & storm sewer,
fire protection, emergency managment, library, parks, open space,
code enforcement) and recreation
COMMUNITY CHARACTER &
QUALITY OF LIFE
(Includes community identity&spirit,
sense of place, social services,
TRANSPORTATION & familles& children, arts&culture, SCHOOLS &
TRAFFIC community aesthetics) EDUCATION
(includes location, (includes funding, facilities,
congestion & programs, standards,
convenience issues, curricula)
street maintenance)
GROWTH &
GROWTH MANAGEMENT
(Includes Metro & UGB,
densities & Region 2040 Plan,
economic development, affordable housing
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PUBLIC SAFETY
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Tigard will be a safe place to live, play, and do business, with efficient public safety services
coordinated by police, fire, and emergency management providers. Citizens and businesses will be
well educated about public safety services; Tigard's citizens will understand their role and
responsibilities for the safety of themselves and their community, and businesses will take a
proactive role for their responsibility in protecting their investment in the community. Public Safety
service providers will plan for their service delivery in such a way as to minimize the negative
impacts of the regional populations that travel to and through out community each day. Stable
funding will provide uninterrupted public safety services at desired levels.
POLICE GOALS
What is the best way to continue to provide crime prevention and public education programs in the current
economic environment?
0 Enhance Police Services with volunteerism
0 Enhance mutual aid to coordinate services across unincorporated areas
0 Ask high crime areas (Wash. Sq., Tigard Cinema) to provide effective security
0 Revitalize neighborhood watch program
0 Reactivate citizen patrol program(equipment, intelligence, training)
0 Look at privatizing police functions to free up funding that could be redirected to public education.
Is there a need to refocusoR licing strategies or funding sources considering the impacts that regional
populations have on Tigard's public safety programs? Are there any ways to acquire funding from the
regional or statewide populations that are behind these trends?
0 Develop a method of generating funding for City of Tigard Public Safety Programs from the population
using Regional Facilities within Tigard City limits (i.e., Wash. Sq., Cub Food, Costco, Tigard Cinemas, the w
Tigard Triangle area, and pass-through traffic.
0 Refocus goal of Police - rather than hiring more police, community education: (a) mandatory prosecution;
(b)training for businesses...or..."Proactive rather than Reactive".
FIRE GOAL
How can our community find long-term stable funding sources to ensure uninterrupted services at the levels
we require?
0 Alternative taxing sources-- (a) sales tax share for local government, (b) bonded debt, and (c) some type
of alternative tax.
0 Pursue efficiencies by regionalization.
0 Pursue legislative remedies--(a) fee for service and (b) legislate positive change by citizens.
EMERGENCY MANAGEMENT SERVICES GOAL
There is a need to better educate citizens in the communes about how they can be .prepared for emergencies
and what they should do in case of an emergency. We also need a broader group of volunteers who can be
called on in emergencies How can these needs be fulfilled?
0 NERT(Neighborhood Emergency Response Teams)--(a)develop, (b)equip, and (c)train citizens.
0 Educate the community with a coordinated education plan (police, fire, and emergency services). Talk
with various target groups at community functions, CITs, CPOs, schools, civic groups, churches, etc.
Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 1
URBAN & PUBLIC SERVICES
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Basic Urban Services (such as access to parks, recreational opportunities and libraries) are provided
to Tigard citizens through property taxes and fees for service. Citizens are charged for enhanced
services on a cost for service basis.
Expansion of the infrastructure necessary to serve growth is paid for by growth.
In an effort to facilitate the most efficient delivery of basic urban services, partnerships with
businesses, special interest groups, and other communities are encouraged. Citizens are educated
about basic urban services, how to access and preserve the services.
WATER GOAL
What water sources will Tigard use in the future and how will new infrastructure for water services be paid
for? (Action Committee Note: The Task Force is very concerned about water source reliability during
summer and high use times.)
0 Develop additional reliable water sources and funding mechanisms for those sources in concert with
other water agencies in the Metro area.
0 Growth pays for growth.
0 Improvements to infrastructure need to be strategically planned in advance.
LIBRARY GOALS
Would it ever be appropriate to charge users for some Library services in order to offset costs'?
0 Yes, there should be charges for those services that are "enhanced" while allowing "basic services to
continue to be provided at no additional charge. (Action Committee Note: The Task Force encourages
the Planning Action Team to determine basic services first, then consider the following as perhaps more
"enhanced" type of services: Use of copy machine, Internet access, research projects for the public,
special classes, inter-library loans (outside of Washington County), information services, other extra
services. Also, consider a County-wide Library rather than many local libraries, library cards with credit
balances, and sponsorships.
How can increased demands on the Librax be met given tight financial budgets?
0 Outreach effort to win support from businesses
0 Create Friends of the Tigard Library Foundation
0 Fee charges for services to schools
0 Use school library employees as part-time staff
0 Expand library building to accommodate growing service load
0 Charge user fees for certain services
PARKS RECREATION.&OPEN SPACE GOALS
Could a special parks and recreation district help our area provide better parks and recreation services?
Should the City become a recreation provider? -AND - Is there a need for a Parks and Recreation AdvisorX
Board to be reestablished to better address community park needs and issues?
0 The community shall create a regional parks and recreation district with taxing authority and en elected
board (comparable to the Tualatin Hills Park and Recreation District model). The THPRD southern
boundary ends at Scholls Ferry Road. (Action Committee Note: The Task Force envisions the following
cities would be in the proposed district. Tigard, Tualatin, Sherwood, King City&Durham.)
How should we manage and protect wetlands and floodplain areas'?
Manage and protect the wetland/floodplain areas by educating the citizens about the issues in this area.
(Action Committee Note: Consider the following: look for stable funding sources for wetland/floodplain work,
,%W and educate citizens so they understand what a floodplain is, where they are located, how the areas are
managed (City, corps of engineers, etc.) and how citizens can help protect the areas (i.e., dumping in
greenway areas, what can be safely placed in the storm drains, etc.).
Vision Task Force Synopsis- Direction & Goals-as of 05/15/97 2
SCHOOLS & EDUCATION
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Tigard area residents have access to good quality public and private schools. Residents of our
community, whether or not they have children in the school system, understand the importance of
education and how they can help promote education of our community. The public schools are
stablely funded through state and local funding options. Curriculum and extra-curricular programs
are important and are well supported through volunteers, local funding, and increased partnerships
with business and government.
New development assists in paying for new education infrastructure required by growth in the
community.
Public schools and governmental entities, in our community, actively partner in day-today
operations and other costs to facilitate the most efficient delivery of services.
SCHOOL GOALS
How should schools balance concerns about extracurricular activities? Are there any new ways to continue
riding extracurricularrroograms?
0 Create a Parks & Recreation District to sponsor fee-based programs at school sites.
0 Increase volunteerism in schools to: (1) assist teachers w/basics, thereby freeing up their time for extra
curricular programs; and (2)teach and coordinate extracurricular activities directly.
0 Seek funding for a volunteer coordinator at each school or ensure adequate volunteer recruitment,
training & usage.
0 Increase business sponsorship of clubs and activities.
0 Utilize older students (High School & Middle School) to work with younger students (for credit and/or for
pay).
Does a new stable funding source for schools need to be identified?
0 Yes. Funding options should be examined, including, but not limited to: local option serial levies, higher
local business taxes, etc. There should be increased "marketing" of the need for donations which could
be placed in the school's"foundation" account.
Partnership between public schools and the City are needed to address shortfalls & efficiencies. (Action
Committee Note: The Park&Rec District should represent all residents and not just special interest groups.)
0 Generate/develop programs for job opportunities.
0 Hold job fairs.
0 Cooperative efforts with purchasing and facilities maintenance is encouraged.
0 Intergovernmental service contracts should be explored.
0 Park& Rec District to serve as umbrella coordinator of all public recreation facilities.
Does the urban development process need to be better linked with long-term schoollap nning? How can the
district acquire suitable sites for new schools? How will funding be found to build and operate these schools?
(Action Committee Note: Efforts should be better coordinated between School District and City.)
0 Tie development process to long term school planning.
0 Suitable Sites:
School District must use more creative approach in using new sites.
School District must have more efficient use of existing sites
Consider year-round school
Consider double shift schools
Make better community use of facilities
0 Funding:
Explore user fees
New bonds for new construction *40
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Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 3
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How should our community address the impacts of new growth on our public schools?
,,, 0 Obtain Legislative approval to allow imposition of system development charges for school infrastructure
(growth pays for growth).
0 Obtain Legislative approval to pass bond/levy measures above the limits imposed by Measures 5, 47, &
50& include items not permitted by 47 (i.e., maintenance of existing facilities).
0 Develop outreach to non-school community with in Tigard/Tualatin School District to facilitate
communication.
0 Legislation should allow for provision for delay of development to allow all infrastructure issues, including
schools, to be addressed and a solution implemented.
Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 4
GROWTH & GROWTH MANAGEMENT
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Tigard continues to grow. Growth is accommodated while protecting the character and livability in
new and established neighborhoods. The City encourages and supports private sector programs to
maintain diverse and affordable housing.
Urban services are provided to all citizens within Tigard's Urban Growth Boundary. Recipients of
services pay their share.
Local and small businesses are encouraged as an important part of our community and our
economy.
The City of Tigard is an active participant in regional issues. Its citizens are educated about issues in
our region and take advantage of opportunities to participate in decision-making processes. ji
GROWTH GOALS
Metro's 2040 Growth Concept encourages site and building designs that utilize smaller lots for single family
housing However Tigard is already quite close to meeting these standards Is the 2040 Growth Concept in
harmony with the future vision for Tigard? If not what strategies should be employed to address the conflict?
If yes how can we implement the 2040 Plan while protecting the character and livability of new and
established neighborhoods? (Action Committee to investigate 2040 Plan specifics and identify those areas
that are not in "harmony"with Tigard's desire for the future.)
If yes:
0 Determine how to implement Plan to preserve Tigard's desires.
0 Allocate or direct resources to"monitor' Metro on an on-going and regular basis.
0 Encourage City Council members to get involved with Metro and educate citizens about Metro-based
issues (take advantage of openings on various regional boards and committees).
If no: ►
0 Resolve the conflict(Action Committee to strategize how to effectively resolve conflict).
0 Just say NO to Metro (Action Committee to determine what Metro's ability is to enforce 2040 Plan if City
chooses not to comply with some sections of the plan)
0 Better or enhanced representation at the decision-making level of Metro is needed. (Work with Jon
Kvistad, current Metro Council Chair from Tigard).
Tigard grows by annexation as well as by infill How can the City plan for future annexations so that they do
not have ne9etive impacts on our community? How does SB 122 affect the City's annexation policy and/or
provision of urban services to our Urban Growth Boundaryarea? (Action Committee: Negative impacts
include, but are not limited to, service provision, financial impacts for current citizens in city limits as well as
citizens in the unincorporated area that is being considered for annexation, etc.)
0 Develop(and implement early)educational strategy for the public on annexation issues(including, but not
limited to, what kind of services are provided,what the cost is and who pays).
0 Develop a coherent&orderly plan for transfer of service provision from the County to the City.
It is estimated that 58% of theeeoople who work in Tigard are employed by businesses that have under 50
employees. Local and small businesses are an important part of our community and our economy. What can
the community do to retain and assist these businesses?
0 Review and implement parking issues in anticipation of growth (existing local &small businesses)
0 Development codes and regulations should be business friendly (existing local &small businesses)
0 Friendly site design for all locations (existing local &small businesses)
0 Fees and taxes should be structure to encourage existing local &small businesses.
0 Actively recruit small businesses to Tigard (i.e., zones for small businesses, etc.)
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Vision Task Force Synopsis- Direction & Goals-as of 05/15/97 5
City poligy 6.1.1 states: "the city shall provide an opportunity for a diversity of housing densities and
residential types at various prices and rent levels," However. the City is a minor player in the provision of
affordable housing compared to federal state county and local non-profit agencies Should the City do
more to help promote affordable and homeless housing?
0 Continue City support to encourage private sector support of programs for affordable housing (i.e., zoning
evaluation criteria, facilitate housing, support of non-profit groups conducting this type of service, etc.)
(Action Committee note: determine what affordable housing is; that not only addresses lowest incomes
but median income levels as well.)
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Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 6
TRANSPORTATION & TRAFFIC
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Tigard takes a proactive role in regional transportation planning. Funding sources are diverse,
include regional resources and are adequate to build and maintain our transportation system.
Each type of street safely handles the traffic it is designed to serve. Local traffic is served by a well-
connected street network that minimizes traffic impacts on neighborhoods. Tigard's arterials and
major collector streets accommodate through-traffic reducing the impact of regional traffic on local
neighborhoods.
Alternative transportation methods are affordable and available. Use of alternative transportation is
encouraged.
TRAFFIC&TRANSPORTATION GOALS
(Action Committee Note: The Task Force was most concerned about speeding and cur-through traffic in
neighborhoods.)
What can be done to keep local traffic on neighborhood streets and through traffic on main arterials?
0 Identify and implement programs to reduce speeding on neighborhood streets such as;
10-mph speed on neighborhood streets, police decoys, posted speeds, traffic calming devices, & photo
radar.
0 Identify arterial routes and promote use.
0 Develop a program to complete street improvements identified in the Comprehensive Transportation
Plan. '
0 Investigate programs to encourage residents to use local businesses during non-peak hours such as
discounts.
0 Improve bus service to serve neighborhoods.
What is the connection between land use and transportation? Can new developments be built with a smaller
impact on traffic? How can traffic congestion be reduced assuming limited funding and continued growth of
the City?
0 Take a proactive role in protecting neighborhood livability.
0 Actively participate in regional transportation planning efforts.
0 Reduce impacts of encouraging connectivity, increasing transit, allowing mixed use areas, and
maintaining larger lot sizes.
0 Reduce congestion through land purchases to connect or improve streets.
Can alternative transportation such as mass transit walking, carpooling. and biking help reduce traffic
congestion? If so what steps can be taken to encourage their increased uses?
0 Improve bus service including serving neighborhoods with a network of smaller busses and link bus
service to heavy rail.
0 Develop a long range plan to provide sidewalks throughout the City with a priority to areas that serve
schools.
0 Develop a program for carpool incentives including HOV (high occupancy vehicle) lanes to and from
Portland.
0 Developers pay for alternative transportation.
0 Implement a program to educate citizens about available alternative transportation methods.
0 Develop a program to provide connection of the City's bikepath system.
0 Fees and taxes on cars.
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Vision Task Force Synopsis - Direction &Goals-as of 05/15/97 7
While traffic congestion is a central issue for Tigard citizens how important is safety on our streets and
roads? Are they safe enough? If not what should be done to address this concern?
0 Speed control is a priority.
0 Improve coordination between state, county and city regarding roads and initiate transfer of jurisdiction
where appropriate.
0 Develop a more effective way of dealing with accidents.
0 Improve traffic flow(signalization improvements).
0 Improve access to business entrances through design.
0 Identify problem traffic areas
0 Improve traffic safety education.
0 Install public light rail or HOV(high occupancy vehicle) lanes down Pacific Highway.
0 Ensure neighborhood streets are designed to serve neighborhoods.
How can we ensure that adequate staffing and funding exist to keep our arterial collector and local streets uR
to thequality they need to be?
0 New development pays (off-site improvements and/or increase or expansion of Traffic Impact Fees).
0 Street light fee for maintenance (lighting districts).
0 User pays (annual fee for trip generation, fee for on-street parking, increase gas tax, vehicle registration
fees).
0 Increase big truck limitations.
Vision Task Force Synopsis-Direction &Goals-as of 05/15/97 8
COMMUNITY CHARACTER & QUALITY OF LIFE
Synopsis of Vision Issue Areas
DIRECTION STATEMENT
Tigard citizens are involved in their community. Involvement is citizen driven and citizens have the
tools to communicate effectively with community-wide decision makers.
Volunteer spirit has been maximized through community-wide coordination of volunteers. Our
community supports its volunteers with appropriate training and volunteer recognition.
Tigard encourages local, regional and community events. City funding priorities go to events which
move toward financial self-sufficiency and new community-wide events.
Business owners, property owners, and residents of the Main Street Area display strong leadership,
ownership, and commitment to downtown development. A clear direction has been established for a
pedestrian-friendly downtown and is being implemented.
The Tigard community has a defined, proactive vision for community aesthetics. Open space is a
priority and new development is required to dedicate open areas for community use.
CIVIC SPIRIT GOALS
How do we maximize the effectiveness of the volunteer spirit to accomplish the greatest good for our
community?
0 Obtain a Community Volunteer Coordinator. (It is anticipated that this position would serve the whole
community area.) This position would encourage cooperation among groups/agencies for volunteer
services as well as serve as a clearinghouse for projects needing volunteers (a rallying point for needs).
0 Create a strong recruitment&training program for people interested in volunteering and using volunteers.
0 Publicize volunteer opportunities throughout the community.
0 Recognize, nurture and appreciate those that volunteer.
Tigard has always taken citizen involvement seriously, Is the current level of citizen involvement high
enough? Are citizens truly having their voices heard? How do we ensure that the recommendations of
citizens are carried out?
0 The level of citizen involvement is never high enough. Current programs should be evaluated. These
programs should be citizen-driven and the process should be designed to involve "all". Decision makers
need to be involved and have direct communication with the citizen involvement participants. Citizens
should be encouraged to communicate with citizen involvement groups. Local partnerships should be
encouraged with citizen involvement group activities.
0 To ensure citizens truly have their voices heard there should be a community-wide omsbudsperson
position to assist/educate citizens in navigating the decision-making process and giving effective and on-
going input. The education component should be provided to citizens early on in the process.
0 Programs need to be developed that effectively communicate decisions that were made and the reasons
for the decision back to the citizens.
0 All public meetings in our community need to be in meeting rooms that encourage public observation.
TIGARD'S DOWNTOWN GOAL
Tigard's local economy as a whole is doing quite well while the downtown area is not keeping pace Many
residents might say Washington Square is the commercial center of Tigard Two efforts at downtown
revitalization failed at the ballot box in the 1980's Is there a role for the City in determining what the citizens
desire is for a central downtown area? What role should public financing play in downtown development?
0 Business owners, property owners and residents of the Main Street downtown area need to display
strong leadership, ownership & commitment to develop the downtown area. There should be agreement
on a plan and they should identify what clear direction they wish to implement. (Action Committee Note:
The Task Force wished to file a minority report in this area...some believed that the City of Tigard needed
to partner early-on with the downtown players to develop a plan.)
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Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 9
0 Development in the downtown area should address the following:
Access to surrounding neighborhoods(bikepaths, walkways, park improvements);
�.. * Support"theme" selected for the area (i.e., the 1950's, or?)with design standards,
community events, public art, etc.
0 Encourage getting out of the car-or-pedestrian friendly development
0 Downtown development financing should be sought with matching fund opportunities (i.e., block grant
funding, economic development loans, etc.).
COMMUNITY EVENTS GOAL
Community events such as the Festival of Balloons and the Old fashioned Fourth of July grow more popular
each year. With Ballot Measure 47 or 50 the City will see reduced general fund revenue How can these
events and other new community events be supported as they increase in size and number in the face of
decliningy revenues?
0 With declining revenues, events should take action to move towards financial self-sufficiency when
planning events.
0 Admission fees or surcharges for attendance and event sales should be considered. (Action Committee
Note: The Task Force filed a minority report in this area. The concern was that people on fixed incomes
or limited incomes should not be burdened with fees for admission.)
0 The City should have a limited period of financial involvement(perhaps 5 years) requiring that the event's
business plan become successful to have continued City financial support.
0 Encourage new community-wide events. The City should set aside a fixed amount annually for
community events that would only be available for new community-wide events.
0 Identify events by whether they are local, regional, or community events.
COMMUNITY AESTHETICS GOAL
Vacant land is becoming scarce demand for open space is increasing and resources are limited What
strategies should be developed to encourage citizens and the City to work in partnership with others in our
community to address this need?
0 A clear definition of"open space" needs to be developed and it should make it clear that open space is
not necessarily owned by the City.
0 Tighten "materials" code which can be used to build in new subdivisions to enhance aesthetics.
0 Designate 5-10% of new subdivisions as"open space" (excluding roads and sidewalks).
0 Actually "protect" scenic views and do not endorse "engineered solutions" to build everywhere in the
community. On-going maintenance should be addressed early in the development stage. Maintenance
of the"open space"within a subdivision should not be accomplished with government dollars.
0 City should acquire park lands and open spaces.
0 Consider neighborhood commercial in"isolated areas"away from strip malls.
0 Use tax incentives for developers/land owners to not develop areas designated as"open space".
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0 Develop and communicate a "vision" for aesthetics for Tigard (addressing all the senses). Define what is
not wanted and what is wanted with proactive standards and timeline.
0 Recognize and define Tigard neighborhood identities including signage (CIT action item).
0 Integrate information with Tigard's homepage.
0 "Steal" ideas that have worked with other communities-don't recreate the wheel.
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Vision Task Force Synopsis- Direction &Goals-as of 05/15/97 10