City Council Packet - 01/19/2021 1111
" City of Tigard
Tigard Workshop Meeting—Agenda
TIGARD CITY COUNCIL Revised January 18, 2021 -Agenda Items Reordered
MEETING DATE AND TIME: January 19,2021 -6:30 p.m.
MEETING LOCATION: Remote participation only. See PUBLIC NOTICE below.
PUBLIC NOTICE:
In accordance with the City of Tigard's Emergency Declaration related to COVID-19 and Oregon House Bill
4212,this will be a virtual meeting where Council and staff will participate remotely.
There will be no public comment period during this meeting EXCEPT for Item No.2,Public Hearing on
Amending the Tigard Municipal Code 6.02 Related to Pedestrian Easements. Written public comment may be
submitted electronically at www.tigard-or.gov/Comments. All comments must be submitted before 4:30 p.m.
on the day of the meeting.
VIEW LIVE VIDEO STREAMING ONLINE: http://www.tigard-or.gov/city hall/council meeting.php
VIEW LIVE VIDEO STREAMING ONLINE: http://www.tigard-or.gov/city hall/council meeting.php
Workshop meetings are cablecast on Tualatin Valley Community TV as follows:
Replay Schedule for Tigard City Council Workshop Meetings-Channel 28
*Every Sunday at 12 a.m.
•Every Monday at 1 p.m.
•Every Wednesday at 2 p.m.
•Every Thursday at 12 p.m.
•Every Friday at 10:30 a.m.
SEE ATTACHED AGENDA
" City of Tigard
Tigard Workshop Meeting—Agenda
T1GAR er
TIGARD CITY COUNCIL Revised January 18, 2021 -Agenda Items Reordered
MEETING DATE AND TIME: January 19,2021 -6:30 p.m.
MEETING LOCATION: Remote participation only.
6:30 PM
1. WORKSHOP MEETING
A. Call to Order- City Council
B. Roll Call
C. Pledge of Allegiance
D. Call to Council and Staff for Non-Agenda Items
2. LEGISLATIVE PUBLIC HEARING: CONSIDER ORDINANCE AMENDING TIGARD
MUNICIPAL CODE CHAPTER 6.02 RELATED TO PEDESTRIAN EASEMENTS 6:35
p.m. estimated time
3. RECEIVE PARKS MASTER PLAN UPDATE 6:45 p.m. estimated time
4. RECEIVE PHASE 2 FEASIBILITY REPORT ON THE CITY FACILITIES
CONSOLIDATION PROJECT 7:25 p.m. estimated time
5. NON-AGENDA ITEMS
6. ADMINISTRATIVE REPORT
7. EXECUTIVE SESSION:The Tigard City Council may go into Executive Session.If an Executive
Session is called to order, the appropriate ORS citation will be announced identifying the applicable
statute.All discussions are confidential and those present may disclose nothing from the Session.
Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS
192.660(4),but must not disclose any information discussed. No Executive Session may be held for
the purpose of taking any final action or making any final decision.Executive Sessions are closed to
the public.
8. ADJOURNMENT 9:30 p.m. estimated time
AIS-4529 2.
Workshop Meeting
Meeting Date: 01/19/2021
Length (in minutes):5 Minutes
Agenda Title: Legislative Public Hearing:Amend TMC 6.02 Related to Pedestrian Easements
Prepared For: Shelby Rihala, City Management
Submitted By: Caroline Patton, Central Services
Item Type: Motion Requested Meeting Type: Council Workshop Mtg.
Ordinance
Public Hearing: Yes Publication Date:
Information
ISSUE
Shall Council amend Tigard Municipal Code (TMC) 6.02 to treat public pedestrian easements the same as
sidewalks for purposes of maintenance obligations and liability?
STAFF RECOMMENDATION /ACTION REQUEST
Staff recommends approval as presented.
KEY FACTS AND INFORMATION SUMMARY
Tigard,like many cities,by code places the responsibility for maintaining a public sidewalk on the abutting
property owner. The property owner is also liable for injuries sustained as a result of their lack of
maintenance or negligence. By having the requirement in the municipal code, all property owners are held to
the same,readily apparent standard and the City has a clear mechanism for enforcement.
Public pedestrian easements are increasingly being used to satisfy development standards and create
connections,in furtherance of the City's Strategic Plan. However, unlike with sidewalks,property owner
responsibilities over public pedestrian or trail easements are generally negotiated on a case-by-case
basis.Without a clear standard in code,obligations on a private property owner for maintenance and
responsibility must be negotiated in the easement document itself. This means increased staff time to review
proposed edits from the applicants and a lack of consistency among the easements based on an applicant's
circumstances and ability to negotiate tradeoffs with the City.
By codifying maintenance and liability obligations for public pedestrian easements in the City's nuisance code,
the City can ensure uniform expectations and responsibilities for property owners with a public pedestrian
easement on their property. This also allows the City to enforce noncompliance through a nuisance action
rather than litigation for breach of the easement.
OTHER ALTERNATIVES
Council could make additional amendments or leave the code as written and direct staff to continue
negotiating individual easement agreements.
COUNCIL GOALS,POLICIES,APPROVED MASTER PLANS
DATES OF PREVIOUS COUNCIL CONSIDERATION
N/A
Attachments
Ordinance
c
CITY OF TIGARD, OREGON
TIGARD CITY COUNCIL
ORDINANCE NO. 21-
i
AN ORDINANCE AMENDING CHAPTER 6.02 OF THE TIGARD MUNICIPAL CODE TO
CLARIFY MAINTENANCE AND RESPONSIBILITIES FOR PUBLIC PEDESTRIAN
EASEMENTS .
WHEREAS,Chapter 6.02 of the Tigard Municipal Code contains provisions that make private property
owners responsible for maintenance and liability associated with sidewalks abutting their property;and
WHEREAS, in furtherance of the City's Strategic Plan, new development may incorporate public
pedestrian easements over private property to create better pedestrian connections;and
WHEREAS, the City currently negotiates each pedestrian easement separately, which creates
opportunities for inconsistencies and inequities over what may be required of a private party;and
WHEREAS,by adopting a uniform requirement citywide,this ordinance will provide clear expectations
to property owners and a mechanism for City enforcement.
NOW,THEREFORE,THE CITY OF TIGARD ORDAINS AS FOLLOWS:
SECTION 1: Article IV of Chapter 6.02 of the Tigard Municipal Code is retitled as follows (deleted
text in steihethretagh and added text is underlined):
Streets,and Sidewalks,and Public Pedestrian Easements
SECTION 2: Section 6.02.310 of the Tigard Municipal Code is amended to read as follows:
Streets,and Sidewalks,and Public Pedestrian Easements
A responsible party shall keep a public street anor sidewalk abutting their property,
or a public pedestrian easement over their property,free from earth,rock and other
debris and other objects that may obstruct or render the street, et sidewalk or
pathway unsafe for its intended use.
SECTION 3: Section 6.02.320 of the Tigard Municipal Code is amended to read as follows:
Maintenance and Repair of Public Sidewalks and Public Pedestrian
Easements
It is the duty of all persons owning property lets-er-land which have has public
sidewalks abutting the property same, or public pedestrian easements over the
property, to maintain and keep in repair the sidewalks or pathways and not permit
them to become or remain in a dangerous or unsafe condition. "Maintenance"
ORDINANCE No. 21-
Page 1
includes, but is not limited to, the removal of snow and ice.Any owner of a lot or
lam property who neglects to promptly comply with the provisions of this section is
fully liable to any person injured by such negligence.The city slime is exempt from
all liability,including,but not limited to,common-law liability,that it might otherwise
incur to an injured party as a result of the city's negligent failure to maintain and repair
public sidewalks or pedestrian easements.
SECTION 4: Section 6.02.320 of the Tigard Municipal Code is amended to read as follows:
Sidewalks,Public Pedestrian Easements, Curbs,and Planter Strips
Maintenance of sidewalks, curbs and planter strips is the continuing
obligation of the adjacent property owner. Maintenance of a public
pedestrian easement is the continuing responsibility of the underlying
property owner.
SECTION 5: If any provision of this ordinance or the application thereof to any person or
circumstance is held invalid, such invalidity does not affect the other provisions or
applications of the ordinance which can be given effect without the invalid provision
or application, and to this end the provisions of this ordinance are severable. This
City Council hereby declares that it would have adopted this ordinance irrespective
of the invalidity of any particular portion thereof and intends that the invalid portions
should be severed and the balance of the ordinance be enforced.
SECTION 6: This ordinance shall be effective 30 days after its passage by the council,signature by
the mayor,and posting by the city recorder.
PASSED: By vote of all council members present after being read by
number and title only,this day of ,2021.
Carol A.Krager,City Recorder
APPROVED: By Tigard City Council this day of ,2021.
Jason B. Snider,Mayor
Approved as to form:
City Attorney
Date
ORDINANCE No. 21-
Page 2
AIS-4521 3.
Workshop Meeting
Meeting Date: 01/19/2021
Length(in minutes):40 Minutes
Agenda Title: Receive Parks Master Plan Update
Prepared For: Brian Rager,Public Works Submitted By: Marissa Grass,Public
Works
Item Type: Update,Discussion,Direct Staff Meeting Type: Council Workshop Mtg.
Public Hearing: No Publication Date:
Information
ISSUE
Receive Parks Master Plan update #2.
STAFF RECOMMENDATION/ACTION REQUEST
This is an update for Council and no action is required.
KEY FACTS AND INFORMATION SUMMARY
Background
The City of Tigard is updating the Parks and Recreation Master Plan which was last updated in 2009.The
updated plan will address and incorporate the many significant changes over the past ten years that pertain to
Parks and Recreation services.
Project Progress
This third phase of the project is working to identify gaps and opportunities.The project consultant team
(MIG) will present an update on project progress.Parks&Recreation gaps include physical and facility gaps in
addition to organizational,operational and resource gaps.At the last Council update,the team presented
information about physical gaps in Tigard (10-minute walk analysis).This presentation will focus on other gaps
identified. Key topics include:
Staffing and Organizational Structure
The consultant team is working to complete an organizational alternatives assessment.This will compare
Parks&Recreation in Tigard with other organizations nationally,regionally and locally. Organizational
alternatives for future provision of parks and recreation services could include a new parks &recreation
department, services split between two departments [like community services (new) and public works],
or a reconfiguration of Tigard's current structure.This will be evaluated and presented in the master plan.
Funding
A key piece of this discussion is about future parks &recreation program funding.The analysis shows
that even with the additional maintenance positions funded this fiscal year,Tigard still falls below the
lower quartile for FTE's per 10,000 residents for parks&recreation services. Tigard's current program
amounts to 3.2 FTE's per 10,000 residents.This number includes the additional positions funded in this
fiscal year.
FTE's per All Agencies Agencies
10,000 Agencies serving serving
populations populations
20,000 to 50,000 to
49,999 99,999
Upper 14.9 15.6 17.2
Quartile
Median 8.1 8.9 9.3
Lower 4.5 5.0 4.5
Quartile
Exciting opportunities exist for the future of Parks&Recreation in Tigard. Key topics in the presentation
will include:
A high-quality park within a 10-minute walk for everyone
Addressing equity in Tigard's park system will require a three-pronged approach:
•Continued park development,with a focus on neighborhood parks in high equity score areas that
are currently park deficient.
*Reinvestment in areas where addressing the backlog of deferred maintenance projects or adding
additional features will increase the overall quality of a park.
•Stable long-term maintenance funding.
Recreation Programming to Build Community
The small and nimble nature of the current Recreation Program means there is an opportunity for quick
and low-cost pilot programs to build towards future classes,activities and events. This could include
activation at local neighborhood parks,after school programming,classes for a wide range of age groups,
trail programming and walking events.
Next Steps
Key Milestones
Milestone [Status
Park Condition Assessment riRAFT
State of Tigard Parks&Recreation [DRAFT
10-Minute Walk Analysis COMPLETE
r
IRecreation Needs Summary Report COMPLETE
Staff/Funding Needs and Strategies IN PROCESS
Opportunities and Gaps Analysis IN PROCESS
Recommendations and Prioritization February 2020
Draft Plan IMarch 2020
OTHER ALTERNATIVES
Not applicable.
COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS
This project will update and replace the Parks System Master Plan and Recreation Program Study.
DATES OF PREVIOUS COUNCIL CONSIDERATION
Council recieved a project update on August 18, 2020.
Attachments
PowerPoint Presentation
Tr-
PLAN TO PLAY
Planning the Future of Parks & Recreation
TIGARD
Plan Update Process
Public Engagement and Outreach
4. 4 4 4
System Gap Analysis _
& Needs Staffing, ' endations
Inventory & Funding & & Prioritization
Analysis Assessment Winter 2021
Fall 2019 -
Summer-Fall Action Plan
Winter 2020 2020 Winter 2020 2.021
Master Plan and Adoption Process
Spring 2023 -.
Tigard Parks and Recreation Master Plan Update
Project Progress
Completed/In Process:
✓Completed 10-minute walk analysis
✓Completed parks assessment
✓Completed online survey and analysis
• Basis for project recommendations
✓Evaluating recreation program growth , staffing, and
organizational options
Tigard Parks and Recreation Master Plan Update
Project Progress
To Come:
• Staffing plan
• Recreation program
• Development timeline update
• Online survey: project priorities
• Draft plan and recommendations
inTigard Parks and Recreation Master Plan Update
Draft Master Plan Goals
• A high-quality park within a 10-minute walk for everyone
• 10-Minute Walk Analysis
• Park Quality Analysis
• All parks maintained at an appropriate level, including
natural areas
• Provide equitable recreation services
• Focus park activation and events in parks located in
underserved areas
• Increase the diversity of registered participants
• Expand the reach of the scholarship program
m = Y ., Tigard Parks and Recreation Master Plan Update
Organizational Alternatives
• Introduction
• Staffing and Funding Baseline Assessment
• Comparisons
• Parks and Recreation Service Provision Needs
• Organizational Alternatives
• Preliminary Recommendations
Tigard Parks and Recreation Master Plan Update
NRPA Park Metrics : Responsibilities we1'
` 1NRPA
NatFor,ai Recreation
arri ParK ASscci:liar
Responsibilities of the "typical" parks agency:
• 96% operate and maintain park sites
• 93% provide recreation programming and services
• 88% operate and maintain indoor facilities
• 77% conduct major jurisdiction-wide special events
• 77% operate, maintain or manage trails, greenways and/or
b l u eways
• 72% operate, maintain or manage special-purpose parks
and open spaces
• 41 % administer community gardens
Momy. ` i Tigard Parks and Recreation Master Plan Update
NRPA Park Metrics : Programming
Types of programs offered by the "typical" parks agency:
• Themed special events (88%)
• Team sports (87%) . ,
• Social recreation events (87%)
• Fitness enhancement classes (82%) 4 .. 4
• Health and wellness education (81 %)
• Individual sports (74 /0) • te.
Tigard Parks and Recreation Master Plan Update
NRPA Park Metrics : Programs
Tigard Park Metrics Population : 55,514
Demographic-Specific Programs Agencies Agencies serving
serving populations 50,000
populations to 99,999
20,000 to 49,999
Summer camp 89% 91 %
Specific senior programs 78% 86%
Specific teen programs 64% 73%
Programs for people with disabilities 61 % 70%
After-school programs 44% 60%
Tigard Parks and Recreation Master Plan Update
NRPA Park Metrics : Staffing
Tigard FTEs per 10,000: 3.2
FTEs per All Agencies Agencies serving Agencies serving
10,000 populations 20,000 populations 50,000
to 49,999 to 99,999
Median 8.1 8.9 9.3
Lower Quartile 4.5 5.0 4.5
Upper Quartile 14.9 15.6 17.2
Tigard Parks and Recreation Master Plan Update
Regional Peers : Staffing
City FTEs per 10,000
Population
Tigard 3.2
Tualatin 5.7
West Linn 7.9
Sherwood 8.9
, Tigard Parks and Recreation Master Plan Update
Regional Peers : organization
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• Within the Metro region, 11 of the 15 ''
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cities with more than 20,000 people: i'09. . s- -A . �' =s
■
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• Have a parks and recreation F .: : , - -,i .. , ; , .•,..�
department OR A +,' - `°` .. - . �:) !
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• Are served by a special district N a , ,. t
• There are 4 exceptions:
I
• Gresham .4r _� WI
• Happy Valley \a
k
• Sherwood r
• Tigard .
Tigard Parks and Recreation Master Plan Update
Parks and Recreation Essential Functions
Analysis of Tigard's System identified eight categories with 38 unique essential
functions
• Land Management
• Urban Forestry
• Facility Operations and Maintenance
• Special Events
• Recreation Programs and Services
• Communications and Marketing
• Capital Improvements
• Other Functions
Tigard Parks and Recreation Master Plan Update
Organizational Structures
1 . Parks and Recreation
Department P31 k. „in d
1,4),•aitri)
2 . Two Departments
• Recreation & Community Services •:ity V.ana91
Department
(Programs and Services) pubhc.:',;ork Ic atton an-3•:c.riirmirirty
D-:partrn S•i•IVIC4 Dipal
• Public Works (Maintenance)
3 . Current Tigard Structure
Refined
miimiminumTigard Parks and Recreation Master Plan Update
Project Prioritization-Next Steps
Inputs:
• Summer Engagement identified several potential projects/project types
• New facilities and maintenance of existing system
• Recreation programs and services
• Existing Facility Assessment documented maintenance needs
• 10-Minute Walk Analysis/Service Areas documented location and
demographic baseline
• Tigard's Strategic Plan provides direction equity and broad priorities
Draft project list being developed using those inputs
• Next Steps: Public survey targeted to prioritizing project types and
implementation
Tigard Parks and Recreation Master Plan Update
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• Just over 20,000 residents
• Community Services provides programs and 1 a: i_
services, including operating the Sherwood a _ ,.�. �;.t-,...4f , i
Arts Center, the Sherwood Fieldhouse and : A ,a zx �
the Sherwood Library. "
• Operations (within Public Works) maintains ' `
y
parks and trails and manages capital f; '�,,� ; '` ,
projects. t� : r
• Sherwood built and owns the YMCA -
building, which is maintained and operated
through an agreement by YMCA. ,, „NTESF°RT"EA"TS
• There are only five departments within the - i 164 Hi,ii hi' "
City, and three of the five have a role in t I 1 i ��
parks and recreation. ' , c: 1 �:
-�
MtTigard Parks and Recreation Master Plan Update
West Linn 1
• Almost 27,000 people
• Parks and Recreation Department
c.ii".• • t-' 0 ' , ,,,
• Operates Adult Community Center and g,,,
several recreation and historic
•
buildings
• Includes Park Maintenance -
• Includes Urban Forestry
• Responsible for 548 acres, almost halfimiri]‘-
•
of which is more natural in character
• Trails is a focus - ':'._-- .,:,
• Inventory includes multiple riverfront w - ,
parks, boat ramps and docks
Tigard Parks and Recreation Master Plan Update
Tualatin
. •••
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• Almost 28,000 residents
114; , .14—' 4w ' ,
• Parks and Recreation Department ��
• Operates the Senior Center and several small . �' ''
v,
buildings .; ,- _ - _
• Maintains parks and facilities = .. .:T• Signature community events ;,. , :,' , --- ,
r..r
• Full suite of recreation programs including `'�
camps and Youth Advisory
Council ,ko:,. s ,y
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• Known for well-designed parks with 7' z
customized features and incorporation of art F e ,
• Includes extensive trail and greenway s_ .{
network with nonmotorized boat docks.
• Responsible for street trees
P --,--_ ' - Tigard Parks and Recreation Master Plan Update
AIS-4476 4.
Workshop Meeting
Meeting Date: 01/19/2021
Length (in minutes):2 Hours
Agenda Title: Phase 2 Feasibility Report on the City Facilities Consolidation Project
Prepared For: Kenny Asher,Community Development
Submitted By: Caroline Patton,Central Services
Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Meeting
- Main
Public Hearing: No Publication Date:
Information
ISSUE
Council will receive a second update on feasibility planning for the consolidation,modernization and
relocation of city facilities,and the future use of city-owned property downtown. Direction is sought on
moving to a third feasibility phase for the City Facilities Consolidation ("CFC") project.
Tonight's presentation will share planning efforts since the February 2020 report to council.Those efforts
have focused on completing a financial analysis ("Business Case") and a Communications Plan, and
progressing site and space planning for the two components of the project—the downtown portion ("New
City Hall/Police Station") and the non-downtown portion ("Public Works Operations Relocation").
STAFF RECOMMENDATION /ACTION REQUEST
Staff is requesting council approval to enter a third phase of feasibility study.The staff recommends approval,
which would enable a series of actions to occur between January and July 2021,necessary to complete the
final feasibility stage of this project. These actions include
• executing all steps up to (but not including) closing on a property acquisition for the Public Works
Operations Relocation component;
• assembling project management and architectural and engineering teams for a new Public Works
Operations building;
•undertaking engineering and other studies on the existing Public Works downtown site to prepare for the
reuse of that site for a new City Hall/Police Station;
• executing aspects of the CFC Project Financial Plan,which include finalizing project cost estimates. This is
necessary to size a general obligation borrowing that council would be asked to consider in summer 2021;
• implementing the Communications Plan to determine whether there is support in the Tigard community
for the CFC Project.
A supplemental budget request of$150,000 is necessary to complete this work. Staff is also recommending
council direct staff to prepare a formal budget request in this amount.
Referenced reports will be available on the city's project web page.
KEY FACTS AND INFORMATION SUMMARY
I. Project Overview
In February 2020,council accepted a staff recommendation to stop planning for stand-alone replacement
facilities for city departments. Prior to that work session, efforts were underway to massively upgrade or
replace Tigard's police station and the public works building,based on a campus-wide master plan that had
been completed in 2017 with little buy-in from council,staff or the community. It was evident that parallel
planning processes would not lead to economically feasible outcomes and that considerably more public
objectives could be achieved by coordinating and consolidating facility redevelopment concepts.
Then called the"All-in-One Plus"concept, council agreed to the continued study of an option to address
Tigard's public facility issues and growth concerns that would relocate the public works maintenance yard out
of downtown,consolidate most city services in one downtown building, and in so doing,enable
redevelopment of the remainder of the city's downtown property for the sake of downtown vitality and the
city's tax base.
The First Feasibility Phase,which council heard about in February 2020,was to determine if city facility
planning should switch from separate efforts (and one-at-a-time building replacement projects) to a singular
effort focused on the co-location of multiple depattnients. Upon hearing the staff presentation, council
agreed to the feasibility of consolidation and directed staff to continue to the next phase of feasibility. The
Second Feasibility Phase,described in this Agenda Item Summary(AIS) and to be presented to council on
January 19,has been to determine if such a consolidation can and should proceed now, or if the city would be
better served by waiting. This AIS and accompanying presentation to council establishes why staff believes it
is feasible (and desirable) to proceed with the CFC project now. If council agrees, staff will commence with
the final Third Feasibility Phase,which will seek to refine project costs and to learn if the concept can gain the
support of the broader Tigard community. The results of the Third Feasibility Phase will be shared with
council in June of this year,at which time council will be asked to take formal action on city properties,
facilities and a public election.
The components of this project,as of today,include a new Public Works Operations Facility of approximately
50,000 square feet on a site outside of downtown Tigard;a new City Hall/Police Station of approximately
100,000 square feet with an associated three-level parking structure that would be shared with downtown
visitors; a possible relocated and improved 20,000 square foot Tigard Skate Park;and the redevelopment of
the existing city hall site for approximately 500 units of housing,including 30 percent regulated affordable
housing.
The key milestones for accomplishing the concept are acquiring a Public Works Operations site by mid-2021;
moving Public Works Operations and commencing the new City Hall/Police Station construction in August
2023; and moving the new City Hall/Police Station and commencing the redevelopment of the existing city
hall site for housing in August 2025.
II. Current State: Facility Conditions and Budgets
To many residents,the city hall complex and public works building may seem like newer facilities.The
buildings look nice and the grounds are maintained. However,they are aging. Over time,the city's Facilities
staff have seen an increase in the number of service requests and the amount of time spent maintaining the
buildings. Needed system replacements, such as the city hall and police department roofs,HVAC systems and
main sewer lines will be extremely expensive.A Facilities Condition Assessment(FCA), completed in 2016,
identified the extent of the maintenance,repairs and system replacements needed and provided cost estimates.
A Facilities Condition Needs Index (FCNI)was assigned to each building by determining the ratio of
accumulated deferred maintenance and needs to the current replacement value (CRV.) The FCNI is calculated
by dividing deferred maintenance and needs by the CRV. City hall was found to be in poor condition,the
public works building was in good condition and the niche in fair to good condition.
As the cost estimates from 2016 wereg ettin outdated,a consultant was retained to update the estimates.
g p
After making needed adjustments,the consultant estimated it will cost approximately$15.6M to complete the
ten-year repair and maintenance plan for the existing facilities (2016-2026) outlined in the FCA.The increase
in the estimated costs for repairs and maintenance influence the facilities condition needs index referenced
previously and move the facilities deeper into the poor category.
In addition to concerns about the facilities aging,there are concerns about how well the structures will fare in
a seismic event. In 2018, the City retained a structural engineering firm to conduct a preliminary assessment of
the seismic condition of the city's facilities. Given the buildings'ages and the evolution of seismic building
codes since construction,none of the buildings are code compliant, and all would be expected to experience
moderate to substantial damage during a major earthquake. One possible solution to prepare for a seismic
event would be to upgrade the facilities to current seismic codes.A very preliminary assessment of costs to
upgrade the facilities to current codes found that the cost could be as high as $21.7 million.
Perhaps not as apparent to the public,the buildings have become overcrowded. When the city hall complex
was constructed in the mid-80's Tigard's population was 20,000 and there were 86 city employees.Now
Tigard's population is over 54,000 and the number of staff needed to provide service has grown significantly.
While some departments gained additional space when the Library moved from the permit center to its
current building in 2004,that move didn't address crowding issues for Public Works operations or the Police
Department. By 2006,both departments began working with consultants to determine their space needs and
potential paths to accommodate growth. In 2018,additional civic center planning and programming was
completed for most departments in the city. Every assessment has shown the need for additional space.
However,the city hasn't been able to assemble funding to move forward in addressing those needs.With city
facilities at capacity,and a possible funding strategy available to move the planning forward,it is imperative
that the city act. City facilities are not just aged and seismically unsound,they are also full.
III. Business Case
The CFC concept has many attractive qualities. If accomplished,it could responsibly address the many
failures of the current facilities situation as described above. It could transform downtown Tigard. It could
also help transform Tigard's municipal government by providing state of the art police facilities and a greatly
enhanced customer service experience for Tigard residents accessing city services. It would also ensure that
essential city services would remain available in an emergency and that city personnel occupying city offices
would be safe in the event of a large seismic event.
But the looming question over all these benefits is whether the project is economically viable. Is it affordable
to this community,the best use of public money, and a smarter investment than the alternative?
In summer 2020,Johnson Economics was asked to respond to these very questions. That firm's memo,
"Tigard City Center Futures Task 7:Business Case for City Facilities Consolidation Project"is attached.
Johnson Economics concludes that there is a strong business case for consolidating Tigard's facilities, and that
time is an enemy of the concept. That is,the case is strongest now and weakens over time because of rising
costs due to a growing backlog of needed repairs,rising capital expenditures and rising floor space needs
necessary for a growing city government that's occupying aging facilities.
The Johnson analysis provides a financial comparison between the CFC concept and upgrading existing
downtown facilities,recognizing that the city's ultimate decision will be largely driven by its fiscal
responsibility to Tigard taxpayers. The analysis uses a twenty-year horizon and assumes that staying in the
existing facilities is possible,by leasing the equivalent amount of additional office space provided in the new
buildings. These are questionable assumptions,given the state of the existing buildings and the office realty
market in Tigard,but they are necessary to gain an apples-to-apples understanding of the financial comparison
between building new and staying put.
The bottom line in the Johnson analysis shows that the city will expend significant resources in either scenario
to deal with capital expenditures,repair and maintenance costs and occupancy costs (for required additional
space). The overall cost to remain in place was reported as $181 million over 20 years.The overall cost to
build new was reported as $148 million over 20 years.
The key difference in the scenarios is twofold. First,the new buildings have significant value at the end of the
planning period,whereas the existing buildings "will be beyond their useful life and too expensive to maintain
for occupancy. At that point,the city will need to wrestle with the issue of new space again, at significantly
higher cost." Second,the "build new"scenario is able to generate revenue for the city by monetizing the asset
of the underlying land,already in public ownership. The Johnson analysis estimates that the city will collect
$13 million in land sale proceeds and property tax revenues after the redevelopment is complete. These two
factors,along with a lower annual operating expenses for the new buildings,account for the long-term savings
from accomplishing the CFC concept.
Other factors worth noting are described in the Johnson analysis, such as the challenges the city faces in
keeping up with the capital and maintenance costs of its existing building supply,the complete loss of the
Niche building in a seismic event,and the huge expense and questionable strategy of planning to lease new
office space rather than pursuing new construction for buildings that would be in public ownership. Council
is urged to review the Johnson memo and to ask questions about it. The firm's principal,Jerry Johnson,is
planning on being available at the council meeting to respond to questions.
IV Public Works Relocation Effort
The first step in achieving the goals of the CFC concept is the Public Works Operations Relocation.This
effort began in earnest in April 2020,with the help of a local commercial broker,Capacity Commercial Group
(CCG). Public Works gave CCG the following parameters for a new site:
•Site size: 8 acres developable
•Location:preferably in Tigard
•Acreage an be assembled from multiple parcels.
•Site must be relatively flat.
CCG provided staff with a list of 13 potential sites in Tigard in early June and staff performed an initial
analysis of those sites. Due to some environmental,zoning and geometric configuration issues, staff whittled
the list down to five to six sites. In parallel with this, staff has also contracted with Scott Edwards
Architecture LLP (SEA) to help with the initial analysis. With the combined effort,a"top five"group of sites
was identified for SEA to conduct a more detailed analysis that would:
•Determine if a modern-day public works facility could fit on the site
•Provide a conceptual layout of a public works facility
*Provide concept cost estimates of a facility on each site
•Rank the top five sites for staff consideration
SEA's work will be complete by the time staff presents this material on January 19. The ranking of the sites
was completed by the end of November 2020 and staff discussed the top candidate site with council in an
executive session on December 1, 2020. Council gave staff authorization to begin negotiations with the owner
of the top-ranked site. Staff will keep the council updated via executive sessions as to how those negotiations
are going.
This part of the project is tracking the following major work items and aggressive timelines:
'Task Status Timeline
Site analysis In progress 8/1/2021 —1/15/21
Hire project manager/owner's rep IIn progress 1/4/21 —3/31/21
Select A/E Design Team Not started 1/15/21 —4/15/21
Select CM/GC team Not started 4/15/21 —7/15/21
Site Due Diligence Not started 2/1/21 —3/31/21
Close on New Property Not started 5/15/21 —6/30/21
Design Not started 7/1/21 —12/31/21
Construction Not started 5/1/22—8/31/23
V. City Hall/Police Station and Downtown Property Redevelopment Update
In February,council authorized staff to conduct a Functional and Conceptual Design effort to confirm the
size of the new City Hall/Police Station building and to begin laying out the internal and external spaces.
DLR Group was contracted to lead this work,which is ongoing.After conducting interviews with city staff _
and reviewing prior programming work completed by a different architecture firm in spring 2020,DLR
Group updated the building program,taking into account multiple factors.
These included increasing the"grossing factor" for a building of this type,modifying the rate of expected
growth (i.e. demand for service and space) over the next 20 years,and accounting for the effect of remote
work post-pandemic. The city's Leadership Team held two sessions with DLR Group to reconfigure work
space allocations to account for remote work effects.DLR Group also helped the Leadership Team begin
planning for a centralized service desk that would handle multi-departmental customer service needs on the
ground floor of the new building. Site and circulation options have also been explored,along with the onsite
parking allocation which is still under review.
The net result of the Functional Design work at this date is a 7,000 square foot increase in the size of the new
building as compared to what was planned in the spring. (The building grew by 17,000 feet due mainly to the
larger grossing factor, and was then pared by 10,000 because of space reductions made possible by remote
work planning). The building is now planned to be 100,000 square feet. Exactly half that amount is for the
new police station and the remainder is for all other city departments,council chambers,a new courtroom,
community room and other uses.
The Conceptual Design work has only progressed far enough to optimize building orientations on the site and
site circulation. DLR Group did complete a stacking diagram that begins to describe the relationship between
the interior spaces on the various floors,but the conceptual design phase is scheduled to begin in earnest over
the next couple of months with community input and more information about soil and slope conditions on
the site.
Discussions have begun with Dreamland Skateparks about a possible relocation of the Jim Griffiths Memorial
Skate Park to the new site. The opportunity to improve this Tigard park is evident and exciting to both the
project team and Dreamland Skateparks (the formerly Tigard-based developer of the existing facility) and the
relocation is included in the project budget. DLR Group will present a highly summarized version of its work
to date at the council meeting.
There is little new to report regarding redevelopment of the city's remainder property downtown, should
consolidation occur. This is because such redevelopment,planned for housing because of the nature of the
city hall site,zoning and downtown market,would only happen after the police and other city departments
vacate their current offices and move across the street.That is scheduled to occur in 2025. The CFC schedule
envisions a master planning process getting started for the current city hall site in the summer of 2022 with a
master plan adoption scheduled for late 2023. The city or development agency would then begin a process to
select a developer,negotiate a Disposition and Development Agreement,and sell the property.
Because no additional property has been secured to enlarge the city's downtown property holdings,and with
new information about the size of the new city hall/police station,parking garage and possible relocated skate
park,housing redevelopment targets have been lowered from 750 units to 500. A 30 percent target has been
set for housing affordability,and property tax projections have taken this into account (since affordable
multi-unit projects are eligible for tax abatement in Tigard). It is important that this affordability target be
established and committed to by the city,lest pressures from the market and a desire to maximize the land
sale proceeds drive up the cost of the housing for future Tigard residents.
The final update to note is that the failed Southwest Corridor project has not caused the project team to alter
its expectations about the value of the city's property or its redevelopment potential. The effect of Southwest
Corridor, should it someday be built,would be to reduce risk for the future housing developer, and modestly
reduce the CFC project's parking demand (since more employees would be able to take transit to work). The
failed measure to fund the project could slow down the pace of new housing development. However,the
site's proximity to existing transit,to Tigard's Main Street,to the Tigard Public Library,to the Fanno Creek
Trail and to Universal Plaza are all location benefits that more than compensate for the lack of fixed route
transit between downtown Tigard and the City of Portland and Bridgeport Village.
VI. Communications
As with all large projects,it is important that the city provide residents with information about the need for the
project and get their feedback.To help with that,the city has engaged Kearns&West to create a
communications and engagement plan for the CFC project. Through implementing the plan,Tigard residents
will become aware of the project benefits,as well as its costs.We will provide opportunities for the
community to help shape aspects of the project design, create ways for residents to see the link between the
project and the city's overall goals,and will demonstrate the benefits of the CFC project.
Kearns&West has conducted internal and external stakeholder interviews as well as a focus group. Based on
these interactions, the projects'key messages have been developed and are now being shared with city boards
and committees. Kearns &West is in the process of developing a fact sheet to share with the community and
is coordinating a short video about the project.A project webpage is also in development and will launch by
February if council gives approval to move into Phase 3 Feasibility.
PacWest Communications is also participating in the project and is providing strategic guidance to city staff
and Kearns &West.
VII. Funding
As outlined previously,since the council briefing in February,staff and our consulting team have updated our
space needs and costs. This has enhanced our ability to determine the costs and feasibility of the CFC project.
Given what's known today,assembly of the necessary resources to fund and finance the CFC project
continues to appear feasible.
While gauging the financial feasibility of this project,the team has been able to maintain the same funding
principles as presented in February. Those principles include:
•Voter-approved bond that restructures retiring debt and does not increase tax rates above the current
rate of$0.3385/$1,000 AV
•Using reserves and bonding revenues from utilities (Water,Sewer,Stormwater,Parks) and Special
Revenue Funds (Building and Streets) pay for their fair share of the space
•Using the sale of the City's land as a funding resource
•Bonding using Photo Enforcement revenues (after program expenditures are met)
•Bonding using urban renewal tax increment to fund public improvements and parking
Knowing that the funding principles are viable, the project team structured an overall project budget for the
design and construction of the downtown police and city services building and associated parking structure,
and the public works operations facility. Since February,we have developed conceptual plans to provide
appropriate unit construction costs for each of the project components.
In recent years, the cost of construction has increased at 7 percent annually. This inflationary factor is being
considered for the impact of time in our project schedule. Other costs,such as design costs,fees, etc. are
based on discussions with professionals and our conceptual plans.
The estimated budget contains five major cost categories for each of the components:
1.Land Costs,including cost to acquire land for the public works operations building and to perform due
diligence investigations.
2.Hard Costs,including construction costs of all components of the project.
3.Soft Costs,including all design costs, other consultant costs,permit fees and construction charges, and
building content costs, (furniture, fixtures and fittings)
4.Contingencies and Fees,including an appropriate contingency amount given the current level of detail of
the project.
5.Financing Costs,including the cost to issue debt and the costs of holding that debt during construction.
Since many of the City's departments have their own specific funding sources—generated by user rates
and/or fees—the total project cost will be allocated to each department based on departmental space needs.
The City would use reserves,where appropriate, and issue a series of bonds to pay for the project. Using the
principles stated previously,the goal of the City would be to fairly allocate these costs while not increasing the
current tax rate of 33.85 cents / $1,000 of assessed value.
Tigard has current voter-approved bonds for the library and parks. Based upon direction from council
provided in the February 2020 meeting,Tigard staff restructured the existing bonds in April 2020. The
restructure accomplished two goals. First,it secured the current tax rate and leveraged growing assessed value
to reduce the total payoff time from 2031 to 2026. Second, shortening the payment time reduced total
interest payments by tax payers by approximately$1.25M over the life of the bonds while maintaining the
current property tax rate of$0.3385/$1,000 through 2025.
For the CFC concept,voters would need to be asked,prior to 2026,to approve a new 30-year General
Obligation bond to pay for up to $60M of the new facility. Again,these bonds would be paid off at the
existing tax rate of$0.3385/$1,000.
Tigard's utilities (Water,Sewer, Stormwater,and Parks) and special revenue funds (Building and Streets) would
pay their fair share of the facilities that house the people,equipment and materials that provide these services.
While some of these areas are currently paying for a portion of their space needs,these services have benefited
from low cost for space.
To pay for their fair share, the utilities will use a combination of reserves and revenue bond financing. It is
anticipated that costs overall will increase and utility rates will need to be adjusted. While the exact impact on
utility rates is not known at this time, staff has started some analysis. The newly adopted Stormwater rates
include a provision for the cost of space and we will need to refine the CFC project costs to see if enough has
been included. The water utility has enough reserves that it may be able to pay its share with available
resources. Sewer rates do not explicitly include the cost of space;however,initial forecasts indicate that rates
are sufficient to make bond payments in the initial years with little,or no,change to rates.The one utility
where it is known that rates will need to increase is for parks and recreation's share of the project. In
February, staff indicated that the impact is expected to be less than an additional$10 per month for a typical
home. This is still true and it is further likely that the additional impact will be in the$8-$5 per month range.
For Tigard's special revenue funds,the Building Fund has sufficient revenues to pay the department's share
and the Gas Tax Fund made its last payment on the Burnham Street Bonds in June 2020,freeing up capacity
for new debt. The Burnham Street Bonds cost approximately$580K/year. The Gas Tax Fund's share of the
CFC is anticipated to be about twice that amount. This will put constraints on the Gas Tax and Tigard will
need to continue to use its other transportation funds and grants to maximize capital planning for
transportation infrastructure.
Photo enforcement is a new program in Tigard in 2020. It is anticipated that the program will generate
enough revenue in excess of program expenditures that up to $11M in proceeds from a 20-year bond could
be available to pay for some of the Police portion of the facility. This program will need to be monitored
over the next year to ensure that revenue estimates are valid.
If Council recommends proceeding with the CFC planning, staff would continue executing aspects of the CFC-
Project Financial Plan,which include finalizing project cost estimates. This is necessary to size a general
obligation borrowing that council would be asked to consider in summer 2021.
Lastly,one of the many benefits of redeveloping the land currently housing city facilities is the creation of new
property tax revenues. As city facilities,city property is not paying property taxes. After redevelopment,
market-rate multi-family housing will pay property tax and would add to the tax increment collected by the
Tigard Center Development Agency. The additional tax increment can then be used to fund portions of the
site improvements and public parking. Conservatively, an estimated additional$6M in bond proceeds can be
funded by the TCDA.
OTHER ALTERNATIVES
As described in both the Business Case and Financial part of this AIS,delay is the enemy of this project,a fact
which limits easy alternatives available to council. Council always has the alternative to cancel the project if it
views the project as unfeasible for any reason.
Short of cancelling the project,there are no large-scale alternatives that staff is aware of.The critical path to
completing the CFC project has been described as a sequence of dominoes, one knocking over the next. This
linearity means that steps taken in 2020 and 2021 have real impact on whether the project can be completed
in 2025,and whether the project financing can accomplish the entire project.
Within this very real constraint,however,council can consider alternatives that would supplement the staff
recommendation.
For example,council could elect to hold a special listening session to gather more information about the
Communications Plan, the Business Case or the Site and Concept Plans for the new buildings. Council could
ask for additional review of the city's building assessments and their associated budget and facility planning
implications. The Town Center Development Agency board and advisory committee can be convened to
gather more input about the marketability of the city's downtown properties. A stakeholder task force could
be assembled to advise the council. These and other process adjustments are well within the council's
purview and the CFC project could continue with these kind of process amendments.
The Project Team views the third and final Feasibility Phase,which would begin with council's approval on
January 19th and run through June of 2021,as the time period during which lingering questions can be mostly
put to rest, especially about community understanding and acceptance of the CFC project.This final
Feasibility Phase is designed to bring the concept to the community with information about site and building
designs, costs and community benefits.This is the information necessary to hold a constructive community
dialogue,upon which the council will be asked to render a final decision about proceeding this summer.
Staff believes that Phase 3 Feasibility will provide council with sufficient staff, consultant and community
input to make its decision in June. However, the Project Team stands ready to adjust if council would like to
see a different or supplemental process undertaken beginning now.
COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS
Council Goals
Goal 1: Ensure the City's continued financial stability and sustainability while providing mandated services.
Seek ways to fund and increase services valued by the community.
Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality.
Strategy 2.1 Continue to make Downtown Tigard a place people want to be by making substantial progress on
projects that attract new residential and business investment:
Strategic Plan,Priority 3,Ensure development and growth support the vision.
Objective 3.1 Pursue land development that maximizes public health benefits while increasing connection
between people and community destinations.
Objective 3.2 Focus development-associated resources in parts of the city that have the capacity to serve,
house, employ,and attract the most people with the least impact on Tigard's natural systems and the climate.
Objective 3.4 Proactively intervene as necessary to meet the housing needs of all community members.
DATES OF PREVIOUS COUNCIL CONSIDERATION
February 28, 2020 council received a staff and consultant presentation on the need for and feasibility of
moving public works operations out of the downtown to a more suitable location and building a new public
service building that will house most city services.
Fiscal Impact
Fiscal Information:
To complete the recommended actions, staff will be requesting$150,000 in professional service contracts in
the third quarter supplemental.
Attachments
CFC Communication Plan
CFC Business Case
PowerPoint
AgendaQuick02005-2021 Destiny Software Inc.,All Rights Reserved
K EARN S .4 WEST
Strategic Communications and Engagement Plan
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1
KEARNS ,41A/ EST
TABLE OF CONTENTS
I. INTRODUCTION 3
A. Purpose and Plan Overview 3
B. Process 3
C. Project Background 3
D. Timeline 5
E. Context and Related Projects 6
II. COMMUNITY PROFILE 8
A. About Tigard 8
B. Project Area 9
C. Demographics 10
III. RESEARCH OVERVIEW 11
A. Purpose and Approach 11
B. Themes 11
IV. GOALS 12
V. KEY MESSAGES AND MESSENGERS 12
A. Guiding Principles 12
B. Key Messages 13
C. Messengers 14
VI. COMMUNICATIONS APPROACH 15
Phase One: Communications and Engagement Activities (Mid-November 2020-Early January) 15
Phase Two: Communications and Engagement Activities (Mid-January-March 2021) 18
Phase Three: Communications and Engagement Activities (April-early June 2021) 22
VII. KEY AUDIENCES 25
VIII. COMMUNICATIONS RISKS AND MITIGATION 30
IX. EVALUATION 32
X. APPENDIX 33
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I. INTRODUCTION
A. Purpose and Plan Overview
The City of Tigard Strategic Communications and Engagement Plan for the City Facilities Consolidation
(CFC)project outlines how the city and its consultants will inform and engage with Tigard residents. Once
finalized,the plan will serve as a resource to plan and implement strategic communications efforts by
identifying tools and approaches to reach key stakeholders,elected officials,and Tigard residents.
The Strategic Communications Plan(Plan)is comprised of several parts.This section provides an initial
overview of the planning process,project background,and related projects.The following sections provide a
community profile,research findings,plan goals,messages,and key audiences.Next,the plan will review
strategies and tactics for advancing the goals.Following the review of strategies and tactics,the plan outlines a
workplan to implement the communications and engagement approach and evaluation strategy to measure
outcomes.
Kearns&West proposes dividing the communications into three major phases to encourage community
input and gain community support for the proposed new city building.First,K&W recommends a grass-tops
engagement campaign over the fall and winter. Building on this targeted work,in early 2021 K&W suggests
launching a broader campaign to reach Tigard residents,to educate them about the need for this project.
Finally,leading up to a potential ballot measure in November 2021,K&W recommends utilizing all available
channels of communication to share the vision for the project and gain the support of Tigard residents
B. Process
The City of Tigard hired Kearns&West(K&W) to develop the Plan in July 2020.First,K&W held a kick-off
meeting with the CFC project team to understand the project background and context,identify city goals for
communications and discuss any key considerations.K&W then researched and gathered background
information in order to lay the groundwork for the effort and inform initial key messages.The next step was
conducting interviews with key city staff and community leaders to gather perceptions and insights to inform
how to provide effective communications and a productive public engagement process.
An additional research component was included at the suggestion of the city to seek insights from a key
stakeholder group—Tigard downtown interests.Kearns&West planned and conducted a small discussion
group with downtown stakeholders to better understand their unique perspectives and interests as it relates to
the CFC project.
C. Project Background
As a result of the City of Tigard's growth over time,the city is facing decisions about how to best invest in its
infrastructure. The city has a strategic vision to make Tigard more walkable,inclusive,and healthy and all of
its investments should help meet those goals.To meet the needs of a growing community,the City of Tigard
is considering consolidating most of its public services in a new building that would replace its aging
downtown facilities,called the City Facilities Consolidation(CFC)project.
Key factors driving the need for this project include:
• City facilities are old. Their maintenance needs are growing,and most require expensive updates to
meet seismic standards.
• The facilities are also inadequate to meet the needs of its residents. The Police Building in
particular is overcrowded and lacks proper security,and city hall and the permit center are also
maxed out on space. Current city facilities are not big enough to serve Tigard's growing population
and are spread across six locations,making coordination difficult.
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• The CFC project is the most practical,efficient,and affordable solution.The city is downtown's
largest landowner but is not currently using its land to its full potential and is not supporting the
community's vision for a vibrant downtown core. The city's 13 acres downtown can be
repurposed to support downtown living,shopping and dining.If the CFC project moves forward,it
would open up 9.5 acres within the current City Hall complex.The replacement,consolidation and
redevelopment of the remaining land is a good use of taxpayer funds.
• Potential opportunities,such as saving taxpayers money,encouraging business growth, opening up
affordable housing,and consolidating city services in one central location.
In February 2020,the Tigard City Council heard a proposal from a work team made up of several department
directors and consultants about the feasibility of consolidating most city services into a new facility located on
city-owned property downtown.After learning about the potential benefits,Council gave staff direction to
continue exploring the feasibility of moving the project forward.The work happening in Fiscal Year
2020/2021 includes developing a business case for the project,delving deeper into the functional planning
for the facility,and sharing the potential project with the community to get input and buy-in.
Key project features could include:
• Design and construct new building to centralize most city services at city-owned property downtown.
• Relocate the public works yard and construct new building outside of the downtown core.
• Open up 9.5 acres within the current City Hall complex for redevelopment—which includes the City
Hall,the Police Department facility,the Permit Center and the Niche Building.
• Potentially relocate and enhance Tigard Skate Park.
Currently,the city is working to further test the feasibility and understand the costs and benefits of
consolidation. The city believes the project can be funded without raising property taxes,although voters
would have to approve new general obligation bonds,possibly on the November 2021 ballot. If funding is
secured,the project could begin construction in summer 2023.
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D. Timeline
CFC project involves several,simultaneous projects including:The Public Works Move Project,CFC Financing Project,Tigard Public Services Building
Project,City Land Redevelopment Project,and the Communications and Engagement Project.The following is a high-level timeline of the various
efforts.
Oct Nov Dec Jan Feb March April May —I I June July j Aug Sept Oct Nov
Site identification and Risk 1 —�
Site and Building Design Options Site and Building Design Site and
Analysis i I
— — — —--— —J - Building
Conceptual Design Design
Develop-
ment
Business Case
Review/Finalize
City Center TIF Expansion
Ballot
- I . Measure/
Workflow Final
Analysis/Options Vote
Report
Development
Conceptual Plans Design Development
Affordability
Targets
Parking Key: Project Type
Program _ Blue=Public Works Move Project
Orange= CFC Financing Project
Communication Develop collateral Strategic Communications Plan Implementation
Plan Green=Tigard Public Services Building Project
i Gray= City Land Redevelopment Project
Workplan Yellow=Communications and Engagement Project
Purple=City of Tigard Ballot Measure/Vote
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E. Context and Related Projects
Public Works Relocation
To serve Public Works operations,the city is recommending a new public works yard and building outside of
the downtown core.The need for additional space resulted when the Public Works Annex facility was
demolished in 2006 to make room for street and intersection improvements. Further,in 2015,the land that
contained the buildings and yard that supported Public Works'Streets and Parks divisions was sold off to
make way for the Atwell residential housing project.Today,Public Works employs 80 staff and is spending
over$350,000 a year leasing space at two other locations.These locations do not meet capacity to
accommodate staff workspaces and meeting rooms.
The city is currently identifying potential sites for the relocated Public Works building and in fall 2020 began
developing a conceptual design and cost estimate for the proposed project.
City Land Redevelopment
As noted above,the city is the largest landowner in Downtown Tigard with facilities that occupy
approximately 13 acres.If the CFC project moves forward,it would open up 9.5 acres within the current City
Hall complex—which includes the City Hall,the Police Department facility,the Permit Center,and the Niche
Building.
Additionally,a new development pattern is beginning in Downtown Tigard,as demonstrated by the
successful Attwell-off-Main mixed-use project.Interest in urban style-development downtown Tigard
continues to grow,both from developers and potential residents.A second mixed-use project will soon break
ground on Main Street,and the city's long-sought plaza is only two years away.Redevelopment of the city's
property represents an opportunity to accelerate downtown revitalization by adding several hundred new
housing units and filling them with downtown shoppers,workers and walkers.
The city-owned land is zoned Mixed Use—Central Business District.By applying current development codes
and regulations to the property,and making some market assumptions regarding average apartment size,the
city estimates that approximately 400—450 housing units could be built within the City Hall complex.The
CFC project is proposed to occur on the current Public Works site,along with a parking structure.These
buildings would not use the entire site,so a remainder parcel could be sold for development.Approximately
150—300 additional apartments could be built on that remainder property.For perspective,combined with
the current City Hall property,this redevelopment potential is equivalent to four or five Attwell-off-Main
projects.
Based on reasonable assumptions on total development costs and anticipated rents,and assumptions based
on the value of similar projects and transactions,a land value has been calculated for the city's land holdings
of$8.8-$13.5 million.This value,and the feasibility of redevelopment actually occurring on the city
property,have been tested with numerous development firms in the Portland metro region.Based on several
conversations,the redevelopment potential of the city's land holdings is very high.
City Center Tax Increment Financing Expansion
Tax increment financing aids in the revitalization of two Tigard's districts--the City Center(Downtown) area
and the Tigard Triangle. Revitalization programs are funded through tax increment financing(TIF)generated
in each area to fix identified problems and attract investment(and new assessed value)in the same area.Each
district is guided by a tax increment spending plan and is administered by the Town Center Development
Agency.
The city is seeking to expand the maximum indebtedness of the City Center area.Voters would have to
approve this initiative,possibly on the May 2021 ballot,This initiative would not raise taxes for residential
taxpayers.Approval of a higher borrowing ceiling will allow the downtown to continue revitalizing,through
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new street connections,public space improvements,pedestrian amenities,housing and commercial
development and a parking structure to serve the public.
Additional Downtown Plans and Projects
Tigard is leading several planning efforts and development projects in Downtown Tigard to support the City
Center revitalization that calls to"develop urban spaces that provide active and passive recreational
opportunities for pedestrians and attract residents and visitors to downtown." These include the following:
• Tigard Universal Plaza:Planned to open in 2022,Universal Plaza will be a place for everyone—a
community gathering spot in the heart of downtown Tigard.Located on Burnham Street and
accessible from the Fanno Creek trail,Downtown's Universal Plaza will provide a public living room
for downtown visitors and will bring new energy,life and patrons to the downtown district.
Residents expressed interest in a vibrant downtown core with restaurants,shops,entertainment
options,and community spaces like a splash pad or plaza for farmers markets and food trucks. Some
of these interests,such as a splash pad,will be addressed through this project.
• Main Street at Fanno Creek Redevelopment_As part of its redevelopment plan,the city is
expecting a mixed-use building and small public space on Main Street overlooking Fanno Creek to
break ground in 2021.
• Main Street Green Street Phase 2:Phase 1 of the Main Street Green Street project rebuilt the
southern half of Main Street in Downtown Tigard, from Pacific Highway/99W to the railroad
crossing.Phase 2 of the Main Street Green Street Retrofit will continue the Phase 1 improvements
across the railroad tracks north to Scoffms Street.The improvements will include new street lighting,
pedestrian crossings,sidewalks,and stormwater planters.Design and engineering are currently
scheduled for fiscal year(FY)2019-20,with construction in FY 2020-21.
II. COMMUNITY PROFILE
The proposed CFC project is located in Downtown Tigard,Oregon.Tigard is located in the Portland
metropolitan area immediately southwest of Portland,Oregon.The following information will help to inform
the audience and messages for the CFC communications program.
A. About Tigard
Internal and external stakeholders shared their views on the unique aspects and characteristics of Tigard.In
their words,they described the community and its values,challenges,and opportunities in the following ways:
• Tigard is changing.Tigard is home to many long-term residents who remember the days when it
was an agricultural community.At the same time,over the past 60 years Tigard has experienced
significant growth.These growth impacts are felt at home and has caused the city to become a place
of its own,rather than simply a suburb of Portland. Several noted the concern about accommodating
growth and also concern that a new infrastructure project such as the Southwest Corridor project
could bring more changes and inflate property costs.
• Transportation is a top priority.Residents want to easily walk and bike to community destinations,
linked by trails.Traffic is also a primary concern.
• Tigard offers unique appeal.Residents value the local parks,small businesses,lower cost housing
options in comparison to Portland,proximity to Portland's cultural amenities,and convenient access
to other destinations.
• Tigard lacks a cohesive identity and common understanding of needs. Some felt residents may
not have awareness of the challenges Tigard is facing. Others mentioned Tigard does not have clear
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identity and neighborhoods are disconnected,with separate areas and communities.There is an
opportunity to create a common understanding of the need to prepare for the future and address
current needs.
• Interest in promoting a diverse community.Several noted interest in fostering more diversity and
inclusion in the community vision to support everyone.
i • Residents are authentic and practical.People value information that is straight to the point.They
also are deliberate,thoughtful,and want to understand how their tax dollars are spent and are
focused on results.
• Tigard is approachable and social connections are valued.Tigard residents described the
friendly community,how smaller scale of the city offered more opportunity for engagement,and
interest in more opportunities and activities for their families,including parks and recreation
programming.
• A more vibrant,walkable downtown is needed.Many expressed interest in an opportunity to
foster a vibrant downtown,building up vacant parcels,increasing walkable space,and drawing people
to downtown through events and activities such as concerts,farmers markets,and festivals.
B. Project Area
Tigard is about 11.7 square miles and includes residential,industrial,and commercial land uses.The proposed
site of the new consolidated city facility is located approximately a quarter of a mile north of the current City
Hall complex.The site is adjacent to retail,apartments,parks,public parking, employment,industrial uses,
and trail and transit connections.There are many large employers and small businesses within in proximity to
1 the proposed facility.Adjacent key land uses and destinations include the following:
• Tualatin Valley Fire Station 51
• Fanno Creek Park
• Ash Avenue Dog Park
• Tigard Transit Center
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9
KEARNS 1WEST
C. Demographics
The following City of Tigard demographics are based on data cited in the Tigard Parks System Master Plan
Demographic Profile published in April 2020 and Metro's 2040 Distributed Forecast published in July 2016.
Between 2010 and 2017,the city's total population grew by 14%, from 48,035 to 54,758 residents.In 2015,
there was a total population of 49,280 and total employment of 46,041.' The city is projected to continue
growing into the near future. Regional growth forecasts project that Tigard will grow to over 68,701 in
population and 63,919 in jobs by 2040,which would represent a 39%and 39%increase,respectively, from
2015.2
Employment,Income,and Education
The median household income in Tigard is $70,120,approximately 20%higher than the Oregon statewide
median household income.3
In 2017,44% of Tigard residents 25 years and older had earned a bachelor's degree or higher,compared to
32%of Oregon residents.4
Housing
Housing continues to grow in Tigard.The concentration of multifamily housing units is expected to grow
from 36%in 2010 to 44%in 2040.5 Multifamily units can only be built at scale in very few places in Tigard,
including the downtown core. Overall,the total number of housing units in Tigard increased by 7%between
2010 and 2017.
Race and Ethnicity
Tigard is more racially and ethnically diverse than the state of Oregon,which was 89%white in 2017.
Eighteen percent of Tigard residents identify identified as a race and ethnicity other than non-white.
Kearns&West recommends translating project materials into Spanish and providing opportunities for
interpretation at any public events or neighborhood briefings.
Age
As of 2017,the median age in Tigard is 37.7 years.The proportion of residents ages 35 to 54 years is 25% and
20%are ages 20 to 34 years old.The percentage of residents ages 65 years and older increased from 10%to
14%between 2010 to 2017.6
'Metro Economic and Land Use Forecasting, Metro"Gamma"Forecast Distribution
Profiles by City and County:2025/2035/2040.2012.
2 Ibid
3 U.S.Census Bureau;American Community Survey,2006-2010 American
Community Survey 5-Year Estimates,Table DP03. U.S.Census Bureau;American
Community Survey,2013-2017 American Community Survey 5-Year Estimates,
Table DP03.
4 U.S.Census Bureau;American Community Survey,2006-2010 American
Community Survey 5-Year Estimates,Table S1501.U.S.Census Bureau;American
Community Survey,2013-2017 American Community Survey 5-Year Estimates,
Table S1501.
s Metro Economic and Land Use Forecasting,Metro"Gamma" Forecast Distribution
Profiles by City and County:2025/2035/2040.2012.
6 U.S.Census Bureau;American Community Survey,2006-2010 American
Community Survey 5-Year Estimates,Table 50101. U.S.Census Bureau;American
Community Survey,2013-2017 American Community Survey 5-Year Estimates,
Table 50101.
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III. RESEARCH OVERVIEW
A. Purpose and Approach
Kearns&West conducted research to inform messaging and communications strategies by reviewing
background information from the City of Tigard and gathering insights through informal interviews and
discussions with internal and external stakeholders.These meetings included the following:
• A series of four small group discussions with city communications staff and city staff in key service
areas
• Interviews with nine Tigard community leaders,as identified by city staff
• A two-hour discussion group with six Downtown Tigard stakeholders,as identified by city staff
The purpose of the stakeholder interviews and discussion group was to:
• Engage key stakeholders early in the process to raise awareness about the CFC project.
• Inform this audience about upcoming city plans and the CFC project.
• Understand community perspectives,interests,and concerns as it relates to the CFC project to
inform messaging.
• Learn community preferences for communications and engagement to help design a successful
approach.
• Identify key audiences to engage as part of the CFC project process.
• Learn about past projects in the city,what worked well,and any lessons learned.
• Identify any related projects and opportunities to coordinate or leverage communications efforts.
• Help identify ideas to effectively engage historically underserved communities.
B. Themes
A summary of key themes from the interviews and research is included in Appendix A.High-level topics and
key take-aways from interviews with city staff and community stakeholders are outlined below:
• Tigard residents are concerned about the project cost and potential tax impact and want to know
their tax dollars are used effectively and efficiently:Residents will need to understand costs and
financial advantages of the proposed consolidation.
• Many expressed support of an approach that continues existing bonds,without new or expanded tax
increases
• People are interested in hearing about tangible benefits of the project:Several highlighted the
opportunity to develop a vibrant downtown and increased community spaces.
• The potential project timing is a concern:According to staff,residents may be fatigued by recent and
planned projects and funding requests and both internal and external stakeholders are concerned
about financial uncertainty due to impacts of COVID-19.
• Community stakeholders were unaware of the aging conditions and life-safety risks of the existing
buildings:More education is needed about the problem the city is facing.
• The Mayor,City Council,and staff are critical ambassadors in reaching the community and sharing
project messages.
• Stakeholders discussed preferred communications tools which included mailed collateral, social
media,the city website,and emailed newsletters.
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K EARN S .4 WEST
• Provided key audiences and stakeholder to engage including suggestions on how best to engage
historically underrepresented populations.
o Many noted the need to engage community leaders and to ask residents how they want to be
engaged.
IV. GOALS
This plan supports the following goals identified by city leadership and the CFC project team.
1. By June 2021,Tigard residents will have a high awareness rate of the purpose and need for the CFC
project and understand why consolidating city services into a new building is the preferred solution.
2. By spring 2021,Tigard residents have a meaningful opportunity to shape key aspects of the CFC
project and input is collected to inform the design,operations,and functional planning of the
building.
3. By November 2021,Tigard residents will know about how the CFC project relates to city goals such
as resiliency,equity,walkability,affordable housing,and climate change and see the link between
this project,the city's overall mission,and related efforts.
4. By November 2021,the City of Tigard will demonstrate the potential community benefits of the
CFC project so that elected officials and key community leaders will be inspired to proactively
champion on behalf of the CFC project.The City of Tigard will also have a system in place to track
that engagement.
V. KEY MESSAGES AND MESSENGERS
A. Guiding Principles
Informed by feedback from internal and external stakeholders,the following are guiding principles to apply to
the key messages and CFC project communications:
• Focus first on the project need.The city facilities are old,need expensive maintenance,and require
improvements to meet seismic standards.The city can't continue operations effectively in the current
space to meet the needs of a growing city.
• Keep it practical.Describe how the CFC project is a good use of taxpayer funds.The smartest,
most efficient,and affordable solution is replacement,consolidation and redevelopment of the
remaining land.
• Be specific.Incorporate numbers and dollars into the messaging to demonstrate the investment
gained or savings as a result of the project.Provide details about why the funding is needed and how
it will be used.
• Appeal to community interests and needs.Identify how the new facilities could benefit residents
through new community spaces and uses.
• Balance between respecting Tigard's various generations while looking ahead at the future.
As Tigard is home to both long-term residents and a new generation,the project will need to speak
to both sets of interests and needs.
• Align with the city's goal for racial equity: Conduct outreach to historically underrepresented
communities and offer information in Spanish,with a special focus on existing downtown residents.
• Connect the project to the city's overall vision for Tigard.The new building will help create an
opportunity to further develop downtown Tigard and fulfill Strategic Plan goals.It could attract
more development, such as restaurants and apartments,and help develop downtown Tigard.
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• Build community excitement and community ownership of project:Seek input and listen to the
community about what they want to see for the new facility.
B. Key Messages
Informed by feedback from internal and external stakeholders,the key messages will be consistent across all
CFC project materials and communications and will be updated as the project progresses and as new issues or
concerns surface.Initially,project materials will refer to this project as the City Facilities Consolidation
Project.Although branding is not included as part of this effort,the city could consider whether to
potentially invite community members to submit ideas for the project name as part of proposed early
engagement efforts to create a fun and appealing way to demonstrate community ownership of project and
then select a new name to be applied for future communications. Overall key messages are provided below,
with specific messages for each phase detailed in section six.
Themes: Elevator Speech:Existing city buildings need lots of costly repairs,and city
• Authentic facilities,like the police building,are extremely overcrowded.It is more cost
• Practical effective to build two new buildings for the city's operations,instead of
repairing and replacing the four old ones we occupy today. Consolidating the
• Concise city's facilities also creates a great opportunity to add affordable housing and
• Specific contribute to a more livable,walkable downtown,without raising taxes.
KEY MESSAGES
Necessary Cost effective Improves downtown Tigard
City buildings,like the police It is more cost effective to build Changing the city's footprint
headquarters,are crowded, two new building than repair downtown will help make
and need extensive, and replace the old buildings. downtown more of a
expensive repairs. destination and walkable.
Facilities also do not meet
seismic standards which
inhibit the city's ability to
maintain operations and
respond in an emergency.
PROOFS
Mancityde artments are Constructing two new facilities
yp is cost-effective,compared to Livable:City properties could
overcrowded.This includes upgrading oId buildings over the be redeveloped into up to
the police headquarters that next twenty years and renting 500 new apartments with a 30
were designed for 31 police percent affordable housing
officers in the mid-80's,but additional space.The savings to target for an inclusive
Tigard over 20 years is likely to
today we have 136. downtown.
be$60-78 million.
More than$14 million No tax increases for city
dollars in repairs are residents:property tax New housing would stimulate
necessary and another$19 assessments that are set to downtown development,
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million is required to bring expire will continue at the which could lead to more
the buildings up to current current levels.We need to act shopping,dining,and
seismic standards. now or maintenance costs increase walkability.
would continue to increase,and
construction costs have
increased by 5 percent annually
for several years.And if we
replace the facilities by 2025,we
can do it without raising
property taxes.
C. Messengers
It is extremely important to identify spokespersons,allies and champions for the CFC project,to share
information with the broader community. Spokespersons for this project should be fully informed on the
project and comfortable speaking to the media and large audiences on behalf of the city. Champions of the
project,such as the Mayor and City Council,are critical influencers and messengers for city initiatives and
projects.Other supporting messengers are noted below.
Primary messengers:
• Mayor
• City Councilmembers
• City Manager
• City Communications Director
• Former Mayor and City Councilmembers
Secondary/topical messengers:
• Tigard Police Chief
• Kenny Asher,Director of Community Development
• Nadine Robinson,Central Services Director
• City Attorney
• Assistant City Manager
Potential community champions/allies:
• Downtown business owners
• City advisory committee leaders
• Representative Doherty
Additionally,the city may form informal partnerships with community-based groups or business
organizations that may serve as effective messengers to help convey key aspects of the project story.We will
consider working with these partners,as appropriate,when planning communications for a specific media
engagement or communications activity.
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VI. COMMUNICATIONS APPROACH
Informed by the research and CFC project goals,the following phased approach is recommended for the
CFC project.
• Phase One(Mid-November 2020-Early January):Setting the stage for future communications
and engagement with the broader community.Grass tops education campaign to inform key
stakeholders on the need for the project and engage them in the design of a solution. Conduct early
engagement with community leaders to identify public champions and key allies who can be critical
voices in the larger education campaign.Refine messaging and engagement approach before
launching project with broader audiences.
• Phase Two(Mid-January-March 2021):Launch broad education campaign about the need for this
project and engage the public in visioning design process after continued endorsement to advance
project from City Council in early January.
• Phase Three(April-early June 2021):Get residents excited about the vision for the project; share
the potential benefits for the city and residents.
This plan focuses on external communications and engagement strategies and assumes the City of Tigard will
continue leading internal communications.However,approaches to engage city elected officials are detailed as
well as some high-level recommendations for staff engagement and internal messages.City staff and K&W
will confirm and detail roles and responsibilities for implementation in the work plan,detailed in Appendix C.
Phase One: Communications and Engagement Activities (Mid-November 2020-Early
January)
A soft launch for the project is recommended for this project in late fall/early winter,focused on"grass-
tops"leadership in the community.This approach is outlined below in the strategies and tactics section.This
will help the project to maintain momentum and begin to expand the circle of engagement that was initiated
through stakeholder interviews.This phase is an important opportunity to begin to educate and engage"grass
tops"and internal audiences that are critical to the success of the project and develop communications tools.
It will also serve to surface any community concerns the team should proactively address prior to a broader
effort to engage Tigard residents.
• Focus:we need to update our city facilities,we'd like your input about how to effectively engage you
and the broader community and share opportunities for future involvement
• Target audience: community leaders and highly involved residents
Strategies and Tactics
1. Engage with community and downtown leaders:Begin initial outreach to key stakeholders to
inform and lay the groundwork in advance of broad public launch. Gather input to refine approach
and materials.Confirm ways they could support future communications and identify future
opportunities to get involved.
Activities and took
o Virtual briefings with city committees:Participate in CCE committee meeting on November
18 to share approach,gather input on specific communications and engagement elements,
and identify any future opportunities.If available,schedule briefings with Levy and Bond
Advisory Task Force,TCAC,Youth Advisory Council,and TCDA or schedule phone calls
with committee chairs.
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K EARN S .4 WEST
o Phone calls and/or virtual briefings with TDA and Chamber: Seek opportunity to brief
chairs or full committee.Focus briefing on overall downtown projects and indude
introduction of the CFC project.
o Slide deck:Develop slide deck and talking points to support briefings.
2. Inform and align city elected officials and staff:Prior to formal Council briefing in January,
introduce CFC project to new Council members of and share progress with current members.
Continue to share information about project need,status,and what to expect with city staff through
ongoing internal communications tactics.
Activities and tools:
o Briefing and tour with City Council:In December,invite Council to participate in tour of
existing facilities to highlight need,review project background and progress,share planned
communications approach,and address questions.
o Council packet:Develop project fact sheet,backgrounder,supporting data,and talking
points to support briefing and Council presentation.
o Internal communications:City to continue to lead internal communications.During this
phase focus on continued education about the project in general,addressing questions heard
to date and correcting misinformation,and sharing plans of what to expect in winter 2021.
3. Develop communications tools to introduce CFC project and engage audiences in visioning
process: Guided by the messages and information provided by the design team,develop a suite of
materials for Phase 2 and 3 of the project.Design materials to align with city voice and proposed
future communications channels.Additionally,as recommended in the research,the design of these
tools will mirror the straight-forward,practical theme of the campaign,without appearing overly
flashy or branded.Print and digital documents will be available in English and Spanish.
Activities and tools:
o Fact sheet:Provide high-level project overview,timeline,proposed funding,map,and
description of public engagement.
o Webpage:Develop and host project webpage on City of Tigard website to share background
and purpose of project,current status,link to project materials,and opportunities for
engagement.
o FAQs:Update and maintain responses to frequently asked questions on the program
website.
o Video:Create short(30 second)video to highlight need for project.Video could feature
aging facilities or mirror"Mayor Walking"format to highlight key facts and purpose of
project.
o Online outreach toolkit: Create guide and proposed schedule for educational outreach-
specific online content and social media posts to support communications through the
channels recommended,with content,recommended visuals,links,and hashtags,if
appropriate.Version of guide could also be created for distribution to project partners.
o Infographics:Highlight key facts and features of the project,such as the projected cost to
maintain the aging city facilities,using compelling visuals to convey information easily.
o Topic-specific handouts:Draft documents to provide further detail on specific project
elements,such as the conceptual design.Documents will support any direct outreach
activities and posted to the project website.
o Slide deck:Create high-level presentation to introduce project background,purpose,and
current status.Describe public involvement and next steps.
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4. Create ways to manage,coordinate,and track communications and engagement: Given the
number of concurrent city communications efforts and projects,tools are needed to clearly outline
and share the proposed timing of communications activities for this effort with key internal staff and
so that any potential conflicts or opportunities to coordinate can be identified.Additionally,it is
important to monitor and track public sentiment,comments,and feedback received to inform the
project development and address questions.
Activities and took
o Communications calendar:Create template for project specific communications calendar
and update on a bi-weekly basis throughout the project.Explore whether it could be posted
to shared drive with project and city communications staff or most effective way to
distribute.
o Monthly reports:Create template for high-level reports for city staff to identify activities that
occurred for the previous month,key outcomes,themes of public comment,and any issues
to monitor and manage.
o Project contact:Determine city contact for all project communications.City contact will be
responsible for managing and responding to emails received from the public and reporting
out any frequently asked questions or issues to the project team.
o Ongoing correspondence documentation:Confirm City approach to documenting and
managing public correspondence about project and reporting capabilities.
5. Convene committee or group to advise decision-makers and project team(optional):Tigard
currently uses a citizen committee model of civic engagement to help shape city policies and
programs.The city could either convene the existing Levy and Bond Advisory Task Force for this
purpose or form a project-specific group to advise on key elements of the project development and
support community engagement.The involvement and endorsement of such a group could be
beneficial but is listed as an optional task due to considerations about city staff resource availability
and budget implications of such an effort.
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Key messages ']
In addition to the overall messages identified on page 12,messages specific to this phase and audiences are
detailed below.
Internal(City Staff) External
• The CFC project is a top priority for the city • In February,the Tigard City Council
and will help us create a more vibrant,walkable considered a proposal to consolidate most
downtown. city services into a new facility located on
• In FY20/21 we will be developing a business city-owned property.
case for the project,delving deeper into the • Currently,the city is doing an extended
functional planning for the facility,and asking analysis of the costs and benefits of this
the community to give input. consolidation.
• This is an important opportunity to shape the • What we already know:existing city
future of Tigard.This project could be the buildings need lots of costly repairs because
equivalent of four or five Attwell-off-Main they are not seismically safe.The current
projects and create up to 750 apartments in the round of renovations will only(do X).
downtown core. • Some city facilities,like our police building,
• Communicate the future of office work,work- are extremely overcrowded.
from-home,telecommuting,etc. for city staff. • Over the medium and long-term,our
• We appreciate the questions and comments preliminary analysis shows that it is smarter
received to date and will be updating responses and more cost effective to build a new
to frequently asked questions,learn more here. building,rather than continue to repair and
replace the old ones.
• Redeveloping the city properties downtown
will also give our community a great
opportunity to build a more livable,
walkable downtown.Surplus city land
could be redeveloped to provide 750 units
of housing.
• We need community input so that this
project can truly meet the community's
needs.
• [Here's how you can help]
Phase Two: Communications and Engagement Activities (Mid-January-March 2021)
In January,the city has two major opportunities to introduce the project at the January Council meeting and
the Mayor's State of the city address.Following Council approval to continue to advance the project,begin
broad public communications and engagement.The research indicates that residents likely are not familiar
with the aging and overcrowded conditions at city facilities so initial outreach will focus on an education
campaign to focus why the project is needed. Concurrently,the city will seek and listen to community
feedback about values to inform the visioning process during conceptual design.
• Focus:our city buildings are crowded and unsafe-it will save$60-78 million if we consolidate most
city services in two new buildings
• Target audience:Tigard city residents
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KEARNS 1 WEST
Strategies and Tactics
1. Leverage high-visibility opportunity to broadly introduce the project and invite the
community into the process:The January City Council meeting and the Mayor's State of the city
address present opportunities to set the context for the project in relation to the Strategic Plan and
Downtown Tigard initiatives,describe the history and rationale for the CFC project,and invite
community participation.
Activities and tools:
a. City Council presentation:Present project update to Council on January 19,2021.Develop
slide deck and talking points to share project updates,including findings from business case
analysis and upcoming public communications and engagement activities. Secure Council
approval to further advance the project.
b. Council packet:Develop overview paper and supporting materials for Council to review in
advance of Council presentation.
c. City staff update:Brief city staff at all-staff meeting or through internal communications
channels about outcome of City Council meeting and what to expect in terms of conceptual
design and external engagement.
d. State of the city address:In March 2021,Mayor Snider is scheduled to provide the State of
the city address at the Broadway Rose Theater to Tigard leaders and residents.Include CFC
project as part of Mayor's remarks and consider sharing video.If held in person,staff a
project information table to engage with attendees,answer questions,and share project
information. K&W and the City of Tigard to begin working with the Mayor on the
messaging and talking points in early winter 2021.
e. Media engagement:Place an article in local Tigard publications detailing the seismic
shortcomings of the current city buildings and the need for extensive repairs well into the
future.
f. Presentation toolkit:Develop talking points,slide deck and/or video to support Mayor's
presentation.
2. Connect with and inform audiences through existing channels: For efficiency and to leverage
existing resources and key messengers,use existing city events and communications channels to
promote information and feedback opportunities.Through our research,stakeholders recommended
many of the following activities and tools.Additionally,through the September 2020 Tigard Digital
Access and Equity Survey,residents reported they preferred to receive information through email
(53%),printed mailings(36%),social media(29%),and City e-newsletter or podcast(22%). Notably,
audiences in the 30-44 age group preferred email updates and low-income households most preferred
printed mailings.
Activities and tools:
a. Fireside chats with Mayor Snider:As part of the Mayor's regular virtual meetings with
residents,provide talking points for the Mayor to share information about the CFC project
and feedback opportunities.Consider including a CFC project team lead to provide more
detail and answer questions.
b. Tigard e-newsletter:Focus on CFC project as part of the Mayor's Corner column and
announce survey.
c. City podcast:Feature Mayor Snider and potentially a CFC project team member to discuss
the need for the CFC project.
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d. City social media platforms:Develop social media posts to feature video,survey link,and
infographics.
e. Library postings/newsletter:Provide general overview of project and announce survey.
f. Mailing:If Tigard is planning a citywide mailing for a related project or general updates,
include a summary of the project and links to project information.
g. Webpage launch:Publicly launch project webpage on social media,city channels,etc.to
share the resources developed in phase 1.Update the webpage as needed to post new project
information,update FAQs,and announce public engagement opportunities.
h. Media engagement:Consider opportunities for additional media engagement about stories
that highlight project need and/or share an update on the outcome of the design process.
3. Reach"silent majority"through internal and external partners:Identify opportunities to reach
and inform audiences that may not seek or directly engage with city communications channels.Use
staff,stakeholders,and community-based organizations as conduits to share information provided by
the city.
Activities and tools:
a. Virtual neighborhood meet-and-greets: Offer opportunity to city committee members or
other community leaders for CFC project staff to participate in their regularly scheduled
virtual neighborhood meetings to introduce the project and answer questions from residents.
b. Informational postcard handouts:Prepare postcard sized handout highlighting the need for
new facilities for Tigard Police officers,Public Works,and other staff to distribute as they
engage with residents while out in the community if in alignment with COVID-19 safety
guidelines.
c. Online outreach toolkit:Develop a toolkit to provide sample language and resources to help
community-based organizations talk about the need for the project,share feedback
opportunities,and raise awareness among their members via email and social media
d. Community briefings:Reach out to community organizations such as the Chamber,Cultural
Coalition of Washington County,Senior Center,Kiwanis,and Rotary to offer briefings on
project. Consider combining presentation with one or two other relevant city projects.
Conduct additional outreach to reach historically underrepresented communities through
Tigard's Community Roundtable and through churches,such as St.Anthony's and Muslim
Educational Trust.
e. Establish partnership with community-based organization(optional):Reach out to an
organization such as Unite Oregon to discuss forming an informal or formal contracted
partnership to support communications and engagement with historically underserved
communities.
f. Assign relationship managers (optional):Key community stakeholders and/or groups could
be assigned a city staff relationship manager.It would be this individual's job to get to know
the specific interests and concerns of that group and provide regular updates to the
communications team to inform emerging issues and opportunities to address.
4. Seek feedback from the community so they see their needs and values addressed in the
project:The city would like to learn what services residents would like to see in the new facility as
well as gather insights on community values and priorities to inform the conceptual design.Although
the city will need to state any constraints and general assumptions for the building design,it will be
important to provide some opportunity for community feedback before announcing specific plans
for the new facility.
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Activities and took
a. Your Tigard(Bang the Table):Develop an online survey hosted on the existing interactive
public engagement site for city residents,Your Tigard,to gather high-level feedback from
the community for a select time frame.Timing of survey and questions to be developed in
coordination with the design firm,DLR Group.Announce and opportunity for input and
site link through city channels listed below. Summarize and post findings online.
b. Tigard Farmers Market: Host tabling event,if possible to be in compliance with COVID
safety protocols,at Tigard Farmers market to talk with community members informally
about project and invite participation in survey,and possibly an interactive exercise.
Potentially share information about other Downtown Tigard projects.
Key messages
In addition to the overall messages identified on page 12,messages specific to this phase and audiences are
detailed below.
Internal(City Staff) External
• [Share business case findings/thank city • Many of our city buildings are
staff for their help with this project] overcrowded,like our police headquarters,
• On January 12,the City Council approved and in need of substantial repairs.The
the next feasibility study of CFC project police headquarters were originally built for
(review key upcoming project milestones 86 police in the mid-80's.Today we have
and activities for overall project). 305 police officers.
• One of the most important steps:helping • It will cost$X to repair aging city buildings
the community understand the need for and bring them up to code.We need to act
this project.You work here,so you know now or costs will continue to increase.
how old and challenged the facilities are. • City staff has been exploring whether it
• But our wider community is unaware of the would be more cost effective to build a
need for repairs,and more modern new building that will meet the needs of
workspaces. our city for years to come.
• Communicate and provide any updates on • [They have found it will save$XX over XX
the future of office work,work-from- years to build a new building.specific
home,telecommuting,etc. for city staff. information from business case re: cost
• Over the next few months,we will be efficiency/benefits of consolidation]
conducting outreach in the community to • This project would also create the
share the findings of our study and explain opportunity for up to 750(affordable)
why we need to re-think the city's footprint apartments in downtown,without raising
downtown. taxes for residents.
• Do you interact directly with community • We're still in the early phases of design,and
members?You can help!Talk with X about we need your help.What does downtown
receiving project information to share with Tigard need,today and into the future?
residents. How can the city better serve you?
• We appreciate the questions and comments • You can learn more about the CFC project
received to date and will be updating and opportunities to get involved here:
responses to frequently asked questions,
learn more here []
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Phase Three: Communications'J and Engagement Activities (April-early June 2021)
In spring 2021,the focus of communications and engagement will transition into highlighting the vision for a
revitalj7ed downtown centered around a consolidated city building and gathering input on 30%design
development.The opportunities to gather input on the design development will be further refined once a
design firm for this phase is selected but could include seeking ideas on landscape architecture and
community spaces.
• Focus:we have an opportunity to build a more livable,walkable downtown,without raising taxes
• Key Audience:Tigard residents,downtown stakeholders
Strategies and Tactics
1. Amplify opportunity to fulfill Tigard's vision for downtown:Through community voices, share
perspectives on redevelopment opportunity for downtown and how the CFC project could help
fulfill goals for business owners and residents.
Activities and took
a. Host panel presentation with city elected officials and downtown leaders:Invite the TDA
and Chamber to co-host(virtual or in-person) event with city elected officials to speak to
business owners and interested residents about downtown vision,initiatives and projects in
process,and invite questions and comments from participants.
b. Media engagement:Pitch Tigard outlets on a story about the benefits of the proposed
design. Offer access to architect/key council leadership and business owners to share the
vision.
c. Site tour:Assess interest from key groups,such as affordable housing advocates,to
potentially host a site tour(s) to review existing conditions,new projects such as ViewFinder,
and potential opportunities.
( d. Create short video focused on downtown vision: Illustrate potential benefits of
redevelopment,potentially featuring downtown leaders and business owners.
e. Potential social media campaign: Consider potential benefit of asking businesses/community
leaders/civic organizations to share why they think this project is important and what the
future of Tigard's downtown should look like using their social media channels,with a
hashtag such as#MyTigardOurFuture.
2. Continue to share project updates and engage audiences through city communication
channels.Through this phase,the city will continue to share project progress and input
opportunities.Any content updates,and the frequency and timing of updates,will be determined at
the conclusion of Phase Two.
Activities and tools(as described in Phase Two):
a. Fireside chats with Mayor Snider
b. Tigard e-newsletter
c. City podcast
d. City social media platforms
e. Library postings/newsletter
f. Webpage updates
g. Internal communications
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3. Engage and inspire Tigard residents to participate in the design development. Identify fun,
interactive ways to gather input and create excitement for the opportunities offered by the project.
Activities and tools:
a. Children's activity(optional):To reach Tigard parents,establish some type of interactive
activity or contest for children related to the design. Consider visibility opportunities at Parks
and Recreation events,such as PE in the Park and Kids'Night Out.Post submittals in City
Hall and online.
b. Community signage/survey:Post signage at key community gathering places,such as parks
and the library,with a QR link to a survey to provide input on high-level design elements
such as public art or community space.Survey link will also be distributed through city
communications channels.Summarize and post survey findings online.
c. Design workshop or public event(optional):If in-person events are held,consider
partnering to staff an informational station/booth at another community event that receives
high attendance or hosting in-person/online workshop to share designs in development and
solicit feedback from residents and recruited key stakeholders. Summarize key themes of
public feedback in a report.
Key messages
In addition to the overall messages identified on page 12,messages specific to this phase and audiences are
detailed below.
Internal (City Staff) External
• Thanks to the efforts of our city staff and • Our city buildings need extensive repair.
partners,we reached over X residents at Instead of throwing tax dollars at the old
public meetings and events and received buildings,it makes the most sense to invest
input from X community members! in one new building for the city and police.
• You can learn more about what we heard • This will save residents $X,without raising
here [] taxes.
• Beginning in April,our focus is on • Over the last few months,we've heard
engaging residents and staff in the 30% from XX residents about what you'd like to
design phase of the project-to imagine the see in our downtown core,with a new city
possibilities for an updated city building. building at the center.
• We are excited about the potential for this • Many of you shared a vision for a more
redevelopment to make downtown Tigard walkable,livable downtown.
more livable and walkable. • And you expressed a desire for more
• Communicate and provide any updates on centrally located housing.
the future of office work,work-from- • This project is an exciting opportunity to
home,telecommuting,etc.for city staff. significantly improve our downtown,and
• We'll be sharing this vision with the add up to 750 new apartments.
community over the next few months, • We are still in the design phase and could
highlighting how this new building will help use your input.Learn more about the CFC
us fulfill our community's needs,and project and opportunities to get involved
provide more streamlined city services. here:
• And we want to hear how we can design
this building to help you do your job better:
with more flexible workspaces that meet
your needs today and tomorrow.
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KEARNS WEST
[Placeholder for instructions on how to
provide feedback]
• Thanks again for your help and we look
forward to continued development of this
exciting project!
Workplan
The proposed schedule of communications and engagement activities is outlined in Appendix C.Additional
activities and events may be added as opportunities arise.
24
KEARNS WEST
VII. KEY AUDIENCES
The following matrix describes key audience categories and considerations,their importance to the project,needs for each audience,and desired actions
from each group.A detailed list of project stakeholders and contacts is listed in Appendix B.
Audiences Key considerations Importance to this Key needs Desired action
project
Elected Officials • Council approved • Provide approval on • Understanding of • It is crucial they serve
• Current and former recommendation to major project elements community interests as ambassadors in the
Mayor of Tigard and move forward with and decisions and concerns community to convey
City Councilmembers feasibility study in • Represent resident • Upcoming decision- project information
• Representative February 2020 interests and concerns points and information and invite participation
Doherty(Retired) • Two city councilor • Serve as primary needed to inform • Act as co-chairs of the
terms expire on champions and decisions committee
December 31,2020 spokespersons on city • New members will championing the effort
and membership of projects and priorities need to understand • Connect with former
council will change past history,context, Council members to
need and proposed understand if there are
solution any key issues.
• Ongoing updates about • Offer support and
project progress, direction at key
design,and funding decision-points
City of Tigard staff • Increasing • Internal customers for • Understand potential • Provide cohesive and
• Police Department collaboration/minimizi the final project impacts,why decisions consistent information
• Public Works ng silos for most City • Involved in the design were made,what to to residents
• Budget/Finance services and planning expect,and • Assist with outreach
• City Management • PW staff may be • Direct conduits to the opportunities to and community
• Community concerned with community influence design engagement
Development separation between • Coordinating timelines
• Human Resources departments and will with other projects and
• Library want to understand providing advance
why decision was made notice of
• Many other projects in communications
process or in the pushes
pipeline concurrent
with this effort
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KEARNS WEST
Audiences Key considerations Importance to this Key needs Desired action
project
• Potential impacts of
relocation and new
workspaces
• Potential competition
between internal
groups?
City of Tigard Committees • Committees advise • Involved in related city • Early briefings and • Advise and support
• Committee for Council on policy projects and initiatives opportunity to provide public information and
Community • Committees have not • Serve important role as feedback in advance of engagement
Engagement been engaged to date liaison between city broader community • Help shape specific
(CCE) on this project and community engagement elements of project
• Levy and Bond • Committees serve as a • Building off of past design and planning
Advisory Task primary method of efforts (e.g.prior levy • Convey community
Force engagement with the and bond research) interests and concerns
• Town Center Tigard community • Understanding of
Development relationship between
Agency(TCDA) CFC and other city
• Town Center efforts
Advisory • See results of how
Commission feedback has
(TCA) influenced project and
• Youth Advisory public engagement
Council approach
• Parks and
Recreation
Advisory Board
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KEARNS WEST
Downtown Tigard • Several related projects • In-directly affected by • Coordinating timelines • Assist with outreach to
stakeholders and initiatives occurring outcome of project and communications downtown
• Tigard Downtown downtown • Hold influential role with related projects stakeholders
Alliance(IDA) • Some have familiarity within Tigard • Opportunity to shape • Help shape specific
• Chamber of with background of community future of downtown elements of project
Commerce CFC project • Concerns are design and planning
• Business owners addressed about any • Convey benefits to
potential impacts (e.g., broader community
parking,traffic)
• Ongoing updates about
project progress
• Opportunity for input
on specific elements of
project
Tigard community-based • Groups may not be as • Serve as a gathering • Awareness of project • Convey information to
organizations: active in Tigard,very place and hub for and how it could their membership
• Rotary few were mentioned by issues of interest for benefit the community • Provide opportunities
• Kiwanis stakeholders Tigard residents • Informed of progress to reach their members
• Senior Center • Given large population at key milestones •
• Tigard Pickleball of seniors,focus on
Team targeting CBOs with
• Summerfield large senior constituency
community
Homeowner and • Potential to lose some • Serve as a gathering • Communicate city • Share information
Neighborhood control of managing the place and hub for needs and plans. about the city's needs,
Associations discussion and issues of interest for • Build awareness of the plans,and the CFC
information sharing. Tigard property project and how it project.Distribute
owners could benefit the periodic newsletters or
community. post on social media
• Report out on key accounts.
milestones.
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KEARNS 4 WEST
• Inform property
owners that his would
not increase taxes.
Tigard residents • Generally,residents are • Customers for future • Understand how their • Engage and submit
unaware of the project facility(very few). tax dollars will be used feedback at key input
• Based on our research, • Residents will vote to and the direct cost to opportunities
residents are unaware of determine if general them • Provide approval of
the aging and crowded obligation bonds are • Opportunity to shape project
conditions of city approved to fund the future of downtown
facilities project • Concerns are
• Also unaware of the • Beneficiaries of addressed about any
seismic issues that will downtown vitalization potential impacts (e.g.,
impact residents if PW parking,traffic)
and PD cannot respond • Ongoing updates about
quickly project progress
• Opportunity for input
on specific elements of
project
Affordable housing • City has developed an • Redevelopment of • Understanding of • Convey benefits to
stakeholders Affordable Housing existing city facilities opportunities their constituencies
• Community Partners Plan could offer associated with CFC • Future partnership on
for Affordable • Tigard worked with City opportunities for more project redevelopment
Housing of Portland staff on a affordable housing • Opportunity to address
• Tenant groups SW Corridor Equitable downtown affordable housing
• Developers Housing Strategy need
• Low-income and • Several affordable • Ongoing updates about
housing social service housing projects are project progress
providers currently in
development in Tigard
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KEARNS WEST
Social service providers and • Diversity,Equity and • Project development • Accessible and • Convey information to
social justice organizations: Inclusion(DEI) efforts and communications equitable opportunities their membership
• Cultural Coalition are advancing in need to support city's to learn more about • Provide opportunities
of Washington the City of Tigard commitment to equity the project and to reach their members
County • Nearly one-fifth of and indusion participate
• Centro Cultural Tigard speaks a • Translated project
• Good Neighbor language other than information
Center English
• Adelante Mujeres • Community
• Vision Action Development
Network department provides
• Churches translation services
• Community
Roundtable
Local media • Limited media coverage • Inform and influence • Timely,accurate • Serve as conduit for
• Tigard Tualatin Times to date of CFC project Tigard residents' project information to getting message across
• Tigard Life (last article)published in understanding and inform story ideas to broader community
• Portland newspapers February 2020) opinion of CFC project • Access to data,visuals,
(Tribune,The • Question asked of and spokesperson(s)
Oregonian,Portland council candidates for stories in progress
Press Herald,etc.) (October 2020)
• Portland TV news
media(KGW,KOIN,
OPB,KPTV FOX)
• Portland news radio
(KEX 1190,KPAM
860AM,KXL 750,
KBOO,NPR)
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KEARNS W E S T
VIII. COMMUNICATIONS RISKS AND MITIGATION
Through bi-weekly meetings,the CFC project team will anticipate potential risks,challenges,and develop strategies to address potential concerns.A
proactive approach will allow the project team to stay the course with project and communications goals and objectives.The following table identifies
potential risks and proposed mitigation strategies identified to date.
Risks Proposed mitigation
The community may have confusion and/or Develop and promote key messages regarding project funding after business case is complete,
concern about the overall project cost and including revenue derived from redevelopment,cost saving achieved as compared to deferred
funding sources. maintenance liability,and plans for no new tax increase.Provide funding information in print
materials and include on project website. Emphasize Tigard's commitment to fiscal responsibility and
developing an tax neutral project.
Tigard will hire a new City Manager in During the recruitment and hiring process,begin the education process for new City Manager and
January 2021. City Council in December 2020 with project information,briefings,and a tour of current facilities.
Conduct one-on-one meetings to answer questions in January 2021.
City Council membership will change in Begin education process for new City Council in December 2020 with project information,briefings,
January 2021. and a tour of current facilities.Conduct one-on-one meetings to answer questions in January 2021
and schedule formal Council briefing.
City is leading many other concurrent Develop and regularly update CFC communications calendar and share with city communications
projects and communications efforts,which staff to identify any potential conflicts and plan resources. Coordinate and leverage communications
will affect resources available and could efforts with other projects when appropriate. Determine if this project is the top communication
fatigue stakeholders and residents. priority for the COT during 2021. If it isn't,figure out what is more important and manage to that.
Voters may not approve expanding the Assess feedback from residents and general sentiment about CFC project and any lessons learned
maximum indebtedness limit of the City from May 2021 outcome.Determine if more time is needed for education and involvement or if any
Center Urban Renewal area in May 2021, adjustments should be made to communications approach. Determine if/how the CFC project
which could lead to two city funding ballot influenced the"no"vote.
measures up for consideration in November
2021.
City staff,residents,and downtown property Share information about how it is early in the process and demonstrate commitment to informing
owners may have early concerns associated affected stakeholders throughout construction if project is approved.Identify and provide
with construction-related impacts if the opportunities for stakeholders to share their specific concerns about impacts and share any early
project is approved,including impacts to information about how their needs will be addressed in the project design and construction plans.
office space,noise,traffic,sequencing,and
30
KEARNS 1, WEST
Risks Proposed mitigation
public access. Make use of the plans and strategies currently in place for the Main Street Green Street 2 project since
it has similar stakeholders and similar impacts.
The on-going global pandemic has resulted Explain that the project is a long-term investment and is the most efficient and affordable use of city
in financial challenges for many Tigard resources.Highlight the safety and seismic concerns of the current building and the need to improve
residents and economic uncertainties for the city facilities to better meet the needs of the growing community and provide essential services in
future.Residents are also not engaging with emergency situations.Design the new city facilities and office spaces to be responsive to COVID-19
the community in the same ways and most and changes to work and society such as including additional outdoor spaces and flexible and
city staff are working remotely.This has alterative workspaces.Additionally,with residents staying closer to home this could create an
caused question of the current need and opportunity to redevelop downtown with more community amenities,such as shopping and dining.
timing of the project. This is also an advantageous time for this project as there are lower construction costs which rise 5-
each year.And if we replace the facilities by 2025,we can do it without raising property taxes.
The project may require relocation of the Conduct early and continuous engagement with skate park users and stakeholders,especially through
Tigard Skate Park. social media channels.Share opportunities to improve skate park amenities through relocation.
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K EARN S 1WEST
IX. EVALUATION
The following methods will be used to evaluate the effectiveness of the communications efforts and to adapt
communications and engagement efforts to best meet project goals.The results of the research efforts will
also allow for adjustments as needed and improve the reach and effectiveness of future communications.
Overall evaluation metrics will include both qualitative and quantitative tools,such as:
• Establishing mid-point and final evaluations of tasks assigned to implement the plan.K&W will track
and monitor all items identified in the work plan and evaluate the status of each item and whether or
not it was successfully implemented.
• Measuring the number of survey responses received and ideas submitted through Your Tigard.
• Assessing responses to survey questions asked about communications and outreach effectiveness.
• Evaluating general comments and questions received by city staff.
• Assessing impressions through media and social media channels.
• Tracking the number of individuals reached at outreach programs and events.
K&W will summarize findings in a final report in May or June 2021.
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K EARN S 4WEST
X. APPENDIX
A. Research and Stakeholder Interview Summary
B. CFC Project Key Organizations and Stakeholders Contact Information
C. Proposed Schedule of Communications and Engagement Activities
33
. 1
,1ii
JOHNSON
ECONOMICS
MEMO
DATE: January 6, 2021
TO: Kenny Asher and Nadine Robinson
CITY OFTIGARD/TOWN CENTER DEVELOPMENT AGENCY
FROM: Jerry Johnson
JOHNSON ECONOMICS
SUBJECT: Tigard City Center Futures Task 7: Business Case for City Facilities Consolidation
Project
A. INTRODUCTION
In summer 2020,the City of Tigard retained Johnson Economics to conduct an evaluation of
the business case for (i) a new City Hall ("New City Hall") that would house all of the City's
major functions except for library and public works operations, and (ii) a new Public Works
Operations facility ("PW Operations") that would accommodate all of the personnel and
equipment needed to carry out Public Works' operations. This memo summarizes the
findings of several studies and analyses conducted by others, and an economic cost
comparison of remaining in the current facilities to building and occupying new facilities.
This City Facilities Consolidation ("CFC") concept offers the potential to provide all city
services in one location; achieve redevelopment goals for the downtown; address more
facility needs than any stand-alone alternative; and make the best use of land that is already
in public ownership.
The analysis provides a financial comparison between the CFC concept and upgrading
existing downtown facilities, recognizing that the City's ultimate decision will be largely
driven by its fiscal responsibility to the Tigard taxpayers. This analysis does not attempt to
gauge the feasibility of remaining in the downtown buildings, which will become challenging
as the City (and its staff) grows and the buildings age into decrepitude. However, we
recommend that the City's business case thinking consider factors like this, which are less
easily quantified and not included in this report. These include the likelihood of securing
appropriate leases for additional space, the relationship between the location of city
services and customer satisfaction, and the ability to secure replacement space when it is
needed. The challenge of these factors, though difficult to quantify in dollars, is already
being felt in the city and is partially the impetus for the CFC proposal.
621 SW ALDER,SUITE 605 PORTLAND,OR 97205 503/295-7832
B. KEY FINDINGS
• Tigard's downtown facilities are in fair to poor condition, are falling into greater
disrepair with each passing year, and are in need of extensive capital improvement.
They are all at risk of moderate to substantial damage in the event of an earthquake
and may constitute a significant life-safety hazard during such an event. This would
severely impact the City's ability to execute and manage recovery operations after
such an event.
• Even with work-from-home adjustments arising during the Covidl9 pandemic, the
City's past and expected population growth and related demand for city services
indicate that the downtown facilities are undersized — and in certain cases severely
so—for their required functions.
• Ignoring depreciation (i.e., the value of all buildings under consideration in year
2040), and looking only at year over year costs, we find that upgrading and
maintaining the existing facilities, combined with leasing additional space to meet
growth needs over the 20-year period, costs less than building new facilities by
approximately$72.0 million.
• However, the analysis requires that we account for the value of the facilities at the
end of the term.When we consider depreciation and the relative difference between
buildings that will be 60 years old with buildings that will be 20 years old,the financial
advantage clearly turns to building the new facilities, by approximately$19.5 million.
• Finally, the current City Hall site represents a catalytic redevelopment opportunity
to create new walkable development and expand the tax base from the Downtown
core.Such redevelopment would generate substantial new tax revenues for the City,
in addition to revenues derived from the sale of excess City-owned land for
redevelopment. When these revenues are factored into the analysis, the estimated
savings from building the new CFC facilities increase (conservatively) to $32.7
million.1
C. CURRENT ASSESSMENT
• The City of Tigard's existing facilities do not meet current or future needs. The City
Hall and Police Building, the Permit Center, and the Public Works facility were all
constructed in the early-mid 1980s, while the Niche/IT building was constructed in
the 1950s.The Permit Center was originally built as the City's central library and was
remodeled to house many of the City's operating departments, including community
development, engineering, planning, plan check and permitting. Several
1 Incremental property tax calculations included in the appendix
TIGARD CITY CENTER FUTURE:BUSINESS CASE 2 I P = F
114 1W
departments' space needs have grown significantly beyond the capacity of current
facilities and now also occupy additional leased space across the City.
• In 2016, the City retained Faithful & Gould, an integrated project and program
management consultancy, to conduct a facilities condition assessment of the City
Hall complex(which included the City Hall building,the Permit Center and the Police
Department building), the Niche building and the Public Works complex. Those
assessments recommended immediate improvements totaling approximately $1.3
million, and a subsequent ten-year maintenance and renewal program totaling an
additional approximately $6.0 million. It is important to note that these estimates
only covered the repair and/or maintenance of existing equipment and facilities.
They did not cover bringing the facilities up to current building codes for seismic
resiliency, nor did they address any additional space needs due to increased service
demands from a growing population. Since the assessments were completed in
2016, recommended improvements accounting for roughly $1.1 million of the $7.3
million have been carried out. None of these improvements addressed seismic
deficiencies in any of the buildings.
• We translated these estimated costs of repairs and maintenance into current costs
by making the following adjustments:
o Construction cost inflation has been consistently high over the last five
years. For the purposes of this analysis, we estimated 7%annual inflation,
resulting in a 38% total increase in construction cost since 2016.
o Professional fees, permit fees, insurance costs,financing costs and overhead
and profit were not included in Faithful& Gould's estimates. They
recommended a 35%factor on top of construction costs to account for this.
A contingency amount on costs of 20% is appropriate given the lack of detail
of the planned improvements.
These adjustments result in an estimated $13.9 million backlog and immediate need for
completing the ten -year repair and maintenance plan for the existing downtown facilities
(2016-2026).
In addition to the facilities condition assessments conducted by Faithful & Gould, in 2018
the City retained the structural engineering firm, WRK Engineers, to conduct a preliminary
assessment of the seismic condition of the City's facilities. Given the buildings' ages and the
evolution of seismic building codes since construction, none of the buildings are code-
compliant, and all would be expected to experience moderate to substantial damage during
TIGARD CITY CENTER FUTURE:BUSINESS CASE
III
,;W
the next major earthquake. In particular,the Public Works building "may be a significant life-
safety hazard during the Cascadia Subduction Zone event."2
WRK provided a very preliminary assessment of costs to upgrade the buildings to current
seismic codes based on the estimated value of the building, and an estimate of the time
needed to make these upgrades. The duration of the upgrade project allows us to estimate
the additional rental costs for the temporary space while these upgrades are taking place.
The preliminary analysis found that the cost to bring the facilities up to current seismic code
is approximately $19.2 million. The estimate did not include an upgrade of the Niche/IT
building which, given its age and condition, was found to be not worth saving after seismic
damage is incurred.
Therefore, the total cost of meeting the immediate maintenance and seismic needs of the
downtown facilities (not including the Niche building) is approximately$33.1 million.
SUMMARY OF ESTIMATED COSTS TO UPGRADE EXISTING DOWNTOWN FACILITIES
Faithful&Gould-Facilit Condition Assessments Public Works Building City Hall Complex Niche/IT Building Total
Report Date: 10/12/16 10/13/16 8/31/16
Exam Date: 8/23/16 8/8/16 8/23/16
Building Details
Year Built 1989 1985 1952
Gross Building Area(gsf) 20,773 36,625 5,940 63,338
Estimated Replacement Value(2016) $4,777,790 $10,438,125 $1,098,900 $16,314,815
per square foot $230.00 $285.00 $185.00 $257.58
Recommended CapEx
Date of Estimate 8/23/16 12/31/19 8/8/16 12/31/19 8/23/16 12/31/19 12/31/19
Deferred Maintenance $93,127 $207,642 $1,060,994 $2,365,660 $0 $0 $2,573,302
Capital Renewal $3,036,898 $6,771,262 $2,458,319 $9,481,225 $436,510 $973,271 $13,225,758
Routine Maintenance $3,292 $7,340 $104,601 $233,225 $30,064 $67,033 $307,598
Energy&Sustainability $0 $0 $25,500 $56,856 $0 $0 $56,856
ADA Improvements $0 $0 $32,918 $73,396 $53,834 $120,032 $193,428
Less:Improvements already completed ($1,086,832) ($2,423,270)
Total Recommended CapEx $2,046,485 $4,562,974 $3,682,332 $8,210,363 $520,408 $1,160,335 $13,933,672
Public Works Building City Hall Complex Niche/IT Building Total
Repair Cost(as'Wage of Total Building Cost) 60% $6,391,720 $0 $4,654,702 $0 $0
Total Seismic Costs(incl.soft&contingencies) $10,354,586 $7,540,618 $0
Estimated Repair Time(weeks) 52 26 26
Interim Rent $519,325 $640,938 $103,950
Total Seismic Costs $10,873,911 $8,181,555
$103,950 $19,159,416
Recommended CapEx plus Seismic RepairCost $15,436,885 $16,391,918
$1,264,285 $33,093,089
Notes
Public Works Building includes Pubic Works
City Hall Complex includes City Hall,Permit Center and Police Department,and modular units
Estimated Replacement Value/Cost is fully-loaded,includes professional fees,overhead&profit,etc.
Seismic Analysis done and Repair Cost estimated by WRK Engineers.
Estimated Interim Rent(during Seismic Repair) $ 35.00 psf annually(fully loaded)-for off ice space
$ 2500 psf annually(fully loaded)-for PW ops space
2 A more recent assessment performed by KPFF suggested that the building may not be a "significant life-
safety hazard", but would be unable to meet an "immediate occupancy" standard required to allow the
City to conduct Emergency Operations and repair and recovery.
TIGARD CITY CENTER FUTURE:BUSINESS CASE 4 I p /, �_ F
,1Ei
D. ASSUMPTIONS
The CFC scenario assumes consolidation .p` ' ,,z . ,, ,
of all City services, apart from Public r ,-, `�' Ai ` '\ ... .;
Works Operations and the library, into a �,�' f � � • ,�`
single New City Hall. The City would
identify a parcel outside of central Tigard „ ;.,.- 'y'' ' v•-`.. ..-',,-, , \ �'• j ,..'-.
to relocate the existing Public Works +�
Operations facilities, which now reside , s, .
north of Burnham Street, and would
locate the New City Hall on a portion of • ., /��, ., . ; ;
f y '
the current Public Works site north of .....SO _' `` 4,
r z_ r, ,
Burnham Street and west of Hall /;-9 .r \\ ",
Boulevard. \ �` ' +
Based on a needs assessment completed '' - —z a '"
by the DLR Group ("DLR") in late 2020,the , x a- ;. , ! .
New City Hall is sized at almost 99,500 ,`. ` ` ."'7" +►.,, _ -:,.
..
t"r, ►'
square feet and is projected to cost �i�,•
approximately $109.6 million. A needs - � ,_a k- : .- ��` 1 . ';i
assessment for the new PW Operations ,. ,x 1� 1; . • ---ii
facility was completed by Scott Edwards
Architecture ("SEA") in late 2020. That analysis projected a need for approximately 59,800
square feet and is projected to cost approximately$42.5 million.
Funding for these projects would come from a variety of sources.The most significant would
be a general obligation bond, designed to maintain current millage rates, with proceeds
becoming available in 2023. Additional financing would be provided through a combination
of utility fees, special revenue funds, photo red light and vehicular speed enforcement
revenues, tax increment financing and land sale proceeds.
The following table summarizes the assumed sources and uses.
TIGARD CITY CENTER FUTURE:BUSINESS CASE 5 I P „ t' h
,;■
ASSUMED SOURCES AND USES FOR NEW FACILITIES
SOURCES NEW CITY HALL PW OPERATIONS
Restructured GO Bond* $53,200,000 $3,800,000
PW Const. Revenues (bonded &reserves) $22,700,000 $34,300,000
Building Fund Revenues (bonded& reserves) $8,700,000 $400,000
Photo Red Light Revenues (bonded) $11,000,000 $0
TIF Funds $6,000,000 $0
Net Proceeds,Sale of 13125 SW Hall $8,000,000 $0
Net Proceeds,Sale of Burnham& Hall $0 $4,000,000
Total $109,600,000 $42,500,000
USES NEW CITY HALL PW OPERATIONS
Site Acquisition, Due Diligence, &Site Prep $4,600,000 $12,600,000
Hard Costs $69,400,000 $20,100,000
Soft Costs $16,200,000 $4,400,000
Contingencies and Fees $16,300,000 $4,700,000
Financing Costs $3,100,000 $700,000
Total $109,600,000 $42,500,000
*Restructured debt capacity is approximately$60 million.Full capacity may be needed as project costs
solidify.General Obligation bond portion of Public Works Operations facility is for fleet maintenance of
General Fund vehicles(e.g.,police).
E. PROJECTED COST OF OCCUPANCY
Existing Facilities and New Leased Space
Complicating a direct comparison of the cost of occupancy between the two scenarios is the
differing sizes, ages, and conditions of the buildings in each of the scenarios. Upgrading the
existing facilities would bring them to current maintenance standards and building codes,
but the facilities are 40 to 50 years old, and will require more expensive annual upkeep. To
estimate the total occupancy cost of remaining in the existing space, we used the City's
estimate of 2021 repair and maintenance costs as a baseline and grew that annually at 5.0%.
The total repair and maintenance costs over the 20-year analysis period is $73.3 million.
In addition to repairs and maintenance of the existing facilities, additional space will have to
be leased to accommodate all of the space needs of the City going forward.The existing City
Hall, Permit Center and Police Department complex contains 36,625 sf.The DLR space needs
assessment recommends a need for a total of 99,425 sf for all of these functions.Therefore,
the analysis needs to assume that the City leases 99,425 —36,625 = 62,800 sf of additional
space.The total occupancy cost of this non-public works office space, including rent, utilities,
insurance,etc., is estimated to be$35.00 per square foot.Similarly,the existing Public Works
facility contains 20,773 sf, while the SEA space needs assessment recommends a need for
59,800 sf for Public Works operations.Therefore, the analysis needs to assume that the City
leases 59,800— 20,773 = 39,027 sf of additional PW Operations space. Noting the different
functions taking place in that space, the overall weighted average total occupancy cost of
TIGARD CITY CENTER FUTURE:BUSINESS CASE 6 I f ;, < F
that space, including rent, utilities, insurance, etc., is estimated to be$25.00 psf. Both rental
streams are projected to escalate annually by 3.0%. The total occupancy cost for these
additional spaces over the 20-year analysis period is $74.3 million.3
New Facilities
The two new facilities, i.e., New City Hall and New PW Operations facility, will have a less
expensive annual repair and maintenance budget due to new systems being installed in
these facilities. To estimate that annual cost, we assumed an initial 1.0% of the Total
Development Cost of the new facilities and grew that amount annually by 3.0%. The total
repairs and maintenance costs over the 20-year analysis period totals$33.1 million.
The total debt service on the bonds issued to pay for the new facilities is estimated to be
$67.5 million over the analysis period.
To understand the complete effect on the City, it is important to recognize that at the end
of the 20-year analysis period, the new facilities will only be approximately 20 years old and
will have significant remaining life and value. For the purposes of this analysis, we
conservatively estimated that these facilities will be worth 60% of the initial cost of
construction, approximately $91.3 million. Conversely, the existing facilities will be beyond
their useful life, and be too expensive to maintain for occupancy. At that point, the City will
need to wrestle with the issue of new space again, at significantly higher costs.
Finally, we need to consider additional revenues derived from the one-time land sale of the
City's excess properties for redevelopment, and new property tax revenues that will come
from new private development. We estimate that land sales will generate approximately$8
million, and property tax revenues will generate an additional approximately $5.4 million'',
for a total of$13.4 million over the 20-year period. Note that the new property tax revenues
are only from the redevelopment of the City's excess land holdings. This is a conservative
estimate and does not incorporate any catalytic impacts of these sites on new development
of other properties in the Downtown core. A range of additional tax revenues are likely to
be realized from nearby development catalyzed by the City's investments, but we are not
counting these additional tax revenues in our analysis due to their speculative nature.
3 The Police Department occupies two modular units onsite to accommodate current space needs.The City
also leases spaces at three locations,as follows:
Burnham/Ash annex: Public Works, EOC and Central Services' needs.9,030 sf at$44,100/year
SW Hunziker: Public Works'needs. 16,600 sf at$33,468/year
Burnham Public Storage: Police Department needs.2,820 sf at$40,860/year
This analysis assumes that these lease costs are absorbed in the new lease calculations.
4 The property tax revenue analysis assumes 30%of the new development will be tax-abated.
TIGARD CITY CENTER FUTURE:BUSINESS CASE 7 I r
644
F. SUMMARY OF FINDINGS
• The total cost to the City of remaining in current downtown facilities is projected at
$180.7 million over the twenty-year horizon-made up of$33.1 million in upgrades
to the existing facilities, $73.3 million in total repairs and maintenance costs, and
$74.3 million in total additional rental expense. Remaining in place provides no new
revenues to the City(either tax revenue or land sale proceeds).
■ The total cost to the City of building and occupying the new CFC buildings is $252.7
million - made up of $152.1 million for construction of the new facilities, $33.1
million in total repairs and maintenance costs, and $67.5 million in debt service
payments over the twenty-year horizon.
• These new facilities will have significant value remaining at the end of the analysis
period, estimated, for the purpose of this analysis, at 60% of the initial cost to
construct, or$91.3 million.
■ Building the new CFC creates additional new revenues totaling$13.4 million over the
next twenty years, made up of land sales revenues of $8 million in 2025 and new
property tax revenues of$5.4 million over the twenty-year analysis period.When we
factor the remaining value and these additional revenues into the analysis, the total
overall cost of building the new CFC is$148.0 million =$252.7 million -$91.3 million
-$13.4 million.
TOTAL COST OF REMAINING IN EXISTING FACILITIES
Capital Expenditures $33.1 million
Repairs and Maintenance $73.3 million
Total Additional Rental Expense $74.3 million
Total Cost $180.7 million
Additional Revenues $0.0 million
Overall Net Cost to City $180.7 million
TOTAL COST OF NEW FACILITIES
Capital Expenditures $152.1 million
Repairs and Maintenance $33.1 million
Debt Service $67.5 million
Total Cost $252.7 million
Estimated Value of New Facilities in 2040 $91.3 million
Total Additional Revenues $13.4 million
Overall Net Cost to City $148.0 million
COMPARISON OF SCENARIOS(Over 20 years)
Overall Net Cost to Remain $180.7 million
Overall Net Cost to Build New Facilities $148.0 million
Overall Savings $32.7 million
TIGARD CITY CENTER FUTURE:BUSINESS CASE 8 I < F
19!
The CFC scenario reflects the preferred option evaluated over a 20-year horizon.
■ It is found to be a less expensive option than remaining in place by$32.7
million over 20 years
■ It represents a significant upgrade in the magnitude and quality of space
■ It represents the lowest net overall cost of space
■ It provides a better urban design solution in downtown Tigard
■ It provides for more intensive utilization of urban land
■ It generates new property tax revenues from released sites
■ It will likely catalyze additional development in the Downtown Core,
creating additional tax revenues not modeled in this analysis
There are other qualitative factors that cannot be evaluated on a financial basis but relate
to the level of service that the City provides to its citizens. If the City elects to remain in its
existing facilities, additional space will need to be leased to accommodate both growth and
ongoing reconstruction of these facilities. Finding suitable temporary or permanent space
may prove quite difficult and time-consuming. In addition, the dispersal of the various
departments and functions across the City will result in less efficient operations and a
decrease in the level of service these departments provide, especially so in the event of a
major emergency when the City's Emergency Operations Center will need to manage
recovery operations. While difficult to attach financial metrics to these factors, they too
should be considered in this important decision regarding the City of Tigard's future.
TIGARD CITY CENTER FUTURE:BUSINESS CASE 9 I P ;. ( h
Ai 1
1`�
APPENDIX
PRELIMINARY DEVELOPMENT BUDGET,CITY OF TIGARD
- ----- - _-- New City Hall Building PW --Unit Cost Units City Hall Police,EOC NCH subtotal Operations Grand Total
Land
NCH SiteAcquisition $24 psf 163,786 $1,978,376 $2,021,624 $4,000,000 $4,000,000
PW Operations Site Acquisition $36 psf 349,351 $12,500,000 $12,500,000
Due Diligence-NCH Site $100,000 L5 $49,459 $50,541 $100,000 $100,000
Due Diligence-PW Operations Site $120,000 LS $120,000 $120,000
Demolition/Clear&Grub-NCH site $15.00 psf 18,000 $133,540 $136,460 $270,000 $270,000
Environmental Mitigation-NCH Site $250,000 LS $123,648 $126,352 $250,000 $250,000
Miscellaneous Site Costs-PW Operations Site $0 LS $0 $0
Closing Costs 0.00%of Acquisition $0 $0 $0 $0 $0
Sub-total Land $2,285,024 $2,334,976 $4,620,000 $12,620,000 $17,240,000
Hard Costs
Construction-City Hall $500.00 psf 49,175 $24,587,500 $24,587,500 $24,587,500
Construction-Police,EOC&IT $500.00 psf 50,250 $25,125,000 $25,125,000 $25,125,000
Construction-PW Operations $281.79 psf 59,800 $16,891,000 $16,851,000
Construction-Parking Deck $120.00 psf 120,900 $10,075,000 $5,037,500 $15,112,500 $15,112,500
Plaza/Paseo/Skatepark $00.00 psf 20,000 $494,594 $505,406 $1,000,000 $1,000,000
General Site lmprovements-NCH Site $17.50 psf 22,945 $198,598 $202,939 $401,538 $401,538
General Site mprovements-PW Operations Site $9.00 psf 289,551 $2,605,959 $2,605,959
Onsite Roads-NCH Site $1,500 plf 1,609 $1,193,702 $1,219,798 $2,413,500 $2,413,500
Offsites-NCH Site $500,000 LS $247,297 $252,703 $500,000 $500,000
Demolition-PW Operations Site $200,000 LS $200,000 $200,000
Miscellaneous-NCH Site $250,000 L5 $123,648 $126,352 $250,000 $250,000
Miscellaneous-PW Operations Site $455,000 LS $455,000 $455,000
Sub-total Hard Costs 536,920,340 $32,469,698 $69,390,038 $20,111,959 $89,501,997
$546 $546
Sok Costs
Arch&tang 10.00%of Hard Costs $3,692,034 $3,246,970 $6,939,004 $2,011,196 $8,950,200
Legal $600,000 LS $230,072 $235,102 $465,174 $134,826 $600,000
Miscellaneous professional fees $150,000 LS $57,518 $58,775 $116,294 $33,706 $150,000
FF&E-NCH Building $50 psf 99,425 $2,458,750 $2,512,500 $4,971,250 $4,971,250
FF&E-PW Operations Building $19 psf 59,800 $1,116,287 $1,116,287
Artwork,furnishings,etc $600,000 $296,756 $303,244 $600,000 $600,000
Permit Fees-NCH Site 3.00%of Hard Costs $1,107,610 $974,091 $2,081,701 $2,081,701 _
Permit Fees-PW Operations Site 3.00%of Hard Costs $603,359 $603,359
SDCs-NCH Site $1,000,000 LS $494,594 $505,406 $1,000,000 $1,000,000
SDCs-PW Operations Site $500,000 LS $500,000 $500,000
Sub-total Soft Costs $8,337,335 $7,836,088 $16,173,423 $4,399,373 $20,572,796
Contingency&Fees
Hard Cost Contingency 15.00%of Hard Costs $5,538,051 $4,870,450 $10,408,506 $3,016,794 $13,425,299
Soft Cost Contingency 15.00%of Soft Costs $1,250,600 $1,175,413 $2,426,013 $659,906 $3,085,919
Developer Fee 4.00%of HC&SC $1,810,307 $1,612,231 $3,422,538 $980,453 $4,402,992
Sub-total Contingency&Fees $8,598,958 $7,658,099 $16,257,057 $4,657,153 $20,914,211
Financing Cost
Costs of Issuance 0.40%of Loan(Par)Amount $200,865 $205,256 $406,121 $154,081 $560,203
Underwriter's Discount 0.60%of Loan(Par)Amount $301,298 $307,884 $609,182 $231,122 $840,354
Bridge Financing Interest Expense Interest 36 months $574,224 $586,776 $1,161,000 $0 $1,161,000
Capitalized Interest 0.90%of Loan(Par)Amount $451,946 $461,826 $913,773 $346,683 $1,260,456
Sub-total Financing Costs $1,528,333 $1,561,743 $3,090,076 $731,887 $3,821,963
Grand Totals $57,669,985 551,860,604 $109,530,593 $42,520,373 $152,050,966
$1,172.75 psf $1,032.05 psf $711.04 psf
SOURCE:MJOC LLC
TIGARD CITY CENTER FUTURE:BUSINESS CASE 10 I P l', 6 1-
.1
TIGARD CIVIC CENTER REDEVELOPMENT-TIF REVENUE FOR CITY CENTER URA
Assessed Value TIF Revenue
Net
Cumulative AV Tax (Current
FYE 2020$ YOE$ (YOE$) Rate Gross Adjustments Year) Prior Year Net(Total) Cumulative Net
2020 $0 $0 12.0517 $0 $0 $0 $0 $0
2021 $0 $0 12.0546 $0 $0 $0 $0 $0 $0
2022 $0 $0 12.0592 $0 $0 $0 $0 $0 $0
2023 $0 $0 12.0592 $0 $0 $0 $0 $0 $0
2024 "'_......___.__.......,.....,,.,., $0 $0 12.0592 $0 $0 $0 $0 $0 $0
2025 $0 $0 12.0592 $0 $0 $0 $0 $0 $0
2026 $4,685,499 $5,594,731 $5,594,731 12.0592 $67,468 ($3,373) $64,095 $0 $64,095 $64,095
2027 $4,685,499 $5,762,573 $11,525,146 12.0592 $138,984 ($6,949) $132,035 $961 $132,996 $197,091
2028 $4,685,499 $5,935,450 $17,806,350 12.0592 $214,730 ($10,737) $203,994 $1,981 $205,974 $403,065
2029
$4,685,499 $6,113,513' $24,454,054 12.0592 $294,896 ($14,745) $280,152 $3,060 $283,211 $686,277
2030 $4,685,499 $6,296,919 $31,484,594 12.0592 $379,679 ($18,984) $360,695 $4,202 $364,897 $1,051,174
2031 $0 $32,429,132 12.0592 $391,069 ($19,553) $371,516 $5,410 $376,926 $1,428,100
2032 $0 $33,402,006 12.0592 $402,801 ($20,140) $382,661 $5,573 $388,234 $1,816,334
2033 $0 $34,404,066 12.0592 $414,886 ($20,744) $394,141 $5,740 $399,881 $2,216,216
2034 $0 $35,436,188 12.0592 $427,332 ($21,367) $405,965 $5,912 $411,878 $2,628,093
2035 $0 $36,499,274 12.0592 $440,152 ($22,008) $418,144 $6,089 $424,234 $3,052,327
2036 $0 $37,594,252 12.0592 $453,357 ($22,668) $430,689 $6,272 $436,961 $3,489,288
2037 $0 $38,722,080 12.0592 $466,957 ($23,348) $443,609 $6,460 $450,070 $3,939,358
2038 $0 $39,883,742 12.0592 $480,966 ($24,048) $456,918 $6,654 $463,572 $4,402,930
2039 $0 $41,080,255 12.0592 $495,395 ($24,770) $470,625 $6,854 $477,479 $4,880,409
2040 $0 $42,312,662 12.0592 $510,257 ($25,513) $484,744 $7,059 $491,803 $5,372,212
2041 $0 $43,582,042 12.0592 $525,565 ($26,278) $499,286 $7,271 $506,557 $5,878,770
2042 $0 $44,889,503 12.0592 $541,331 ($27,067) $514,265 $7,489 $521,754 $6,400,524
2043 $0 $46,236,188 12.0592 $557,571 ($27,879) $529,693 $7,714 $537,407 $6,937,931
7044"'"""-----�--------15"$0^ $47,623,274 12.0592 $574,299 ($28,715) $545,584 $7,945 $553,529 $7,491,460
2045 $0 $49,051,972 12.0592 $591,528 ($29,576) $561,951 $8,184 $570,135 $8,061,595
2046 $0 $50,523,531 12.0592 $609,273 ($30,464) $578,810 $8,429 $587,239 $8,648,834
2047 $0 $52,039,237 12.0592 $627,552 ($31,378) $596,174 $8,682 $604,856 $9,253,690
2048 $0 $53,600,414 12.0592 $646,378 ($32,319) $614,059 $8,943 $623,002 $9,876,692
2049 $0 $55,208,427 12.0592 $665,769 ($33,288) $632,481 $9,211 $641,692 $10,518,383
2050 $0 $56,864,680 12.0592 $685,743 ($34,287) $651,455 $9,487 $660,943 $11,179,326
2051 $0 $58,570,620 12.0592 $706,315 ($35,316) $670,999 $9,772 $680,771 $11,860,097
2052 $0 $60,327,739 12.0592 $727,504 ($36,375) $691,129 $10,065 $701,194 $12,561,291
2053 ,$0 $62,137,571 12.0592 $749,329 ($37,466) $711,863 $10,367 $722,230 $13,283,521
2054"'""" ""�'""'- '-""""' $0 $64,001,698 12.0592 $771,809 ($38,590) $733,219 $10,678 $743,897 $14,027,418
2055 $0 $65,921,749 12.0592 $794,964 ($39,748) $755,215 $10,998 $766,214 $14,793,631
2056 $0 $67,899,401 12.0592 $818,812 ($40,941) $777,872 $11,328 $789,200 $15,582,831
2057 SO $69,936,383 12.0592 $843,377 ($42,169) $801,208 $11,668 $812,876 $16,395,707
2058 $0 $72,034,475 12.0592 $868,678 ($43,434) $825,244 $12,018 $837,262 $17,232,970
2059 $0 $74,195,509 12.0592 $894,738 ($44,737) $850,002 $12,379 $862,380 $18,095,350
2060 $0 $76,421,374 12.0592 $921,581 ($46,079) $875,502 $12,750 $888,252 $18,983,602
SOURCE:Tiberius Solutions
TIGARD CITY CENTER FUTURE:BUSINESS CASE 11 I P A G F
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City of Tigard
Phase 2 Feasibility
City Facilities Consolidation (CFC) Project
i. , ,t("1
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Tigard City Council Briefing
•
January 79, 2020
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— CFC Project Team
City of Tigard — Lead Staff Consulting Advisors
• Kenny Asher, Community • Lori Coppenrath, DLR Group
Development Director
• Toby LaFrance, Financial • Brandon Dole, Scott Edwards Architecture
and Information Services Director
• Kirsten Hauge, Kearns & West
• Kathy McAlpine, Police Chief
• Rob Murchison, Assistant PW • Jerry Johnson, Johnson Economics
Director • Kent Larson, DLR Group
• Kathy Nyland, Interim City • Mick O'Connell, MJOC LLC
Manager
• Nadine Robinson, Central Services • Paul Phillips, PacWest
Director • Owen Ronchelli, Rick Williams Consulting
• Brian Rager, Public Works Director
• Sid Scott, Scott Edwards Architecture
• Chris West, PacWest
II I
TIGARD
— Tonight's Agenda
• CFC Project overview
• COT Facilities "Current State" (Conditions and Budgets)
• CFC Business Case
• Public Works Operations Relocation
• New City Hall/Police Station and Downtown Redevelopment
• Communications
• Funding
• Staff Recommendation
• Council Discussion and Action
.
TIGARD
Project overview
TFGARD
Purpose and Need Properties the city owns or controls
4 , " Property the city is leasing
k.
To address existingand projected failures of A.i "�, . ^ ` �` !
the city's downtown facilities, including: �- ., . : - ,.
Rising costs to maintain and repair aged `'+-, . _ . " `N
structures *`
i. Seismic risks — employees and emergency - f ","�'� 41. \
response/preparedness '.tr,,r''
0. Space limitations and rising costs/limited 'F '` •t,.
options for additional leased space / ` It 4 13\
Fiscal prudence given all available options R ,� a
To recognize and correct the city's role in f; `yx �� ` 'Y ;.
downtown's vitalization
ilietta luL - -
INI _ ,
TIGARD
Project Description
;'. \ \\-\ '- ,. ,e ,..- -:./., -::..
`/\` Relocate Public Works Operations outside
-' `f ;~'' the downtown core.
1
...5":"..1'?
';j ;.\. fir' \ 4 `, ' Proposed site for new city
-Z\/ �N. ' hall/police station,
y ' \`\; l" parking/potential • Construct a new city hall/police station and a shared
k,.2,-.:,,,,,,,, 1;' housin ,
g potential skate use parking garage on existing Public Works site.
\,�-•� 1. park relocation a.
I '17-----, \.
• L
-J �N,' \`\ • Redevelop the current city hall site for market rate and
Existing site ! > affordable housing.
proposed for ) -''‘..\\.
redevelopment �// c .\\
` i 4 • Potentially relocate and enhance Jim Griffiths Memorial
Skate Park across Burnham.
.
1 ! ta
TIGARD
— CFC Project Benefits
• Resiliency, efficiency, climate API:. 1.' 1 -;
responsibility and P• �` 011-
emergency response ,�:,
• Better safety, security, and
training and operations space for . 1iiit i . N
Tigard PD ! t 0
- - - i 110
__
___ ,...-_. -.....----- vm----- s-----; ----. __.
• A new community room and new and - -- ---
improved skate park and new parking -
supply for downtown visitors
CIli q
TIGARD
—° CFC Project Benefits
• Approximately 500 new apartments
including affordable homes for 150 4 .. . '
, ,
.. .households �
t a : ' ,, r
` ' - ..„
• eX IS i —_ 3•.�: ..,,•nom . ;at, ,.
Catalytic development in the t; ;;M,, ' ,; i - 1
Burnham corridor— shopping, dining, , ' 0, ` •, fl
walkability
1 r-
• Estimated $13 million in new 4 .
-441 ,
revenues from downtown - _
development
IIIIII
6
TIGARD
CFC Feasibility Phases
Phase 1 COT Facility Planning - Separate or Together?
• Council approved Phase 1 feasibility in February 2020
We :r- Phase 2 Proceed Now or Proceed Later?
• Council approval to enter Phase 3 sought tonight
Phase 3 Government Project or Community Project?
• Feasibility will be determined June — November 2021
111e �
TIGARD
City Council Direction from Phase 1 Feasibility
1„, dir
t
46 0
Stop pursuing facility Commission a Support an
redevelopment functional and accelerated
concepts that would conceptual design timeline to secure a
reuse downtown phase for new city non-downtown site
properties for single hall/police station. for Public
use functions. Works operations.
li ,
TIGARD
-- Phase 2 Feasibility - Activities
Study PW sites • Initial design studies
• • Communications
•
City Council directs next Business Case analysis research, planning,
•
phase of feasibility study Select design firms outreach
• Select
• Narrow PW sites
communications firm
• Finalize Business Case
February 2020 Spring-Summer 2020 Fall-Winter 2020
Q N
IN
TIGARD
— Staff Recommendation
Direct staff to commence a third Feasibility Phase to:
• Execute steps up to (but not including) closing on a property acquisition for the Public
Works Operations Relocation component;
• Assemble project management and A/E teams for new Public Works Operations
building;
• Undertake engineering and other studies on the existing Public Works downtown
site to prepare for the reuse of that site for new city hall/police station;
• Execute aspects of the CFC Project Financial Plan; and
• Implement the Communications Plan to hear from the community.
Staff is also recommending council direct staff to prepare a formal budget request
of$150,000 to complete the work of this phase.
114 '
.
TIGARD
Current state: Facility Conditions
71151
ncnuD
— Overview of City Facilities
N
Buildings are at capacity - '
and aging systems are �ry
struggling to keep up.
POLICE
Extensive repairs and
system replacements are
estimated to cost up to
$13.9 M.
The Niche building was constructed in the 1950s,followed
by the Public Works building in the 1980s and the City Hall
complex in the mid-1980s.
I14
TIGARD
Overview of Key Issues
a
11
Key issues:
• Facilities are aging. N -
• Buildings do not meet current seismic codes. Costs __
to upgrade facilities to current code could be as high
as $19.2M.
• Space is inadequate. The city hall complex, public
works building and niche provide approximately
63,250 sq ft of office space. Programming estimates
identify the need for 99,500 sq ft of space in a public
services building.
111111
a ,.
TIGARD
— Overview of Current Maintenance Conditions
• Tigard's facilities are aging - 107% increase in work Facilities Work Request/Work Order
orders and requests over the last five years. Count FY2015&FY2020 Comparison
CITY HALL Year Combined WO 8 WR %increase
2015 131
• 2016 Facilities Condition Assessment assigned a 2020 343 83%
CITY HALL MODULAR
2015 7
facilities condition needs index (FCNI) to each 2020 19 171%
NICHE
2015 44
building. 2020 32 86%
PERMIT CENTER
2015 90
• City Hall complex FCNI 'poor' with 10-year capital 7020 26^ 189%
POLICE DEPT
expenses of $3.6M• 2015 159
2020 242 52%
• Public Works building rated 'good' with 10-year POLICE MODULAR
2015 12
2020 45 275%
capital expenses of $3.1M; and PUBLIC WORKS 2015 205
• Niche building rated 'good' with 10-year capital PUBLIC WORKS_ASH/BC 20 3G2 76%
2015 21
expenses of $520K. 2020 152 624%
TOTALS 2015 725
2020 1.505 107%
111 1 q
rI(ARD
— Police Department Conditions
Built: Mid-1980s : , '' 9 ,
Repair/upgrade needs: mFif! ',
it
• Space is inadequate with:
• Insufficient onsite storage
_
• Limited locker room space, -- ^
especially for female officers =
Locker room facilities are extremely limited and overcrowded.
III 4
TIGARD
— Police Department
Conditions /4=„:: - _
r
uI - R
r ' lit;
. - .1 il Tf/
Expensive system repairs * '��'`' r
and upgrades are needed �oh r'�" * .
pg
•
to:
r 41e• Roof 4 -. ` ..
4 .
• HVAC system 111 t '
• Sewer lines - if% -
The Police Department doesn't meet seismic survivability
• Seismic retrofits requirements for an Essential Facility.
III
IN
TIGARD
-- City Hall and Permit
Center Conditions 10:34:30 AM / 04-16-2018 . "
Built: Mid-1980s Z- {
•
•
Repair/upgrade needs: , lk, .P -
• Replacement of aging, f,..
deteriorating main sewer
line; , f
• Replacement of original . .,, , " ,0
HVAC system; '
• Replacement of the roof; and
Current conditions of sewer line, which include corroded pipes.
• Seismic retrofits.
,' u
I
TIGARD
— Public Works Conditions
rte _ . AI -
Built: 1980s .
ami t j�r
Repair/upgrade needs: -
• Staff work from multiple _ , - - ' _ !.- to:
locations, including the r. ?te �.
fleet bay. : •r , } a,
I
• Leased space costs the - �}� r1 �,� '
city approximately , - -- i.
$76,000 per year. ,Iirri,.
to Alli _
, _ ,
,..‹._
Space is inadequate at the Public Works site.
1 w
TIGARD
— Public Works Conditions
The building doesn't meet
current seismic codes: �
e The city's emergency
operations center would
be at risk in a major
earthquake.
It is estimated it would
cost over $10M to bring
r "
the building up to code.
Tigard's Emergency Operation Center
I
TIGARD
— Niche Conditions
Built: 1950s Repair/upgrade needs:
Number of employees: 16 • Significant safety upgrades
(seismic and ADA)
IOW _ _,_,, _ _ _ ...,.
Min, • Replacement of siding
- "�`� • • Conversion of
`� garage/storage area to
= = • • office space
P- .
aa3n4,.
A t
1 -
111
I
TIGARD
CFC Business Case
11/9
T1CARD
-- Approach
• Modeled two cost scenarios over a 20-year horizon:
Scenario 1 Scenario 2
➢ Upgrade and remain in existing Y Construct new CFC buildings
facilities r Sale of excess property for
• Lease additional property to development
address space needs
• Challenge was to generate an apples-to-apples comparison:
• Quality and quantity of space was not the same
• Difference in effective life of space under two options
, a
i
TIGARD
— Summary of Findings
• Scenario 1: Estimated at $180.7 TOTAL COST OF REMAINING IN EXISTING FACILITIES
Capital Expenditures $33.1 million
million over next twenty years. Repairs and Maintenance $73.3 million
Total Additional Rental Expense $74.3 million
• Scenario 2: Estimated at $252.7 Total Cost $180.7 million
million over forecast period.• Additional Revenues $0.0 million
Overall Net Cost to City $180.7 million
• Scenario 2 costs reduced to
TOTAL COST OF NEW FACILITIES
reflect $91.3 million in remaining Capital Expenditures $152.1 million
3.1 million
structure value at end of period, Rrs ebtiSevndMMaintenance $67.5.5 million
and $13.4 million from sale of Total Cost $252.7 million
excess property and increased tax Estimated Value of New Facilities in 2040 $91.3 million
revenues. Total Additional Revenues $13.4 million
Overall Net Cost to City $148.0 million
• Incorporating adjustments, new COMPARISON OF SCENARIOS(Over 20 years)
Overall Net Cost to Remain $180.7 million
construction would represent an Overall Net Cost to Build New Facilities $148.0 million
Overall Savings $32.7 million
estimated savings of $32.7
million.
INe A
TIGARD
— SummaryofFindings
The CFC scenario reflects the preferred option evaluated,
since it:
• Costs less than remaining in place;
• Represents a significant upgrade in the magnitude and quality of
space;
• Provides a better urban design solution in downtown Tigard,
providing for more intensive utilization of urban land;
• Generates new property tax revenues from released sites; and
• Will likely catalyze additional development in the downtown core,
creating additional tax revenues not modeled in this analysis.
11
TIGARD
Public Works Operations Relocation
'V
TIGARD
' Site Search
8 acres
A Site parameters: Relatively flat
As centrally-located as possible
9 Staff has reviewed over 13 sites
v/ No final decisions yet
te Target date for site acquisition : June 2021
I' "I
TIGARD
Building Design and Program
g Goal : Modern-day Public Works Facility
Driver of site size is equipment and material
"
la_
storage
Covered equipment storage
Fleet maintenance facility
X Key components: Outdoor storage
Administrative office building
II S .
TIGARD
•THE MASTER PLAN INCLUDES THREE MAIN:B01tD-
LANJSCARE;-- I$C;S:AN OFFICE WADI.ND PEE MAINTENANCE
?u RMWA ET FACILITY ANG A WAF.Ef4OL1SE STORAC-E BLPfI_'Y G
AS DESCRIBEO BELOW.
-^
..- STAFF TRASH MATERIAL
TRASH . RJ.^..F CE_.K ENCLOSURE ORAG'c TOTAL SITE AREA 7.7S.AC RC
ENCLOSURE
PROPERTY UNE
_ - - - - - —1BU?LDINGSUMMARY
- -- - - - - - - - - --- - '_ - - — — '' — — — — r '- COVERED +,0.^T-I BURG 30.500;1
... ... - - - - MATERIAL A
AI' STORAGE 2 story
r � .--._ --- I SesrreasegcrylV
S� t • FLEETMA NTENANCE 2.200 If
3I I 1 story v,fprefoL+ritotod roost
( R < ... ..-. e C f I 1 F!.rnia CoUveryn
A - ! g 1 i WAREHG.SEI Folio,STORAC_ 16.500 sf
llf 1 story v.,prefobwco`oo mo+a
IF, . , . nw rr. Somme Co+egYyC
.tf hUtERIAL
FARKtiD t.Ii' STORAGE
00+2 ADAI r.
77 FLEET DARTINGCOVERED + YARD SUMMARY
s � y - _ PARKtN� 1 [
j y , :1 j YARD S'O?AC-E 50.000 sf
_ I illilii
Inciltles rnznoterntq.'rash.r.;xs ra-k
•ENTPANCE f!•/n,/U,///i w 1 - - ' I arw:o•o.costed m ste(q�s orage..
MONUMENT 'I 1
SIQN v
SW ..._...�,- -. �_ ... . ... -.- + t PARKING SUMMARY
er -`fes. ; '''RV _ail.- -:o'. II1Hirilirilll 1
r: VI„,,o, 1•o 2 ASA
IF..EE:FARKANC- 'M STAFF 90
STAFF- . - `/ - 1" - -.L..
—���,,,,,,__ I~ _A�1 v_!! ! 1 1 ti RMT VEHICLE I-EQUIP
FAct:ln-. la
�� ��LL* -T11I- NIP' R! 1 I I t- ^.:
foo; t 1► + T - -I i COVERED
q I I - � , - (. UNCOVERED OS
`i Alter_-a .ir i t I._ _1 t _ __ - + TOTAL SPACES. 1'?3
FUTURE DEC At1
LANDSC.A=E -- $'AFF MDR. STATIC-.
s�OR!.1W�.cF PART.INC:,
FAcirE 11o+t ADA;
LEGEND
FLEET VEHICLE TRAFFIC
. VISITOR VEHICLE TRAFFIC
�GARD PUBLIC WORKS COMPLEXSITF MASTER PLAN
STA
A
8777 SW BURNHAhS 5LTIF,G.,T>[-AOR o7223 M
0?NOV 21720 1 PROJ.NO.20122 ,--�
— Existing Site:
Allocation of value
k
Key issues: 4r f ,,_�
• Existing site is a �` ` �
Fy
/Water" asset S 4.. � ��, ; ��`�,,,:,t,Z �i/�:.
• Water partners are ,, Qj _-
stakeholders �_ r\-_--- I. 4
Appraisal of site: $4,750,000 z _ =7 _
Status: Appraisal in review by
water partners.
1 1 p
r_ a_
TIGARD
New City Hall/Police Station and
Downtown Redevelopment
TIG.gRD
— Overview
7 I—1 _ . i
4,-,,- 4 ♦ �%■ + * Why consider consolidation?
�` reM,'♦r' �i j • Shared site and building
! . amenities-cost efficiency
* 4j GSITE FOR 1` .'
• Elevate customer service—
„One-Sto
,' ,` \ \ .NEW CRVNALV p
r". /� \\ NEWCEHTAT/O
t,.� �.�,,, POTEHTI NO:OR
POTCNTIAC XO .0,
t{Y RELOCATIONA �4 • Connection to downtown
• Equity/parity for city
Al --• employees
* • Efficiency via evolving work
m■, 4 etc.)
modes (work from home,
•�
COSTING CRE 446,
• Evaluate housing/skate park
configurations
• Free up existing site for
development
1 Q r
TIGARD
— Vision and Goals
• Support Tigard Comprehensive Plan and
w '.
Tigard Downtown Future Vision
• Strengthen pedestrian connectivity
• Maximize site use through value-based Traffic Routes
design decisions
• Provide a safe and secure community-
centric city facility
• Create an equitable and accessible public
facilityfor cityservices
A
• "Feel" like Tigard now and into the future
fe ..
Pedestrian Routes
TIGARD
— Key Features
.
SWCOMMERCIAL ST •
•
• Police and city services:
• 4 levels / 99,400 sq. ft ``\ .
• Police secure fleet parkinga �_ ....... s`
N. EP�PKME �.i `�,y`.`
• - �anu< rl A. P 9e`
in basement _ - _ , i PAPKMa wSTI
N:acmrEaPtcs 1
aie as E
vmrcr..1..E mores PANOAO __
• Parking garage: ; , f 130.ON
P:Es*mK vaMEacrrcsEvwas
/^
t I �i lExLt:alJaPN -�
• 3 levels / 244 spaces for4144411\.
__ ^� SW BURNHAM ST
public / city and police
staff ,;y s ;�('.
r -- 74, •
04,w• a �.` j i
1a ,
TIGARD
— Key Features
• Surface parking: . , _ : : - ' ;:ik 1:
• 80 spaces _ _
fi !{ISAe
4e, -;a0ty:.
w /* ' ib��l/ AAAIi� -Arft-
• Vehicle entry/exit: - .F ..
• 3 locations `' n � $c�s�'�� Y
• Skate Park: - ;1, f SKATE PARK
y
• 20000 sq.ft
,
,, 4.
• -
ta
OPTION B:AXON LOOKING NORTH
e I
II
TIGARD
— Planned Next Steps
Building Program-99,425 S0.FT
LEVEL 4 r 19,000 SQ.FT.
Feb 2021:
• Community Input Values LEVEL 323,000 S4.FT.
Survey e
May 2021••
LEVEL 2 23,00054 FT.
• Complete site, survey and
LEVEL 1 ,.; 2700050.FT
civil investigations
4 . ,
• Cost estimate review w
4 Ground Plane
LEVEL 0 2Z000 S0.FT.
:;ECfIOf Or)!I(:I-,11.1-...F(2M'NG
• Image and value direction CRY SERVICES PROGRAM
Example of Program Stacking POLICE SERVICES PROGRAM
—50k sf Police Services ; —50k sf City Services
IIq
TIGARD
Downtown Redevelopment
w.•-gy�I �S".._i�w'��.'7%11'4. 2 -.!•-' Me: Ttal J
van Stree; � :^. a�,__ .v."..'..=,F'?�'s�„ ��tNw �v. �•.5 i~ .�ru.. • �� ,
—, . . x s �, S _-_ '',''- a;•'. - sf-- 3_,t� �now,ewesl
4� "�,r saMion J
Un,Weal Plea --- • - -'n m .�. `I e r
44)' _� Aad �' 41111r , . f ' 91leY.
41 eum!lan r.a..,s•" }�Tr' ,.I. 1\ ♦//...../ -I'i l 1
�6e� All . 1I1 a 1 4 � t,.Y16'1<" .`x� ' } Nerdstree!
iv
an•na , ,'r \ Vtraeee
Reekendaf __ .�-, .y ..� -A.-..s • 1�F� ,i.f
C'nevel enl , \ '_ M _ \.` 4 M.
A, �J
.. e} ....4.s• e \, 1 r ' .•� ... - 3- c snares use",
I�. �' - Satlall
FbXet Slanon O. k��r�51I.�.s.�� _ ! ��_a' t0 ` _ \«_=• .-7.....•� ro J
Re a[auw LY4' y V' � 1 + _ t
Recixneei _ "�R� +'V1 S17, it i,3��1 1`is ...�4 _" \. 4:tea K•
-'�
.44—
(DevtleFme,I�. III:.?RiS+i�!\tt 1 + •-.•-i--.,;.„2.,...
} 1, , My •'--7-- -:_1$3'x+. • -
Ili
is° I•��f.. P114;:-........" ;:s - , •
is 7 �.X,�. r' 1-4,----"'
` �.--
V o .. 4. Rk� $ Vii' ,1I,. `1''\t:\:. \ `✓t /
j
I
aa-.al 7enaar.^g
TIGARD
Communications and Engagement
TIG.ARD
— Activities to Date
Research:
• Kick-off meeting with city staff and consultant team
• Interviews with city staff and community stakeholders
• Discussion group with Tigard business leaders and downtown interests
• Developed research report of key findings
Planning:
• Strategic communications and engagement plan
• Briefing Tigard boards and committees
• Developing communications and outreach tools
IN ,
TIGARD
— Early Engagement
Downtown community Community stakeholders:
and businesses • State representative
• Member of Town Center Advisory • Past and current members of Tigard
Commission advisory committees
• Former City Councilor • Member of League of Oregon Cities
• Business owners • Long-term residents
• Residents with expertise and
engagement in issues related to
Committee briefings diversity, equity, and inclusion
• Committee for Community • Parent/involved community member
Engagement with Tigard Public Schools
• Town Center Advisory Commission • Dreamland Skateparks
• Planning Commission
• Transportation Advisory Committee
• Tigard Youth Advisory Committee
• Tigard Library Board11 _ "
TIGARD
— Key Themes
• Interest in hearing about tangible benefits "Bringing in more
of the project — support for opportunities people downtown
downtown, including affordable housing. would be great; the
• What resonated most? current City facilities
• Smart investment/reducing costs, safety, are not a draw."
opportunities downtown
• Residents are sensitive to the project cost
and potential tax impact and want to know
their tax dollars are used effectively and
efficiently.
• Lack of awareness about aging facilities. "Build for the future.
What we build should
• General support for project concept — set the tone for
questions focus on implementation. downtown."
• Interest in how COVID-19 factors into
planning.
• Mayor and Council are important
ambassadors in reaching community. 111
TIGARD
— Communications Approach
What We're Saying How We're Engaging
• Focus first on the project need — • Meeting people where they are
facilities are aging, overcrowded and . Working through community
need very expensive repairs. leaders and encouraging them to
• Keep it practical. spread the word. (e.g., Tigard
• Be specific. (e.g., it is estimated the committees)
savings to Tigard over 20 years is • Inviting input on community
about $33 million.) values/priorities and show what we
• Appeal to community interests and heard and how it was addressed
needs. • Focusing on equitable outreach
• Connect the project to the city's • Leveraging City communications
overall vision for Tigard. channels to spread the word and
encourage feedback
• Creating an educational video
'V
TIGARD
-- Phase 3 Opportunities
• Full-on community engagement begins
• We will listen to community voices to
plan a solution that works for Tigard.
• Beginning soon and over the next few et Tr
s: : r ,
months, outreach and engagement will
include: [
• Community input questionnaire hosted �,, _. .
online at YourTigard engagement site `` " �'' �'�'
• Project website
• Video
• City communications: social media,
podcast, media, e-newsletter, etc.
• Direct outreach and briefings
:111
TIGARD
Project Funding
TIGARD
Feasibility Principles are Unchanged
• Voter-approved bond that restructures retiring debt and does not
increase tax rates above the current rate of $0.3385/$1,000 AV
• Utilities and Special Revenue Funds pay for proportionate share
• Sale of city's land offsets the costs of the project
• Photo Enforcement revenues above program costs used to pay
for portion of Police needs
• Urban renewal assists with public improvements and parking
TIGARD
— Project Costing
• Include all project cost categories: Land, Hard, Soft, Fees &
Contingency, and Financing:
• Costs have been updated.
• Flexible work locations (e.g., telecommuting) when compared with
traditional offices accounted for:
• Decrease in square footage of 9% and project savings of $12M
• Uses current costs inflated annually.
• Recent construction costs are increasing by 7% annually:
• Project can delay about 9-12 months and maintain principles and not
impact contingency for other areas. At about 2.5 years, all contingency
is
gone.
III ,
TIGARD
Source Components & Future Council Actions
• Requires a voter approved General Obligation bond that will not
increase taxes over the $0.3385/$1,000 assessed value.
• Council will need to adopt utility rates that include facility costs as
a service cost.
• Impact to rates requires further analysis and is currently
estimated at approximately $5-$8 per month on a home's utility
bill.
TIGARD
Next Steps for Financing
• Project costs need to be further refined by July 2021 so Council can
consider sending a General Obligation Bond to the voters.
• Utility finances need further review to determine if rates need to be
adjusted, by how much, and when changes need to be effective.
Council will need to vote on changes prior to issuing General
Obligation Bonds.
• Council will need to amend the budget for Phase 3 in the Third
Quarter Supplemental.
li G N
TIGARD
Recommendation
710
TIGARD
Staff Recommendation
Direct staff to commence a third Feasibility Phase to:
• Execute steps up to (but not including) closing on a property acquisition for the
Public Works Operations Relocation component;
• Assemble project management and A/E teams for new Public Works Operations
building;
• Undertake engineering and other studies on the existing Public Works downtown
site to prepare for the reuse of that site for new city hall/police station;
• Execute aspects of the CFC Project Financial Plan; and
• Implement the Communications Plan to hear from the community.
Staff is also recommending council direct staff to prepare a formal budget
request of$150,000 to complete the work of this phase.
TIGARD
Council Discussion and Direction
TIGARD