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TCDA Packet - 01/25/2022 ' City of Tignrrl Tigard Business Meeting —Agenda r TIGARD CITY COUNCIL & TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: January 25, 2022 - 6:30 p.m. Business Meeting 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 in-person public testimony during this meeting. How to comment: •Written public comment maybe submitted electronically at www.tigard-or.gov/Comments.All comments must be submitted before noon the day of the meeting. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue. We ask that you plan on limiting your testimony to three minutes SEE ATTACHED AGENDA VIEW LIVESTREAM ONLINE: https://www.tigard-or.gov/boxcast CABLE VIEWERS: The first City Council meeting of the month may be shown live on Channel 28 at 6:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 P.M. Monday 6:00 a.m. City of Tigard Tigard Business Meeting—Agenda TIGARD CITY COUNCIL & TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: January 25, 2022 - 6:30 p.m. Business Meeting MEETING LOCATION: Remote participation only. 6:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Follow-up to Previous Public Comment B. Public Comment—Written C. Public Comment—Phone-In 3. PROCLAMATIONS AND RECOGNITION 4. PUBLIC HEARING TO CONSIDER APPROVAL OF RESOLUTION FOR THE FY 2022 SECOND QUARTER BUDGET SUPPLEMENTAL 6:45 p.m. estimated time 5. RECEIVE TIGARD CITY COUNCIL GOALS UPDATE 7:05 p.m. estimated time 6. CONSIDER A RESOLUTION TO ADOPT THE 2021 PARKS &RECREATION SYSTEM PLAN 7:50 p.m. estimated time 7. NON-AGENDA ITEMS 8. ADMINISTRATIVE REPORT 9. TCDA EXECUTIVE SESSION:The Town Center Development Agency Board will go into Executive Session to discuss Real Estate Negotiations under ORS 192.660(2)(e).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. 8:35 p.m. estimated time 10. ADJOURNMENT 8:50 p.m. estimated time AIS-4829 4. Business Meeting Meeting Date: 01/25/2022 Length (in minutes): 20 Minutes Agenda Title: Public Hearing to Consider Approval of Resolution for the FY 2022 Second Quarter Budget Supplemental Prepared For: Steve Kang Submitted By: Steve Kang, Finance and Information Services Item Type: Meeting Type: Council Business Meeting- Main Public Hearing Newspaper Legal Ad Required?: Public Hearing Publication 01/20/2022 Date in Newspaper: Information ISSUE Submitting the Fiscal Year (FY) 2022 Second Quarter Budget Supplemental to the City Council for review, consideration, and adoption. STAFF RECOMMENDATION / ACTION REQUEST Finance recommends that the City Council approve the FY 2022 Second Quarter Budget Supplemental. KEY FACTS AND INFORMATION SUMMARY The following is the summary of items that require council action for FY 2022 Second Quarter Budget Supplemental: Fleet and Facilities ManaLrement: oFunding Source -Total Project Cost is around $1.7M. Facility Management is looking for various funding options including the Energy Trust of Oregon incentives as well as cooperative agreements to help reduce costs. Of the total cost, approximately$0.8M will be American Rescue Plan Act (ARPA) funding since it is improving ventilation and air purification ("UV lights to kill viruses") provided by the new system. ARPA funding is a good fit for this project as HVAC replacement at the Library supports a comfortable community hub that is accessible to all members of the public,including the unhoused community,particularly during the increasing number of extreme weather days. The HVAC project falls into the following ARPA investment categories: connectivity and access (as the Library provides internet access to the public, as well as support services for people seeking jobs and housing) and community resiliency plan (by providing a safe and comfortable center for all people during extreme weather events; further, the new HVAC system will reduce energy use in line with City goals). The proposed system meets OSHA criteria for best practices for healthy buildings. Rest of the funding, $0.9M,will come from the General Fund Contingency and this amount be offset by any third-party funding. This is a request from Facility Management. The Tigard Library, built in 2004,has two hot water boilers for heating and three roof top air handler units (RTUs) to cool the first and second floors, and auditorium area. Several system failures in the past few years challenge the system's reliability. These include compressor and motor failures, as well as failures of the equipment that regulates temperature and air flow during warm weather when the library is unable to provide cool, comfortable temperatures to patrons, and serve as a cooling center for the Tigard community. The current system, as designed,is inadequate to handle temperatures above 85°let alone 100°. An engineering review completed in 2021 confirmed that the system has reached the end of its useful life. The recommendation is a complete redesign that would provide adequate cooling for the next 20 years; replacing the RTUs with the addition of an air-cooled chiller to ensure adequate cooling. The primary benefits include cooling derived from air cooling as opposed to refrigerant makes the system more environmentally friendly throughout its life; and the ability to control to ramp up or down depending on the cooling load. Currently, the project is estimated to be completed within 25-30 weeks once an order for equipment is approved. City Management (CM): oFounding Source -None. This request will increase reserves of the General Fund and Building Funds. Tyler backfill for the CD Planning and Building divisions have shifted out to 2nd half of the FY22 creating partial savings in the current FY. The overall backfill request still remains at 3-year limited duration positions, but this request will reduce the current FY appropriation by$92K. *Assistant Planner: -$48.5K •Permit Technician: -$43.5K Information Services: •Funding Source - Central Services Fund's Contingency, $88K The Information Technology Division is requesting for two modular training room facilities to be located within a city building parking lot (Niche), to hold Tyler Technologies training sessions. This will be an ongoing cost for the next three years while we implement the Tyler ERP solution and strain on the new systems. This request will be funded by the Central Services Fund's Contingency. •FY22 = $88K. First year includes setup or buildout costs for whichever type of facility is decided upon (mobile office or lease space) as well as training room furniture (desk/table/chair...etc.) •FY23 thru FY25 = $48K/year Police (PD): o Funding Source - General Fund Grants, $71K PD is seeking to recognize two grants. First is recognizing federal pass-through grant funds to support a mental health clinician serving part-time in Tigard. As part of a south cities police department consortium, Tigard,Tualatin, Sherwood, and King City have entered into a one-year IGA with Washington County to provide a full-time mental health clinician to partner with specially trained patrol officers in each jurisdiction. The clinician will rotate between the jurisdictions -working in Tigard two days a week with the designated patrol officer- to respond to mental health emergency calls as well as to provide follow-up and outreach services to identified individuals. Tigard's prorated FY22 share of the contracted clinician cost is $54,820. The City of Tualatin was awarded a one-year grant to fund the clinician on behalf of all participating south cities; Tigard is a subrecipient of this grant. This request recognizes the Federal funding that will support the increase in appropriation for contract payments. Second request is overtime expenses and revenue reimbursement related to the following FY 2021-22 traffic safety grants administered through ODOT: DUII high visibility enforcement, Safety Belt enforcement Blitzes, Pedestrian Safety Enforcement,Distracted Driving Enforcement and Speed Enforcement.All grants are Federal funds and reimburse the City for officer overtime expenses. PW Capital Improvement Plan (CIP) •Parks •CIP 92016-13 Dirksen Nature Park Wetland Boardwalk and Walkway / CIP 92016-08 Dirksen Nature Park Off-Street Parking Lot—$86,000. Funding from Parks SDC Fund (425). Due to the proximity of the Wetland Boardwalk and Walkway and the Off-Street Parking Lot, they are being constructed at the same time. The construction contract came in higher than anticipated. •CIP 92062 Cook Park Softball and Baseball Infield—$13,000. Carryforward $13,000 from prior year appropriations impacting Transient Lodging Tax Fund (210).An invoice was processed after the cutoff for fiscal year 2020-21. This request is to carryforward budget appropriations from 2020-21 to fiscal year 2021-22 to pay the invoice. Note: this does not affect total project cost. •CIP 92065 Lasich Park Property Plan and Feasibility Study—$90,000 funding from Parks SDC Fund (425). Following site clearing,it was discovered the steep slope down to the Tualatin River was unstable. A feasibility study will be required to determine if the boat ramp can be constructed and what the cost will be, this will increase expenses by$52,000. Geotechnical and Hydraulic studies will be used to determine costs and feasibility of the project. The OR State Marine Board grant funding of$38,000 is being removed from this project,which is replaced by transfers from Parks SDC Fund. An application for the OR State Marine Board grant funding will occur in a later phase if a feasible solution is identified. •CIP 92069 Cook Park Inclusive Play Structure—$785,000 funding from Parks SDC Fund (425). Metro informed that this project did not meet the eligibility requirements for the Metro Local Share funding, thus removing Metro funding and replacing it with Parks SDC Fund, $575,000. In addition,the scope of the project has changed requiring an increase of$210,000. Note: this results in an increase to the total project cost. Metro Local Share Funding was reprioritized to Steve Street and Bagan Projects. •Transportation •CIP 95064 Frewing Street Sidewalk Infill—$145,000. Additional funding of$225,228 was secured from Washington County (CDBG) to assist in covering the increased construction costs.The City of Tigard appropriation from Transportation SDC Fund (415) will be reduced by$79,728. •CIP 95068 Fiber Communication Networks Program—$33,000. Funding from Transportation SDC Fund (415). Existing PO with Aaken Corporation was increased due to increase in material cost and, during install, additional splicing and testing requirements are discovered once the tie-ins are complete. OTHER ALTERNATIVES Do not approve the FY 2022 Second Quarter Budget Supplemental. COUNCIL OR TCDA GOALS, POLICIES, SYSTEM PLANS DATES OF PREVIOUS CONSIDERATION This is the first time council has been presented with this information. Fiscal Impact Cost: $2,348,820 Budgeted (yes or no): No Where Budgeted (department/program): N/A Additional Fiscal Notes: The FY 2022 Second Quarter Supplemental to the Adopted Budget represents an overall increase of$2.3 million to appropriation line items across nine funds. This total includes components, such as appropriated contingencies or CIP line items, that were included in the FY22 Adopted Budget. This requested total represents the net total of the changes. The increase in the expenditures is largely supported through Contingency, Grants and Reserves. This supplemental will reduce the budgeted General Fund and Central Services Fund's contingencies by$1.OM and will decrease the city's reserves by$1.6M of which $0.8M was General Fund Reserves. Please refer to Exhibits A and B which summarize the fiscal impact of the quarterly supplemental budget by fund. Attachments FY22 Q2-Resolution FY22 Q2 Supplemental Summary FY22 Q2 Exhibit A FY22 Q2 Exhibit B FY22 Q2 Exhibit C Presentation_Q2 Supplemental CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 22- A RESOLUTION TO ADOPT THE FY 2022 SECOND QUARTER BUDGET SUPPLEMENTAL INCLUDING BUDGET ADJUSTMENTS TO PUBLIC WORKS, POLICY AND ADMINISTRATION, AND COMMUNITY SERVICES. WHEREAS,the city acknowledges those items that were unknown at the time the FY 2022 budget was adopted; and WHEREAS, the city recognizes approximately $2,348,820 of unanticipated budget in operations and transfers; and WHEREAS, the increase in budget is offset by unanticipated fund balance, miscellaneous revenue, reserve for future expenditures,and contingency. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The FY 2021-22 Budget is hereby amended as detailed in Exhibit B. SECTION: This resolution is effective immediately upon passage. PASSED: This day of 2022. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO. 22- Page 1 CITY OF TIGARD - BUDGET SUPPLEMENTAL 1'19'2022 FY 2021-2022 Quarter: 2 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source Q2CS01 Central Services MULTIPLE MULTIPLE Library HVAC cooling equipment NEW Multiple $ 1,725,000 The Tigard Library, built in 2004, has two hot water boilers for heating and three roof top air handler units(RTUs)to cool the first and replacement second floors,and auditorium area. Several system failures in the past few years challenge the system's reliability; these include compressor and motor failures,as well as failures of the equipment that regulates temperature and air flow.These failures are most evident during warm weather when the library is unable to provide cool,comfortable temperatures to patrons,and serve as a cooling center for the Tigard community.The system, as designed, is inadequate to handle temperatures above 850 let alone 1000.An engineering review completed in 2021 confirmed that the system has reached the end of its useful life.The replacement options identified were for(1)"like kind"replacement,expected to continue the cycle of failures under load; or(2)a complete redesign that would provide adequate cooling for the next 20 years.The recommendation is for the latter: replacing the RTUs with the addition of an air-cooled chiller to ensure adequate cooling. Primary benefits: cooling derived from air cooling as opposed to refrigerant making the system more environmentally friendly throughout its life; and the ability to control to ramp up or down depending on the cooling load. Total Project Cost is around $1.7M. Facility Management is looking for various funding options including the Energy Trust of Oregon incentives as well as cooperative agreements to help reduce costs. Of the total cost,approximately$800K will be ARPA funding since it is improving ventilation and air purification("UV lights to kill viruses' provided by the new system. The proposed system meets OSHA criteria for best practices for healthy buildings. Rest of the funding will come from the General Fund Contingency. Currently,the project is estimated to be completed within 25-30 weeks once an order for equipment is approved. Q2FIS01 Finance& 600-Central Services 2300-Information Technology Tyler Training Facility(Modular) NEW Contingency $ 88,000 Request for two Modular Training Room facilities located within a city building parking lot(Niche)to hold Tyler Technologies training Information Fund sessions due to limited training spaces available in City facilities without impacting use for other purposes.This will be an ongoing cost for Services the next 3 years while we implement the Tyler ERP solution and strain on the new systems. • FY22 = $88K. First year cost includes setup costs for modular training facilities as well as training room furniture(desk/table/chair...etc.) • FY23 thru FY25 = $48K/year Q2CM01 City Management Multiple Multiple Tyler Backfill Timing Shift NEW Existing $ (92,000) Tyler backfill for the CD Planning and Building divisions have shifted out to 2nd half of the FY22 creating partial savings in the current FY. Appropriations The overall backfill request still remains at 3-year limited duration positions, but this request will reduce the current FY appropriation by $92K. 1)Assistant Planner: -$48.5K 2)Permit Technician: -$43.5K Q2PD01 Police 100-General Fund 4100-Police Operations Mental Health Response Team- NEW Miscellaneous $ 54,820 Recognizing federal pass-through grant funds to support a mental health clinician serving part-time in Tigard. As part of a south cities Grant Funding Revenue police department consortium,Tigard,Tualatin,Sherwood and King City have entered into a one-year IGA with Washington County to provide a full-time mental health clinician to partner with specially trained patrol officers in each jurisdiction. The clinician will rotate between the jurisdictions-working in Tigard two days a week with the designated patrol officer-to respond to mental health emergency calls as well as to provide follow-up and outreach services to identified individuals.Tigard's prorated FY22 share of the contracted clinician cost is$54,820.The City of Tualatin was awarded a one-year grant to fund the clinician on behalf of all participating south cities;Tigard is a subrecipient of this grant.This request recognizes the federal funding that will support the increase in appropriation for contract payments. Q2PD02 Police 100-General Fund 4100-Police Operations Federal Traffic Grant NEW Miscellaneous $ 16,500 Reflect overtime expenses and revenue reimbursement related to the following FY 2021-22 traffic safety grants administered through Revenue ODOT: DUII high visibility enforcement,Safety Belt enforcement Blitzes, Pedestrian Safety Enforcement, Distracted Driving Enforcement and Speed Enforcement.All grants are Federal funds and reimburse the City for officer overtime expenses. Q2PW01 Capital 420-Parks Capital 8000-CIP/Contingency CIP 92016-13 Dirksen Nature Park- NEW Reserve for $ 43,000 New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off-Street Parking Improvement Fund Wetland Boardwalk and Walkway Future Lot,they are being constructed at the same time.The construction contract came in higher than anticipated using everything previously Program Expenditures budgeted for construction inspection and administrative services,quality control testing,and contingency-all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Q2PW02 Capital 420-Parks Capital 8000-CIP/Contingency CIP 92016-08 Dirksen Nature Park- NEW Reserve for $ 43,000 New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off-Street Parking Improvement Fund Off-Street Parking Lot Future Lot,they are being constructed at the same time.The construction contract came in higher than anticipated using everything previously Program Expenditures budgeted for construction inspection and administrative services,quality control testing,and contingency-all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Q2PW03 Capital 420-Parks Capital 8000-CIP/Contingency CIP 92062 Cook Park Softball and CARRYFORWARD Unanticipated $ 13,000 Carryforward $13,000 from prior year appropriations impacting Transient Lodging Tax Fund (210).An invoice was processed after the Improvement Fund Baseball Infield Fund Balance cutoff for fiscal year 2020-21, roll budget appropriations from 2020-21 to fiscal year 2021-22 to pay the invoice. Note: this does not affect Program total project cost. Iof2 CITY OF TIGARD - BUDGET SUPPLEMENTAL 1'19'2022 FY 2021-2022 Quarter: 2 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source Q2PW04 Capital 420-Parks Capital 8000-CIP/Contingency CIP 92065 Lasich Park Property Plan NEW Reserve for $ 90,000 New ask from Parks SDC Fund (425). Following site clearing, it was discovered the steep slope down to the Tualatin River was unstable.A Improvement Fund and Feasibility Study Future feasibility study will be required to determine if the boat ramp can be constructed and what the cost will be,this will increase expenses by Program Expenditures $52,000. Geotechnical and Hydraulic studies will be used to determine costs and feasibility of the project.The OR State Marine Board grant funding of$38,000 is being removed from this project.An application for the OR State Marine Board grant funding will occur in a later phase if a feasible solution is identified. Note: this results in an increase to the total project cost. Q2PW05 Capital 420-Parks Capital 8000-CIP/Contingency CIP 92069 Cook Park Inclusive Play NEW Reserve for $ 785,000 New ask from Parks SDC Fund (425). Metro informed that this project did not meet the eligibility requirements for the Metro Local Share Improvement Fund Structure Future funding,thus removing Metro funding and replacing it with Parks SDC Fund,$575,000. In addition,the scope of the project has changed Program Expenditures requiring an increase of$210,000. Note: this results in an increase to the total project cost. Metro Local Share Funding was reprioritized to Steve Street and Bagan Projects. Q2PW06 Capital 460-Transportation 8000-CIP/Contingency CIP 95064 Frewing Street Sidewalk NEW/TECHNICAL Miscellaneous $ 145,500 Additional funding of$225,228 was secured from Washington County(CDBG)to assist in covering the increased construction costs.The Improvement CIP Fund Infill -CDBG Revenue City of Tigard appropriation from Transportation SDC Fund (415)will be reduced by$79,728. Note: this results in an overall increase to Program the total project cost funded by the additional funding secured from Washington County. Q2PW07 Capital 460-Transportation 8000-CIP/Contingency CIP 95068 Fiber Communication NEW Reserve for $ 33,000 New ask from Transportation SDC Fund (415). Existing PO with Aaken Corporation was increased due to increase in material cost and, Improvement CIP Fund Networks Program Future during install,additional splicing and testing requirements are discovered once the tie-ins are complete. Note: this results in an increase to Program Expenditures the total program cost. 2of2 Exhibit A Q2CM01-Tyler Backfill Timing Shift Tyler backfill for the CD Planning and Building divisions have shifted out to 2nd half of the FY22 creating partial savings in the current FY. The overall backfill request still remains at 3-year limited duration positions,but this request will reduce the current FY appropriation by $92K. 1)Assistant Planner:-$48.5K 2) Permit Technician:-$43.5K Fund 1 of 2 FY 2022 Q2 Revised General Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 29,309,592 $ 29,309,592 Property Taxes $ 18,452,556 $ - $ 18,452,556 Franchise Fees $ 6,701,356 $ - $ 6,701,356 Special Assessments $ - $ - $ - Licenses&Permits $ 1,132,119 $ - $ 1,132,119 Intergovernmental $ 7,398,572 $ - $ 7,398,572 Charges for Services $ 242,743 $ - $ 242,743 Fines&Forfeitures $ 2,128,301 $ - $ 2,128,301 Interest Earnings $ 300,675 $ - $ 300,675 Miscellaneous $ 369,144 $ - $ 369,144 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 244,000 $ - $ 244,000 Total Resources $ 66,279,058 $ - 66,279,058 Requirements Community Development $ 4,615,892 $ (48,500) $ 4,567,392 Community Services $ 27,623,360 $ - $ 27,623,360 Policy and Administration $ 1,676,325 $ - $ 1,676,325 Public Works $ - $ - $ - Program Expenditures Total $ 33,915,577 $ (48,500) $ 33,867,077 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,773,714 $ - $ 2,773,714 Contingency $ 1,551,712 $ $ 1,551,712 Total Budget $ 38,242,003 $ (48,500) $ 38,193,503 Reserve For Future Expenditure $ 28,037,055 $ 48,500 $ 28,085,555 Total Requirements $ 66,279,058 $ - $ 66,279,058 Exhibit A Q2CM01-Tyler Backfill Timing Shift Tyler backfill for the CD Planning and Building divisions have shifted out to 2nd half of the FY22 creating partial savings in the current FY. The overall backfill request still remains at 3-year limited duration positions,but this request will reduce the current FY appropriation by $92K. 1)Assistant Planner:-$48.5K 2)Permit Technician:-$43.5K Fund 2 of 2 FY 2022 Q2 Revised Building Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 11,404,350 $ - $ 11,404,350 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 3,533,704 $ - $ 3,533,704 Intergovernmental $ 8,281 $ - $ 8,281 Charges for Services $ 7,000 $ - $ 7,000 Fines&Forfeitures $ - $ - $ - Interest Earnings $ 112,875 $ - $ 112,875 Miscellaneous $ 500 $ - $ 500 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 250,000 $ - $ 250,000 Total Resources $ 15,316,710 $ - $ 15,316,710 Requirements Community Development $ 2,653,792 $ (43,500) $ 2,610,292 Community Services $ - $ - $ - Policy and Administration $ - $ - $ Public Works $ - $ - $ - Program Expenditures Total $ 2,653,792 $ (43,500) $ 2,610,292 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 150,000 $ - $ 150,000 Total Budget $ 2,803,792 $ (43,500) $ 2,760,292 Reserve For Future Expenditure $ 12,512,918 $ 43,500 $ 12,556,418 Total Requirements $ 15,316,710 $ - $ 15,316,710 Exhibit A Q2CS01-Library HVAC cooling equipment replacement The Tigard Library,built in 2004,has two hot water boilers for heating and three roof top air handler units(RTUs)to cool the first and second floors,and auditorium area.Several system failures in the past few years challenge the system's reliability;these include compressor and motor failures,as well as failures of the equipment that regulates temperature and air flow.These failures are most evident during warm weather when the library is unable to provide cool,comfortable temperatures to patrons,and serve as a cooling center for the Tigard community.The system,as designed,is inadequate to handle temperatures above 85°let alone 100°.An engineering review completed in 2021 confirmed that the system has reached the end of its useful life.The replacement options identified were for(1)"like kind" replacement,expected to continue the cycle of failures under load;or(2)a complete redesign that would provide adequate cooling for the next 20 years.The recommendation is for the latter:replacing the RTUs with the addition of an air-cooled chiller to ensure adequate cooling.Primary benefits:cooling derived from air cooling as opposed to refrigerant making the system more environmentally friendly throughout its life;and the ability to control to ramp up or down depending on the cooling load. Total Project Cost is around$1.7M. Facility Management is looking for various funding options including the Energy Trust of Oregon incentives as well as cooperative agreements to help reduce costs. Of the total cost,approximately$800K will be ARPA funding since it is improving ventilation and air purification("UV lights to kill viruses")provided by the new system. The proposed system meets OSHA criteria for best practices for healthy buildings. Rest of the funding will come from the General Fund Contingency. Currently,the project is estimated to be completed within 25-30 weeks once an order for equipment is approved. Fund 1 of 2 FY 2022 Q2 Revised General Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 29,309,592 $ - $ 29,309,592 Property Taxes $ 18,452,556 $ - $ 18,452,556 Franchise Fees $ 6,701,356 $ - $ 6,701,356 Special Assessments $ - $ - $ - licenses&Permits $ 1,132,119 $ - $ 1,132,119 Intergovernmental $ 7,398,572 $ - $ 7,398,572 Charges for Services $ 242,743 $ - $ 242,743 Fines&Forfeitures $ 2,128,301 $ - $ 2,128,301 Interest Earnings $ 300,675 $ - $ 300,675 Miscellaneous $ 369,144 $ - $ 369,144 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 244,000 $ - $ 244,000 Total Resources $ 66,279,058 $ - $ 66,279,058 Requirements Community Development $ 4,615,892 $ - $ 4,615,892 Community Services $ 27,623,360 $ - $ 27,623,360 Policy and Administration $ 1,676,325 $ - $ 1,676,325 Public Works $ - $ - $ - Program Expenditures Total $ 33,915,577 $ - $ 33,915,577 Debt Service $ - $ - $ - L.oan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,773,714 $ 1,725,000 $ 4,498,714 Contingency $ 1,551,712 $ (925,000) $ 626,712 Total Budget $ 38,242,003 $ 800,000 $ 39,042,003 Reserve For Future Expenditure $ 28,037,055 $ (800,000) $ 27,237,055 Total Requirements $ 66,279,058 $ - $ 66,279,058 Exhibit A Q2CS01-Library HVAC cooling equipment rereplacement The Tigard Library,built in 2004,has two hot water boilers for heating and three roof top air handler units(RTUs)to cool the first and second floors,and auditorium area.Several system failures in the past few years challenge the system's reliability;these include compressor and motor failures,as well as failures of the equipment that regulates temperature and air flow.These failures are most evident during warm weather when the library is unable to provide cool,comfortable temperatures to patrons,and serve as a cooling center for the Tigard community.The system,as designed,is inadequate to handle temperatures above 85°let alone 100°.An engineering review completed in 2021 confirmed that the system has reached the end of its useful life.The replacement options identified were for(1)"like kind" replacement,expected to continue the cycle of failures under load;or(2)a complete redesign that would provide adequate cooling for the next 20 years.The recommendation is for the latter:replacing the RTUs with the addition of an air-cooled chiller to ensure adequate cooling. Primary benefits:cooling derived from air cooling as opposed to refrigerant making the system more environmentally friendly throughout its life;and the ability to control to ramp up or down depending on the cooling load. Total Project Cost is around$1.7M. Facility Management is looking for various funding options including the Energy Trust of Oregon incentives as well as cooperative agreements to help reduce costs. Of the total cost,approximately$800K will be ARPA funding since it is improving ventilation and air purification("UV lights to kill viruses")provided by the new system. The proposed system meets OSHA criteria for best practices for healthy buildings. Rest of the funding will come from the General Fund Contingency. Currently,the project is estimated to be completed within 25-30 weeks once an order for equipment is approved. Fund 2 of 2 FY 2022 Q2 Revised Facilities Capital Projects Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 1,375,150 $ - $ 1,375,150 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 14,175 $ - $ 14,175 Miscellaneous $ - $ - $ - Other Financing Sources $ 25,298,270 $ - $ 25,298,270 Transfers In from Other Funds $ 7,475,000 $ 1,725,000 $ 9,200,000 Total Resources $ 34,162,595 $ 1,725,000 $ 35,887,595 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ Policy and Administration $ - $ - $ Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 32,673,270 $ 1,725,000 $ 34,398,270 Transfers to Other Funds $ 45 $ - $ 45 Contingency $ - $ - $ - Total Budget $ 32,673,315 $ 1,725,000 $ 34,398,315 Reserve For Future Expenditure $ 1,489,280 $ - $ 1,489,280 Total Requirements $ 34,162,595 $ 1,725,000 $ 35,887,595 Exhibit A Q2FIS01-Tyler Training Facility(Modular) Two Modular Training Room facility located within a city building parking lot(Niche)to hold Tyler Technologies training sessions.This will be an ongoing cost for the next 3 years while we implement the Tyler ERP solution and strain on the new systems. •FY22=$88K. First year includes setup or buildout costs for whichever type of facility is decided upon(mobile office or lease space)as well as training room furniture(desk/table/chair...etc.) •FY23 thru FY25=$48K/year FY 2022 Q2 Revised Central Services Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 3,136,865 $ - $ 3,136,865 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 12,428,617 $ - $ 12,428,617 Fines&Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 1,025,710 $ - $ 1,025,710 Total Resources $ 16,681,192 $ - $ 16,681,192 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 15,026,252 $ 88,000 $ 15,114,252 Public Works $ - $ - $ - Program Expenditures Total $ 15,026,252 $ 88,000 $ 15,114,252 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 326,200 $ (88,000) $ 238,200 Total Budget $ 15,352,452 $ - $ 15,352,452 Reserve For Future Expenditure $ 1,328,740 $ 1,328,740 Total Requirements $ 16,681,192 $ 16,681,192 Exhibit A Q2PD01 -Mental Health Response Team- Grant Funding Recognizing federal pass-through grant funds to support a mental health clinician serving part-time in Tigard.As part of a south cities police department consortium,Tigard,Tualatin,Sherwood and King City have entered into a one-year IGA with Washington County to provide a full-time mental health clinician to partner with specially trained patrol officers in each jurisdiction.The clinician will rotate between the jurisdictions-working in Tigard two days a week with the designated patrol officer-to respond to mental health emergency calls as well as to provide follow-up and outreach services to identified individuals.Tigard's prorated FY22 share of the contracted clinician cost is$54,820.The City of Tualatin was awarded a one-year grant to fund the clinician on behalf of all participating south cities;Tigard is a subrecipient of this grant.This request recognizes the federal funding that will support the increase in appropriation for contract payments. FY 2022 Q2 Revised General Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 29,309,592 $ - $ 29,309,592 Property Taxes $ 18,452,556 $ - $ 18,452,556 Franchise Fees $ 6,701,356 $ - $ 6,701,356 Special Assessments $ - $ - $ - Licenses &Permits $ 1,132,119 $ - $ 1,132,119 Intergovernmental $ 7,398,572 $ 54,820 $ 7,453,392 Charges for Services $ 242,743 $ - $ 242,743 Fines&Forfeitures $ 2,128,301 $ - $ 2,128,301 Interest Earnings $ 300,675 $ - $ 300,675 Miscellaneous $ 369,144 $ - $ 369,144 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 244,000 $ - $ 244,000 Total Resources $ 66,279,058 $ 54,820 $ 66,333,878 Requirements Community Development $ 4,615,892 $ - $ 4,615,892 Community Services $ 27,623,360 $ 54,820 $ 27,678,180 Policy and Administration $ 1,676,325 $ - $ 1,676,325 Public Works $ - $ - $ - Program Expenditures Total $ 33,915,577 $ 54,820 $ 33,970,397 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,773,714 $ - $ 2,773,714 Contingency $ 1,551,712 $ - $ 1,551,712 Total Budget $ 38,242,003 $ 54,820 $ 38,296,823 Reserve For Future Expenditure $ 28,037,055 $ - $ 28,037,055 Total Requirements $ 66,279,058 $ 54,820 $ 66,333,878 Exhibit A Q2PD02-Federal Traffic Grant Reflect overtime expenses and revenue reimbursement related to the following FY 2021-22 traffic safety grants administered through ODOT: DUII high visibility enforcement,Safety Belt enforcement Blitzes, Pedestrian Safety Enforcement, Distracted Driving Enforcement and Speed Enforcement.All grants are Federal funds and reimburse the City for officer overtime expenses. FY 2022 Q2 Revised General Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 29,309,592 $ - $ 29,309,592 Property Taxes $ 18,452,556 $ - $ 18,452,556 Franchise Fees $ 6,701,356 $ - $ 6,701,356 Special Assessments $ - $ - $ - Licenses&Permits $ 1,132,119 $ - $ 1,132,119 Intergovernmental $ 7,398,572 $ 16,500 $ 7,415,072 Charges for Services $ 242,743 $ - $ 242,743 Fines&Forfeitures $ 2,128,301 $ - $ 2,128,301 Interest Earnings $ 300,675 $ - $ 300,675 Miscellaneous $ 369,144 $ - $ 369,144 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 244,000 $ - $ 244,000 Total Resources $ 66,279,058 $ 16,500 $ 66,295,558 Requirements Community Development $ 4,615,892 $ - $ 4,615,892 Community Services $ 27,623,360 $ 16,500 $ 27,639,860 Policy and Administration $ 1,676,325 $ - $ 1,676,325 Public Works $ - $ - $ - Program Expenditures Total $ 33,915,577 $ 16,500 $ 33,932,077 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,773,714 $ - $ 2,773,714 Contingency $ 1,551,712 $ - $ 1,551,712 Total Budget $ 38,242,003 $ 16,500 $ 38,258,503 Reserve For Future Expenditure $ 28,037,055 $ - $ 28,037,055 Total Requirements $ 66,279,058 $ 16,500 $ 66,295,558 Exhibit A Q2PW01 - CIP 92016-13 Dirksen Nature Park-Wetland Boardwalk and Walkway New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off-Street Parking Lot, they are being constructed at the same time. The construction contract came in higher than anticipated using everything previously budgeted for construction inspection and administrative services, quality control testing, and contingency-all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Fund 1 of 2 FY 2022 Q2 Revised Parks SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 8,021,824 $ - $ 8,021,824 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 1,495,466 $ - $ 1,495,466 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ 158,325 $ - $ 158,325 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 180,000 $ - $ 180,000 Total Resources $ 9,855,615 $ - $ 9,855,615 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,732,700 $ 43,000 $ 5,775,700 Contingency $ - $ - $ - Total Budget $ 5,732,700 $ 43,000 $ 5,775,700 Reserve For Future Expenditure $ 4,122,915 $ (43,000) $ 4,079,915 Total Requirements $ 9,855,615 $ - $ 9,855,615 Exhibit A Q2PW01 - CIP 92016-13 Dirksen Nature Park-Wetland Boardwalk and Walkway New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off- Street Parking Lot, they are being constructed at the same time.The construction contract came in higher than anticipated using everything previously budgeted for construction inspection and administrative services, quality control testing, and contingency- all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Fund 2 of 2 FY 2022 Q2 Revised Parks Capital Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 650,000 $ - $ 650,000 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 151,945 $ - $ 151,945 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 43,000 $ 9,157,500 Total Resources $ 9,916,445 $ 43,000 $ 9,959,445 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,903,945 $ 43,000 $ 9,946,945 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,903,945 $ 43,000 $ 9,946,945 Reserve For Future Expenditure $ 12,500 $ - $ 12,500 Total Requirements $ 9,916,445 $ 43,000 $ 9,959,445 Exhibit A Q2PW02 - CIP 92016-08 Dirksen Nature Park- Off-Street Parking Lot New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off- Street Parking Lot, they are being constructed at the same time.The construction contract came in higher than anticipated using everything previously budgeted for construction inspection and administrative services, quality control testing, and contingency- all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Fund 1 of 2 FY 2022 Q2 Revised Parks SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 810211824 $ - $ 8,021,824 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 1,495,466 $ - $ 1,495,466 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 158,325 $ - $ 158,325 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 180,000 $ - $ 180,000 Total Resources $ 9,855,615 $ 91855,615 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,732,700 $ 43,000 $ 5,775,700 Contingency $ - $ - $ - Total Budget $ 5,732,700 $ 43,000 $ 5,775,700 Reserve For Future Expenditure $ 4,122,915 $ (43,000) $ 4,079,915 Total Requirements $ 9,855,615 $ - $ 9,855,615 Exhibit A Q2PW02 - CIP 92016-08 Dirksen Nature Park- Off-Street Parking Lot New ask from Parks SDC Fund (425). Because of the close proximity of the Wetland Boardwalk and Walkway and the Off- Street Parking Lot, they are being constructed at the same time. The construction contract came in higher than anticipated using everything previously budgeted for construction inspection and administrative services, quality control testing, and contingency- all of this is necessary to complete the project. Note: this results in an increase to the total project cost. Fund 2 of 2 FY 2022 Q2 Revised Parks Capital Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 650,000 $ - $ 650,000 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 151,945 $ - $ 151,945 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - N iscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 43,000 $ 9,157,500 Total Resources $ 9,916,445 $ 43,000 $ 9,959,445 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,903,945 $ 43,000 $ 9,946,945 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,903,945 $ 43,000 $ 9,946,945 Reserve For Future Expenditure $ 12,500 $ - $ 12,500 Total Requirements $ 9,916,445 $ 43,000 $ 9,959,445 Exhibit A Q2PW03 - CIP 92062 Cook Park Softball and Baseball Infield Carryforward $13,000 from prior year appropriations impacting Transient Lodging Tax Fund (210). An invoice was processed after the cutoff for fiscal year 2020-21, roll budget appropriations from 2020-21 to fiscal year 2021-22 to pay the invoice. Note: this does not affect total project cost. Fund 1 of 2 FY 2022 Q2 Revised Transient Lodging Tax Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 714,638 $ 13,000 $ 727,638 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 370,978 $ - $ 370,978 Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ 3,600 $ - $ 3,600 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 1,089,216 $ 13,000 $ 11102,216 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 247,863 $ 13,000 $ 260,863 Contingency $ - $ - $ - Total Budget $ 247,863 $ 13,000 $ 260,863 Reserve For Future Expenditure $ 841,353 $ - $ 841,353 Total Requirements $ 1,089,216 $ 13,000 $ 1,102,216 Exhibit A Q2PW03 - CIP 92062 Cook Park Softball and Baseball Infield Carryforward $13,000 from prior year appropriations impacting Transient Lodging Tax Fund (210).An invoice was processed after the cutoff for fiscal year 2020-21, roll budget appropriations from 2020-21 to fiscal year 2021-22 to pay the invoice. Note: this does not affect total project cost. Fund 2 of 2 FY 2022 Q2 Revised Parks Capital Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 650,000 $ - $ 650,000 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 151,945 $ - $ 151,945 Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 13,000 $ 9,127,500 Total Resources $ 9,916,445 $ 13,000 $ 9,929,445 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,903,945 $ 13,000 $ 9,916,945 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,903,945 $ 131000 $ 9,9161945 Reserve For Future Expenditure $ 12,500 $ - $ 12,500 Total Requirements $ 9,916,445 $ 131000 $ 9,929,445 Exhibit A Q2PW04 - CIP 92065 Lasich Park Property Plan and Feasibility Study New ask from Parks SDC Fund (425). Following site clearing, it was discovered the steep slope down to the Tualatin River was unstable. A feasibility study will be required to determine if the boat ramp can be constructed and what the cost will be,this will increase expenses by$52,000. Geotechnical and Hydraulic studies will be used to determine costs and feasibility of the project.The OR State Marine Board grant funding of$38,000 is being removed from this project. An application for the OR State Marine Board grant funding will occur in a later phase if a feasible solution is identified. Note: this results in an increase to the total project cost. Fund 1 of 2 FY 2022 Q2 Revised Parks SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 8,0211824 $ - $ 810211824 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 1,495,466 $ - $ 1,495,466 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 158,325 $ - $ 158,325 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 180,000 $ - $ 180,000 Total Resources $ 9,855,615 $ - $ 9,855,615 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,732,700 $ 90,000 $ 5,822,700 Contingency $ - $ - $ - Total Budget $ 5,732,700 $ 90,000 $ 5,822,700 Reserve For Future Expenditure $ 4,122,915 $ (90,000) $ 4,032,915 Total Requirements $ 9,855,615 $ - $ 9,855,615 Exhibit A Q2PW04 - CIP 92065 Lasich Park Property Plan and Feasibility Study New ask from Parks SDC Fund (425). Following site clearing, it was discovered the steep slope down to the Tualatin River was unstable. A feasibility study will be required to determine if the boat ramp can be constructed and what the cost will be,this will increase expenses by$52,000. Geotechnical and Hydraulic studies will be used to determine costs and feasibility of the project.The OR State Marine Board grant funding of$38,000 is being removed from this project. An application for the OR State Marine Board grant funding will occur in a later phase if a feasible solution is identified. Note: this results in an increase to the total project cost. Fund 2 of 2 FY 2022 Q2 Revised Parks Capital Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 650,000 $ - $ 650,000 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 151,945 $ (38,000) $ 113,945 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 90,000 $ 9,204,500 Total Resources $ 9,916,445 $ 52,000 $ 9,968,445 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,903,945 $ 52,000 $ 9,955,945 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,903,945 $ 52,000 $ 9,955,945 Reserve For Future Expenditure $ 12,500 $ - $ 12,500 Total Requirements $ 9,916,445 $ 52,000 $ 9,968,445 Exhibit A Q2PW05 - CIP 92069 Cook Park Inclusive Play Structure New ask from Parks SDC Fund (425). Metro informed that this project did not meet the eligibility requirements for the Metro Local Share funding,thus removing Metro funding and replacing it with Parks SDC Fund, $575,000. In addition,the scope of the project has changed requiring an increase of$210,000. Note: this results in an increase to the total project cost. Metro Local Share Funding was reprioritized to Steve Street and Bagan Projects. Fund 1 of 2 FY 2022 Q2 Revised Parks SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 8,021,824 $ - $ 8,021,824 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses & Permits $ 1,495,466 $ - $ 1,495,466 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ 158,325 $ - $ 158,325 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 180,000 $ - $ 180,000 Total Resources $ 9,855,615 $ - $ 9,855,615 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,732,700 $ 785,000 $ 6,517,700 Contingency $ - $ - $ - Total Budget $ 5,732,700 $ 785,000 $ 6,517,700 Reserve For Future Expenditure $ 4,1221915 $ (785,000) $ 3,337,915 Total Requirements $ 9,855,615 $ - $ 9,855,615 Exhibit A Q2PW05 - CIP 92069 Cook Park Inclusive Play Structure New ask from Parks SDC Fund (425). Metro informed that this project did not meet the eligibility requirements for the Metro Local Share funding,thus removing Metro funding and replacing it with Parks SDC Fund, $575,000. In addition,the scope of the project has changed requiring an increase of$210,000. Note: this results in an increase to the total project cost. Metro Local Share Funding was reprioritized to Steve Street and Bagan Projects. Fund 2 of 2 FY 2022 Q2 Revised Parks Capital Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 650,000 $ - $ 650,000 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 151,945 $ (575,000) $ (423,055) Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 785,000 $ 9,899,500 Total Resources $ 9,916,445 $ 210,000 $ 10,126,445 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,903,945 $ 210,000 $ 10,113,945 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,903,945 $ 210,000 $ 101113,945 Reserve For Future Expenditure $ 121500 $ - $ 12,500 Total Requirements $ 9,916,445 $ 210,000 $ 10,126,445 Exhibit A Q2PW06 - CIP 95064 Frewing Street Sidewalk Infill - CDBG Additional funding of$225,228 was secured from Washington County(CDBG)to assist in covering the increased construction costs.The City of Tigard appropriation from Transportation SDC Fund (415) will be reduced by $79,728. Note: this results in an overall increase to the total project cost funded by the additional funding secured from Washington County. Fund 1 of 2 FY 2022 Q2 Revised Transportation SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 6,541,049 $ - $ 6,541,049 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 701,855 $ - $ 701,855 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 108,000 $ - $ 108,000 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 104,700 $ - $ 104,700 Total Resources $ 7,455,604 $ - $ 7,455,604 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,535,640 $ (79,728) $ 5,455,912 Contingency $ - $ - $ - Total Budget $ 5,535,640 $ (79,728) $ 5,455,912 Reserve For Future Expenditure $ 1,919,964 $ 79,728 $ 1,999,692 Total Requirements $ 7,455,604 $ - $ 7,455,604 Exhibit A Q2PW06 - CIP 95064 Frewing Street Sidewalk Infill - CDBG Additional funding of$225,228 was secured from Washington County(CDBG)to assist in covering the increased construction costs.The City of Tigard appropriation from Transportation SDC Fund (415) will be reduced by$79,728. Note: this results in an overall increase to the total project cost funded by the additional funding secured from Washington County. Fund 2 of 2 FY 2022 Q2 Revised Transportation CIP Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 1,947,526 $ - $ 1,947,526 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 2,081,439 $ 225,228 $ 2,306,667 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 11,240,721 $ (79,728) $ 11,160,993 Total Resources $ 15,269,686 $ 145,500 $ 15,415,186 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 13,547,160 $ 145,500 $ 13,692,660 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 13,547,160 $ 145,500 $ 13,692,660 Reserve For Future Expenditure $ 1,722,526 $ - $ 1,722,526 Total Requirements $ 15,269,686 $ 145,500 $ 15,415,186 Exhibit A Q2PW07 - CIP 95068 Fiber Communication Networks Program New ask from Transportation SDC Fund (415). Existing PO with Aaken Corporation was increased due to increase in material cost and, during install, additional splicing and testing requirements are discovered once the tie-ins are complete. Note: this results in an increase to the total program cost. Fund 1 of 2 FY 2022 Q2 Revised Transportation SDC Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 6,541,049 $ - $ 6,541,049 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 701,855 $ - $ 701,855 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ 108,000 $ - $ 108,000 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 104,700 $ - $ 104,700 Total Resources $ 7,455,604 $ - $ 7,455,604 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 5,535,640 $ 33,000 $ 5,568,640 Contingency $ - $ - $ - Total Budget $ 5,535,640 $ 33,000 $ 5,568,640 Reserve For Future Expenditure $ 1,919,964 $ (33,000) $ 1,886,964 Total Requirements $ 7,455,604 $ - $ 7,455,604 Exhibit A Q2PW07 - CIP 95068 Fiber Communication Networks Program New ask from Transportation SDC Fund (415). Existing PO with Aaken Corporation was increased due to increase in material cost and, during install, additional splicing and testing requirements are discovered once the tie-ins are complete. Note: this results in an increase to the total program cost. Fund 2 of 2 FY 2022 Q2 Revised Transportation CIP Fund Revised Q1 Amendment Q2 Resources Beginning Fund Balance $ 1,947,526 $ - $ 1,947,526 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 2,081,439 $ - $ 2,081,439 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 11,240,721 $ 33,000 $ 11,273,721 Total Resources $ 15,269,686 $ 33,000 $ 15,302,686 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 13,547,160 $ 33,000 $ 13,580,160 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 13,547,160 $ 33,000 $ 13,580,160 Reserve For Future Expenditure $ 1,722,526 $ - $ 1,722,526 Total Requirements $ 15,269,686 $ 33,000 $ 15,302,686 Exhibit B Total All Funds FY 2022 Q2 Revised Total All Funds Revised Q1 Amendment Q2 Resources Beginning Fund Balance 186,765,599 $ 13,000 $ 186,778,599 Property Taxes $ 23,265,605 $ - $ 23,265,605 Franchise Fees $ 6,701,356 $ - $ 6,701,356 Special Assessments $ 50,000 $ - $ 50,000 Licenses&Permits $ 17,881,070 $ - $ 17,881,070 Intergovernmental $ 16,034,344 $ (316,452) $ 15,717,892 Charges for Services $ 56,719,220 $ - $ 56,719,220 Fines&Forfeitures $ 2,229,590 $ - $ 2,229,590 Interest Earnings $ 1,911,000 $ - $ 1,911,000 Miscellaneous $ 683,656 $ - $ 683,656 Other Financing Sources $ 25,298,270 $ - $ 25,298,270 Transfers In from Other Funds $ 56,814,787 $ 2,652,272 $ 59,467,059 Total Resources $ 394,354,497 $ 2,348,820 $ 396,703,317 Requirements Community Development $ 7,829,484 $ (92,000) $ 7,737,484 Community Services $ 30,152,389 $ 71,320 $ 30,223,709 Policy and Administration $ 19,737,796 $ 88,000 $ 19,825,796 Public Works $ 32,638,588 $ - $ 32,638,588 Program Expenditures Total $ 90,358,257 $ 67,320 $ 90,425,577 Debt Service $ 9,672,764 $ - $ 9,672,764 Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ 79,020,875 $ 2,264,500 $ 81,285,375 Transfers to Other Funds $ 55,498,287 $ 2,652,272 $ 58,150,559 Contingency $ 3,977,912 $ (1,013,000) $ 2,964,912 Total Budget $ 238,529,095 $ 3,971,092 $ 242,500,187 Reserve For Future Expenditure $ 155,825,402 $ (1,622,272) $ 154,203,130 Total Requirements $ 394,354,497 $ 2,348,820 $ 396,703,317 Exhibit B General Fund FY 2022 Revised General Fund Revised Q1 Q2CS01 Q2CM01 Q2PD01 Q2PD02 Q2 Resources Beginning Fund Balance $ 29,309,592 $ - $ - $ - $ - $ 29,309,592 Property Taxes $ 18,452,556 $ - $ - $ - $ - $ 18,452,556 Franchise Fees $ 6,701,356 $ - $ - $ - $ - $ 6,701,356 Special Assessments $ - $ - $ - $ - $ - $ - Licenses&Permits $ 1,132,119 $ - $ - $ - $ - $ 1,132,119 Intergovernmental $ 7,398,572 $ - $ - $ 54,820 $ 16,500 $ 7,469,892 Charges for Services $ 242,743 $ - $ - $ - $ - $ 242,743 Fines&Forfeitures $ 2,128,301 $ - $ - $ - $ - $ 2,128,301 Interest Earnings $ 300,675 $ - $ - $ - $ - $ 300,675 Miscellaneous $ 369,144 $ - $ - $ - $ - $ 369,144 Other Financing Sources $ - $ - $ - $ - $ - $ - Transfers In from Other Funds $ 244,000 $ - $ - $ - $ - $ 244,000 Total Resources $ 66,279,058 $ - $ 11111110IF54,820 $ 16,500 $ 66,350,378 Requirements Community Development $ 4,615,892 $ - $ (48,500) $ - $ - $ 4,567,392 Community Services $ 27,623,360 $ - $ - $ 54,820 $ 16,500 $ 27,694,680 Policy and Administration $ 1,676,325 $ - $ - $ - $ - $ 1,676,325 Public Works $ - $ - $ - $ - $ - $ - Program Expenditures Total $ 33,915,577 $ - $ (48,500) $ 54,820 $ 16,500 $ 33,938,397 Debt Service $ - $ - $ - $ - $ - $ - Loan to TCDA $ 1,000 $ - $ - $ - $ - $ 1,000 Work-In-Progress $ - $ - $ - $ - $ - $ - Transfers to Other Funds $ 2,773,714 $ 1,725,000 $ - $ - $ - $ 4,498,714 Contingency $ 1,551,712 $ (925,000) $ - $ - $ - $ 626,712 Total Budget $ 38,242,003 $ 800,000 $ (48,500) $ 54,820 $ 16,500 $ 39,064,823 Reserve For Future Expenditure $ 28,037,055 $ (800,000) $ 48,500 $ - $ - $ 27,285,555 Total Requirements $ 66,279,058 $ - $ - $ 54,820 $ 16,500 $ 66,350,378 Exhibit B Transient Lodging Tax Fund FY 2022 Revised Transient Lodging Tax Fund Revised Q1 Q2PW03 Q2 Resources Beginning Fund Balance $ 714,638 $ 13,000 $ 727,638 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ $ - Licenses&Permits $ - $ - $ - Intergovernmental $ 370,978 $ - $ 370,978 Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 3,600 $ - $ 3,600 Miscellaneous $ - $ $ - Other Financing Sources $ - $ $ - Transfers In from Other Funds $ - $ $ - Total Resources $ 1,089,216 $ 13,000 $ 1,102,216 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 247,863 $ 13,000 $ 260,863 Contingency $ - $ - $ - Total Budget $ 247,863 $ 13,000 $ 260,863 Reserve For Future Expenditure $ 841,353 $ - $ 841,353 Total Requirements $ 1,089,216 $ 13,000 $ 1,102,216 Exhibit B Building Fund FY 2022 Revised Building Fund Revised Q1 Q2CM01 Q2 Resources Beginning Fund Balance $ 11,404,350 $ - $ 11,404,350 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 3,533,704 $ - $ 3,533,704 Intergovernmental $ 8,281 $ - $ 8,281 Charges for Services $ 7,000 $ - $ 7,000 Fines&Forfeitures $ - $ - $ - Interest Earnings $ 112,875 $ - $ 112,875 Miscellaneous $ 500 $ - $ 500 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 250,000 $ - $ 250,000 Total Resources $ 15,316,710 $ 15,316,710 Requirements Community Development $ 2,653,792 $ (43,500) $ 2,610,292 Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ $ - $ - Program Expenditures Total $ 2,653,792 $ (43,500) $ 2,610,292 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 150,000 $ - $ 150,000 Total Budget $ 2,803,792 $ (43,500) $ 2,760,292 Reserve For Future Expenditure $ 12,512,918 $ 43,500 $ 12,556,418 Total Requirements $ 15,316,710 $ - $ 15,316,710 Exhibit B Parks Capital Fund FY 2022 Revised Parks Capital Fund Revised Q1 Q2PW01 Q2PW02 Q2PW03 Q2PW04 Q2PW05 Q2 Resources Beginning Fund Balance $ 650,000 $ - $ - Is - - $ $ 650,000 Property Taxes $ - $ - $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ - $ - $ Special Assessments $ - $ - $ - $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - $ - $ - $ - Intergovernmental $ 151,945 $ - $ - $ - $ (38,000) $ (575,000) $ (461,055) Charges for Services $ - $ - $ - $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - $ - $ - $ - Interest Earnings $ - $ - $ - $ - $ - $ - $ - Nliscellaneous $ - $ - $ - $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - $ - $ - $ - Transfers In from Other Funds $ 9,114,500 $ 43,000 $ 43,000 $ 13,000 $ 90,000 $ 785,000 $ 10,088,500 Total Resources $ 9,916,445 $ 43,000 $ 43,000 $ 13,000 $ 52,000 $ 210,000 $ 10,277,445 Requirements Community Development $ - $ - $ - $ - $ - $ - $ - Community Services $ - $ - $ - $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - $ - $ - $ - Public Works $ - $ - $ - $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - $ - $ - $ - Debt Service $ - $ - $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - $ - $ - Work-In-Progress $ 9,903,945 $ 43,000 $ 43,000 $ 13,000 $ 52,000 $ 210,000 $ 10,264,945 Transfers to Other Funds $ - $ - $ - $ - $ - $ - $ - Contingency $ - $ - $ - $ - $ - $ - $ - Total Budget $ 9,903,945 $ 43,000 $ 43,000 $ 13,000 $ 52,000 $ 210,000 $ 10,264,945 Reserve For Future Expenditure $ 12,500 $ - $ - $ - $ - $ - $ 12,500 Total Requirements $ 9,916,445 $ 43,000 $ 43,000 $ 13,000 $ 52,000 $ 210,000 $ 10,277,445 Exhibit B Parks SDC Fund FY 2022 Revised Parks SDC Fund Revised Q1 Q2PW01 Q2PW02 Q2PW04 Q2PW05 Q2 Resources Beginning Fund Balance 8,021,824 $ - - $ - $ - $ 8,021,824 Property Taxes $ - $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ - $ Special Assessments $ - $ - $ - $ - $ - $ - Licenses&Permits $ 1,495,466 $ - $ - $ - $ - $ 1,495,466 Intergovernmental $ - $ - $ - $ - $ - $ - Charges for Services $ - $ - $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - $ - $ - Interest Earnings $ 158,325 $ - $ - $ - $ - $ 158,325 Miscellaneous $ - $ - $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - $ - $ - Transfers In from Other Funds $ 180,000 $ - $ - $ - $ - $ 180,000 ir Total Resources $ 9,855,615 $ - - $ 9,855,615 Requirements Community Development $ - $ - $ - $ - $ - $ Community Services $ - $ - $ - $ - $ - $ Policy and Administration $ - $ - $ - $ - $ - $ - Public Works $ - $ - $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - $ - $ - Debt Service $ - $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - $ - $ - Transfers to Other Funds $ 5,732,700 $ 43,000 $ 43,000 $ 90,000 $ 785,000 $ 6,693,700 Contingency $ - $ - $ - $ - $ - $ - Total Budget $ 5,732,700 $ 43,000 $ 43,000 $ 90,000 $ 785,000 $ 6,693,700 Reserve For Future Expenditure $ 4,122,915 $ (43,000) $ (43,000) $ (90,000) $ (785,000) $ 3,161,915 Total Requirements $ 9,855,615 $ - $ - $ - $ - $ 9,855,615 Exhibit B Facilities Capital Projects Fund FY 2022 Revised Facilities Capital Projects Fund Revised Q1 Q2CS01 Q2 Resources Beginning Fund Balance $ 1,375,150 $ - $ 1,375,150 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 14,175 $ - $ 14,175 Miscellaneous $ - $ - $ - Other Financing Sources $ 25,298,270 $ - $ 25,298,270 Transfers In from Other Funds $ 7,475,000 $ 1,725,000 $ 9,200,000 Total Resources $ 34,162,595 1,725,000 $ 35,887,595 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 32,673,270 $ 1,725,000 $ 34,398,270 Transfers to Other Funds $ 45 $ - $ 45 Contingency $ - $ - $ - Total Budget $ 32,673,315 $ 1,725,000 $ 34,398,315 Reserve For Future Expenditure $ 1,489,280 $ - $ 1,489,280 Total Requirements $ 34,162,595 $ 1,725,000 $ 35,887,595 Exhibit B Transportation CIP Fund FY 2022 Revised Transportation CIP Fund Revised Q1 Q2PW06 Q2PW07 Q2 Resources Beginning Fund Balance $ 1,947,526 �S - 1,947,526 Property Taxes $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - Intergovernmental $ 2,081,439 $ 225,228 $ - $ 2,306,667 Charges for Services $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - Interest Earnings $ - $ - $ - $ - Nliscellaneous $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - Transfers In from Other Funds $ 11,240,721 $ (79,728) $ 33,000 $ 11,193,993 Total Resources $ 15,269,686 $ 145,500 $ 33,000 Requirements Community Development $ - $ - $ - $ - Community Services $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - Public Works $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - Debt Service $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - Work-In-Progress $ 13,547,160 $ 145,500 $ 33,000 $ 13,725,660 Transfers to Other Funds $ - $ - $ - $ - Contingency $ - $ - $ - $ - Total Budget $ 13,547,160 $ 145,500 $ 33,000 $ 13,725,660 Reserve For Future Expenditure $ 1,722,526 $ - $ - $ 1,722,526 Total Requirements $ 15,269,686 $ 145,500 $ 33,000 $ 15,448,186 Exhibit B Transportation SDC Fund FY 2022 Revised Transportation SDC Fund Revised Q1 Q2PW06 Q2PW07 Q2 Resources Beginning Fund Balance 6,541,049 $ - 6,541,049 Property Taxes $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - Licenses&Permits $ 701,855 $ - $ - $ 701,855 Intergovernmental $ - $ - $ - $ - Charges for Services $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - Interest Earnings $ 108,000 $ - $ - $ 108,000 Miscellaneous $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - Transfers In from Other Funds $ 104,700 $ - $ - $ 104,700 Total Resources $ 7,455,604 $ - 7,455,604 Requirements Community Development $ - $ - $ - $ - Community Services $ - $ - $ - $ Policy and Administration $ - $ - $ - $ - Public Works $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - Debt Service $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - Transfers to Other Funds $ 5,535,640 $ (79,728) $ 33,000 $ 5,488,912 Contingency $ - $ - $ - $ - Total Budget $ 5,535,640 $ (79,728) $ 33,000 $ 5,488,912 Reserve For Future Expenditure $ 1,919,964 $ 79,728 $ (33,000) $ 1,966,692 Total Requirements $ 7,455,604 $ - $ - $ 7,455,604 Exhibit B Central Services Fund FY 2022 Revised Central Services Fund Revised Q1 Q217IS01 Q2 Resources Beginning Fund Balance 3,136,865 $ - $ 3,136,865 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 12,428,617 $ - $ 12,428,617 Fines&Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Nliscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 1,025,710 $ - $ 1,025,710 Total Resources $ 16,681,192 $ - $ 16,681,192 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 15,026,252 $ 88,000 $ 15,114,252 Public Works $ - $ - $ - Program Expenditures Total $ 15,026,252 $ 88,000 $ 15,114,252 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 326,200 $ (88,000) $ 238,200 Total Budget $ 15,352,452 $ - $ 15,352,452 Reserve For Future Expenditure $ 1,328,740 $ $ 1,328,740 Total Requirements $ 16,681,192 $ $ 16,681,192 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 92016-13 Dirksen Nature Park-Wetland Boardwalk and Walkway Project Description:The elevated wetland boardwalk will be centrally located in the park extending from the Fanno Creek Trail into the Fanno Greenway floodplain.The boardwalk surface will consist of galvanized steel grating.The walkway will be an 8-foot-wide hard surface pathway from Summer Creek Bridge at Fowler Middle School to the Fanno Creek Trail.The walkway and boardwalk will be Americans with Disabilities Act(ADA)accessible. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 48,000 20,000 30,000 50,000 98,000 Construction Management Total 48,000 20,000 30,000 50,000 98,000 External Expenses Public Involvement - - Land/Right of Way Acquisition - - Design and Engineering 192,000 42,000 10,000 52,000 244,000 Environmental Permit Comp. - - Construction 20,000 337,500 337,500 357,500 Contingency 20,000 3,000 23,000 23,000 Total 212,000 399,500 13,000 412,500 624,500 Total Project Expense 260,000 419,500 43,000 462,500 722,500 Revenue Funding Source 425-Parks SDC Fund 260,000 419,500 43,000 462,500 722,500 Other Revenue Source Total Project Revenues 260,000 419,500 43,000 462,500 722,500 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 92016-08 Dirksen Nature Park-Off-Street Paricing Lot Project Description:Construction of a parking lot adjacent to Tigard Street.Amenities include a 5-foot wide perimeter sidewalk,landscaping,irrigation,and lighting. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 19,000 40,000 10,000 50,000 69,000 Construction Management Total 19,000 40,000 10,000 50,000 69,000 External Expenses Public Involvement - - Land/Right of Way Acquisition - - Design and Engineering 61,000 61,000 61,000 Environmental Permit Comp. - - Construction 310,000 22,000 332,000 332,000 Contingency 40,000 11,000 51,000 51,000 Total - 411,000 33,000 444,000 444,000 Total Project Expense 19,000 451,000 43,000 494,000 513,000 Revenue Funding Source 425-Parks SDC Fund 19,000 451,000 43,000 494,000 513,000 Other Revenue Source Total Project Revenues 19,000 451,000 43,000 494,000 513,000 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 92062 Cook Park Softball and Baseball Infield Project Description:Install artificial turf infields on ball fields 1 and 2 at Cook Park. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 38,000 500 500 38,500 Construction Management - - Total 38,000 500 500 38,500 External Expenses Public Involvement - Land/Right of Way Acquisition - Design and Engineering 9,000 - 9,000 Environmental Permit Comp. - Construction 466,000 12,500 12,500 478,500 Contingency - Total 475,000 12,500 12,500 487,500 Total Project Expense 513,000 13,000 13,000 526,000 Revenue Funding Source 210-Transient Lodging Tax 513,000 13,000 13,000 526,000 Other Revenue Source Total Project Revenues 513,000 13,000 13,000 526,000 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 92065 Lasich Park Property Plan and Boat Launch Feasibility Stud Project Description:This project will develop a master plan for a community park at the Lasich Property. The project includes public outreach to critical stakeholder groups to identify the recreational facilities needed at the park. This information will drive the design of the property plan. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 40,000 40,000 20,000 60,000 Construction Management - - Total 40,000 40,000 20,000 60,000 External Expenses Public Involvement - - Land/Right of Way Acquisition - - Design and Engineering 163,000 52,000 215,000 160,000 375,000 Environmental Permit Comp. - Construction - Contingency - - Total 163,000 52,000 215,000 160,000 375,000 Total Project Expense 203,000 52,000 255,000 180,000 435,000 Revenue Funding Source 425-Parks SDC Fund 165,000 90,000 255,000 180,000 435,000 Other Revenue Source OR State Marine Board Grant 38,000 (38,000) Total Project Revenues 203,000 52,000 255,000 180,000 435,000 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 92069 Cook Park Inclusive Play Structure 17'iption:Remove the ma n playground at Cook Park and replace it w th a more modern,inclusive,and accessible play structure. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 20,000 10,000 30,000 10,000 40,000 Construction Management - - Total 20,000 10,000 30,000 10,000 40,000 External Expenses Public Involvement - - Land/Right of Way Acquisition - - Design and Engineering 55,000 55,000 20,000 75,000 Environmental Permit Comp. - Construction 535,000 95,000 630,000 155,000 785,000 Contingency 20,000 50,000 70,000 30,000 100,000 Total 555,000 200,000 755,000 205,000 960,000 Total Project Expense 575,000 210,000 785,000 215,000 1,000,000 Revenue Funding Source 425-Parks SDC Fund 785,000 785,000 215,000 1,000,000 Other Revenue Source Proposed Metro Local Share 575,000 (575,000) Total Project Revenues 575,000 210,000 785,000 215,000 1,000,000 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 95064 Frewing Street Sidewalk Project Need:Currently,pedestrians living adjacent to Frewing Street are forced to walk in the roadway. Project Description:Construct sidewalks,curbs,Americans with Disabilities Act(ADA)curb ramps and drainage improvements on Frewing Street between Pacific Highway and Ash Avenue.Storm drainage work includes providing inlets to collect street runoff.The project will result in improved northbound pedestrian access to shopping areas and bus stops on Pacific Highway and southbound access to the Tigard Civic Center and the Public Library.This supports the vision statement in the City of Tigard's Strategic Plan:"Tigard:an equitable community that is walkable,healthy,and accessible for everyone." Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - Project Management 56,000 20,000 50,000 70,000 126,000 Construction Management - - - - - - - Total 56,000 20,000 50,000 70,000 126,000 External Expenses Public Involvement - - Land/Right of Way Acquisition 5,000 - 5,000 Design and Engineering 96,000 20,000 24,000 44,000 140,000 Environmental Permit Comp. 5,000 5,000 5,000 Construction 485,500 148,500 634,000 634,000 Contingency 77,000 77,000 - - Total 101,000 587,500 95,500 683,000 784,000 Total Project Expense 157,000 607,500 145,500 753,000 910,000 Revenue Funding Source 200-Gas Tax Fund 57,000 - 57,000 415-Transportation SDC Fund 358,421 (79,728) 278,693 278,693 Other Revenue Source - - Community Dev.Block Grant 100,000 249,079 225,228 474,307 574,307 Total Project Revenues 157,000 607,500 145,500 753,000 910,000 FY 2021-22 Second Quarter Supplemental Budget Exhibit C CIP 95068 Fiber Communication Networks Program Project Description: This project will add conduit and/or fiber as an opportunity response to other planned projects to help build out the city's signal fiber network. Adopted Revised Revised Revised Revised Revised Revised Actuals Budget This Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project through FY2021 FY 2022 Change FY 2022 2023 2023 2024 2024 2025 2025 2026 2026 2027 2027 Total Internal Expenses Design and Engineering - - - - - Project Management 5,000 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Construction Management - - - - - Total 5,000 5,000 5,000 5,000 5,000 5,000 5,000 30,000 External Expenses Public Involvement - - - - - Land/Right of Way Acquisition Design and Engineering - - - - Environmental Permit Comp. - Construction 45,000 33,000 78,000 45,000 45,000 45,000 45,000 45,000 303,000 Contingency - - - - - Total 45,000 33,000 78,000 45,000 45,000 45,000 45,000 45,000 303,000 Total Project Expense 50,000 33,000 83,000 50,000 50,000 50,000 50,000 50,000 333,000 Revenue Funding Source 415-Transportation SDC Fund 50,000 33,000 83,000 50,000 50,000 50,000 50,000 50,000 333,000 Other Revenue Source - - - - - - - - Total Project Revenues 50,000 33,000 83,000 50,000 50,000 50,000 50,000 50,000 333,000 —�_ Cl`J Orrg 1 and Respect and Care Do the Right Thing Get it Done FY 2021m2022 Second Quarter Supplemental Budget January 25, 2022 T I CARD City of-Tigard Requests from Departments • City Management / Tyler Backfill Timing Revision • Facility Management / Library HVAC Cooling Equipment Replacement • Information Technology / Tyler Training Facility • Police Department / Mental Health Response Team — Grant Funding / Federal Traffic Grant City of-Tigard Am PW Capital Improvement Plan (CIP) • Parks: $974,000 / CIP 92016-13 Dirksen Nature Park - Wetland Boardwalk and Walkway/CIP 92016-08 Dirksen Nature Park - Off-Street Parking Lot — $86,000 / CIP 92062 Cook Park Softball and Baseball Infield — $13,000. Carryforward. / CIP 92065 Lasich Park Property Plan and Feasibility Study — $90,000 / CIP 92069 Cook Park Inclusive Play Structure — $785,000 • Transportation : $178,500 / CIP 95064 Frewing Street Sidewalk Infill — $145,500 / CIP 95068 Fiber Communication Networks Program — $33,000 City of-Tigard Summary • The FY 2022 Second Quarter Supplemental will increase the overall budget by $2 .3M • Second Quarter Supplemental will decrease the city's reserves by $ 1 . 6 M . -�_ Cl`J Orrg 1 and Respect and Care Do the Right Thing Get it Done Quest *ions .7 T I CARD AIS-4831 5. Business Meeting Meeting Date: 01/25/2022 Length (in minutes): 45 Minutes Agenda Title: Tigard City Council Goals Update Prepared For: Steve Rymer, City Management Submitted By: Nicole Hendrix, City Management Item Type: Update,Discussion,Direct Staff Meeting Type: Council Business Meeting - Main Public Hearing: No Publication Date: Information ISSUE The City Council and Leadership Team identified City Council goals and strategies for 2021-2023 which built on the work and success of previous years,while also addressing new challenges and emerging community needs. City teammates will provide the City Council with the second update on the 2021-2023 City Council goals and strategies since their adoption in April of 2021. These updates will be provided by the Council Goal team leads and includes progress, opportunities, and,where needed,recommendations or requests for additional Council direction. STAFF RECOMMENDATION / ACTION REQUEST •Receive briefing on the 2021-2023 Council Goals. •Offer questions and guidance based on briefing. KEY FACTS AND INFORMATION SUMMARY City Council will receive an update on the four council goals;Response to Homelessness,Response to COVID-19,Develop a Community Resiliency Plan, and Adopt and Implement the Parks and Recreation System Plan.An overview of goal progress and next steps is provided below. Response to Homelessness: Implement an actionable,person-centric and regional response to homelessness. Progress *Approval of American Rescue Plan Act (ARPA) funds for Goal 1 added team capacity. *Assessed encampment behind Library using the Washington County metrics. •Convened initial meeting with Community Homeslessness Assessment and Response Team (CHART). •Completed a draft gap analysis of services. •Cleaned several 1-2 person encampments. Next Steps •Further establishment of CHART. •Explore long term strategies including safe lots, tiny villages and developing sustainable partnerships COVID-19 Response: Support the Tigard community through a coordinated COVID-19 response. Progress •ARPA investments that focused on economic and housing support, as well as immediate community needs. •Vaccine mandate for employees and booster sites/self test kits. •Developed hybrid meeting structure and remote work policy- full implementation of remote policy delayed to April due to Omicron. Next Steps •Continued ARPA investment planning and recommendations. •In separate agenda item, the team recommends using$800,000 in ARPA funds to support investment in a Library HVAC system. This aligns with Treasury Guidance to invest in, "COVID-19 Mitigation and Prevention for Public Facilities". •Mandatory vaccination program Phase II for city team boosters and plans/protocols for self-test kits. •Communication around COVID-19 quarantine changes and solutions for applying new complexities. Community Resiliency Plan: Develop and implement a bold community resiliency plan. Progress •Finalized contract with consultant Sustainability Solutions Group (SSG) to develop the Community Resiliency Plan. •Launched community engagement process. •Climate Champions engagement. •Website launch- resources and project updates. •Began recruitment for the Climate Champions youth workgroup. Next Steps •Continued community engagement and education. •Development and incorporation of a racial equity toolkit. •Centering goal 3 within team initiatives. Parks and Recreation System Plan: Adopt and implement the Parks and Recreation System Plan by developing a realistic funding plan and cost-effective service delivery model. This goal commences upon Parks and Recreation System Plan adoption. An update will be provided in separate agenda item. OTHER ALTERNATIVES Offer questions and guidance based on briefing. COUNCIL GOALS, POLICIES,APPROVED SYSTEM PLANS Council Goal updates show the progress and opportunity for the City Council 2021-2023 Goals and Community Promise. The goals help work toward our Strategic Plan vision to be, "an equitable community that is walkable,healthy, and accessible for everyone". DATES OF PREVIOUS COUNCIL CONSIDERATION 09/21/2021 Tigard City Council Goals Update 04/27/21 Consider Adoption of City Council Goals for 2021-2023 Attachments Council Goal PowerPoint Presentation City Council Goals 2021 -2023 Progress Report #2 k January 25, 2022 - City Council - l 4 J Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Council Action ➢ Receive briefing on 2021 -2023 Council Goals. ➢ Offer questions and guidance based on briefing. 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Pr'�RT M � t � E � - ic ;, �ov�a raae��N � op COMUISCHO� o Vi✓LO � 4Pw71 � ON\i�- 1N1�o ,xc �� r.� MPt,EM6NT MA P uIy��c v a r=UNP4N LAN t-LDCIT ��cnvE SE�vic� �EL1V6��/ MODEL Visuals by Sara Singer Wilson m Tigard:An equitable community that is walkable, healthy, and accessible for everyone. MPLC_Ae�'� TRIC Response to Homelessness Strategies Status 1 .1 Re-ignite efforts focused around homelessness and identify best practices. 1 .2 Facilitate city-wide conversations to learn more about concerns and resources to serve those in need. 1 .3 Develop and implement a housing insecurity and prevention plan that includes recommendations such as Safe Lots, expansion of shelter 0 hours, wraparound services and expanded partnerships. 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. TWC Response to Homelessnes Key Accomplishments a ■ Approval of ARPA funds to create added capacity for Council Goal 1 ■ Assessed encampment behind the Library using Washington County metrics ■ Initial meeting of CHART ■ Draft gap analysis of services complete ■ Cleaned up several 1 -2 person encampments Opportunities ■ Further establishment of CHART 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. '41 COVID- 19 Response � �U(�t'r Pc CDD�pIN� a D D lu1 Strategies Status 2.1 Allocate and communicate how American Rescue Plan funds are • assisting with recovery efforts. 2.2 Address the barriers that exist within the digital divide. • 2.3 Reimagine and embrace forward-thinking approaches for the • delivery of city services post-pandemic. 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. '41 "BVI 19 Response CjA�> C"m t� � ��uc�� woepl N� Key Accomplishments n a Q ° • ARPA investment focus on economic and housing support, as well as of immediate community needs. • Vaccine mandate for employees and booster sites/self test kits. • Developed hybrid meeting structure and remote work policy — full implementation of remote policy delayed to April due to Omicron. Opportunities • Continued ARPA investment planning and recommendations. • Mandatory vaccination program phase II for city teammates boosters and plans/protocols for Self-test kits. • Communication around COVID quarantine changes and solutions for applying the new complexities. Tigard:An equitable community that is walkable, healthy, and accessible for everyone. f � , Community Resiliency Plan USW 'k Strategies Stat poM D T 3.1 Develop and implement a community resiliency plan that is specific to the needs of the Tigard community and organization. � A 3.2 Implement resiliency practices that help us achieve carbon neutrality by the year 2035. 3.3 Communicate our resiliency efforts to the community to encourage individuals and business to adopt new practices that support climate goals. 3.4 Develop regional partnerships to help reduce carbon throughout the • Portland metro. 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. f � Community Resiliency Plan FKey Accomplishments �np�, n�G-ter • Finalized contract with SSG • Launched community engagement process • � P Climate Champions engagement • Website launch — resources and project updates Opportunities • Community engagement & education • Development & incorporation of Racial Equity Toolkit • Centering Goal 3 within our team initiatives 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Parks & Recreation 1� :e Ft7 6 D This goal commences upon Parks and Rec System Plan adoption. An update will be provided in more detail in separate agenda item. d ln�c p Sy Strategies Status P6\je INCA '�� r—uN P{N 4.1 Evaluate service delivery models for expanded park and • v�u��Rw nn.voErl� recreation services. 4.2 Recommend feasible alternative models and funding strategies. 4.3 Enhance the equity and safety of our parks and trails system. • 4 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. Thank you,, • Questions or guidance? - 9 k Tigard:An equitable community that is walkable, healthy, and accessible for everyone. AIS-4605 6. Business Meeting Meeting Date: 01/25/2022 Length (in minutes): 45 Minutes Agenda Title: Consider a Resolution to Adopt the 2021 Parks &Recreation System Plan Prepared For: Rick Gruen,Public Works Submitted By: Marissa Grass, Public Works Item Type: Resolution Meeting Type: Council Business Meeting - Main Public Hearing: No Publication Date: Information ISSUE The Tigard City Council may approve and adopt by resolution the 2021 Parks and Recreation System Plan. STAFF RECOMMENDATION / ACTION REQUEST 1. Adopt the Parks and Recreation System Plan 2. Direct the project team to develop a realistic funding plan and cost-effective service delivery model for Council consideration by September 2022. KEY FACTS AND INFORMATION SUMMARY On January 25,we will be bringing forward the Parks and Recreation System Plan (PRSP) for your consideration as the first step in achieving Council Goal 4: Adopt and implement the Parks and Recreation Master Plan by developing a realistic funding plan and cost-effective service delivery model. PRSP Multi-Step Adoption Process Step 1. This first step included developing the vision,goals,priorities, and actions that we are asking you to consider for this initial PRSP adoption. Step 2.The adopted vision will serve as the foundation for the "implementation"part of your Council goal. The implementation plan will focus on project prioritization,realistic funding, and cost-effective service delivery. Council will be asked to participate early at a workshop in March. Step 3. Council will be asked to adopt the revised PRSP in its entirety,including all of the components described above. Here is where we are: *The proposed System Plan has been developed over the last 17 months. *The city's vision:Tigard:An equitable community that is walkable,healthy, and accessible for everyone set the direction for the Parks and Recreation System Plan. The vision guided the content in the system plan and the process used to update the plan. *The System Plan is based on extensive community input that was guided by a robust public engagement program implemented between August 2019 and June 2021. •Key elements of the plan include: •Vision: Advancing equitable access to parks and recreation requires strategic decision making and prioritization of projects and programs. •Overarching goal: To provide high quality parks and recreation services within a 10-minute walk of everyone. •Key performance indicators: Metrics in the System Plan can be replicated annually to show progress •Strategies: Five strategies were developed to meet the city's vision for future parks and recreation services. *Action Plan: In addition to closing the physical gaps in service, four actions were identified including: 1) prioritizing capital projects, 2) enlivening the park system, 3) taking care of the parks we have, and 4) building organizational capacity. Here is what we've heard: *The System Plan was reviewed and discussed by the Parks and Recreation Advisory Board (DRAB) on October 11, 2021. PRAB unanimously recommended adoption of the Plan. See attached for details. •Council discussed the Plan at a workshop on October 19,2021. Councilors asked the project team to address in more detail actions related to deferred maintenance (taking care of what we have). See the attached Parks &Recreation Funding Story for detailed information about funding deffered maintenance projects. In the last five years, funding has increased and Parks has been better able to keep up with needed repairs. Projects from the backlog list are also moving forward. Here is what we are asking of you tonight: •Consider a resolution to adopt the Parks and Recreation System Plan. *Direct the project team do develop a realistic funding plan and cost-effective service delivery model for Council consideration by September 2022. OTHER ALTERNATIVES As an alternative to formally adopting the PRSP at this time, the Council could affirm that the PRSP's vision, goals, and framework meet the community's needs moving forward.As part of this approach, the Council would still direct the project team to develop a realistic funding plan and cost-effective service delivery model by September 2022. These specific implementation strategies would then be incorporated into the PRSP for formal Council consideration of plan adoption. COUNCIL GOALS, POLICIES,APPROVED SYSTEM PLANS *This project directly addresses Council Goal 4 and will update and replace the current Parks System Plan. •It aligns with Tigard's vision of being, " An equitable community that is walkable, healthy, and accessible for everyone". *The proposed plan embraces the Community Promise and embraces the 5 Es- equity, environment, economy, engagement, and excellence. DATES OF PREVIOUS COUNCIL CONSIDERATION Council received project updates on August 18,2020,January 19, 2021, and October 19,2021. Attachments Resolution-Parks and Recreation System Plan Parks and Recreation System Plan Parks and Recreation System Plan Appendices Parks and Recreation Funding PRAB Recommendation Memo Parks System Plan Presentation AgendaQuick©2005-2022 Destiny Software Inc.,All Rights Reserved CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 22- A RESOLUTION ADOPTING THE 2021 PARKS AND RECREATION SYSTEM PLAN WHEREAS,parks and recreation provide essential infrastructure and services for maintaining and improving our physical and mental health;and WHEREAS, City Council adopted the current Parks Master Plan in 2009 and an addendum to the Parks Master plan in 2015; and WHEREAS,the city contracted with MIG to provide an updated Parks and Recreation System Plan;and WHEREAS, an extensive community engagement process was completed to understand our community's priorities regarding parks and recreation; and WHEREAS, the project completed an analysis of current park, open space, and recreational opportunities in Tigard and makes recommendations for future needs; and WHEREAS,City Council received briefings on April 18,2020,January 19,2020,July 20,2021,and October 19, 2021 to provide information on the project, findings, and recommendations contained within the Parks and Recreation System Plan;and WHEREAS, the Parks and Recreation System Plan is consistent with the City's strategic plan and vision for advancing equitable access to parks and recreation services; and WHEREAS, recognizing that historic deferred maintenance is being addressed in the Parks and Recreation System Planwith additional funding and teammates; and WHEREAS,the adoption of the Parks and Recreation System Plan is the first step to achieving the City Council Goal to "adopt and implement the Parks and Recreation System Plan by developing a realistic funding plan and cost-effective service delivery model"; and WHEREAS, the critical next step to achieving the parks and recreation vision is to immediately begin work on an implementation plan to address funding and project prioritization to be brought forward to City Council for consideration in FY 22-23. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The 2021 Parks and Recreation System Plan (Exhibit A) is hereby adopted. SECTION 2: Council directs the preparation of the implementation plan which includes funding and project prioritization,to begin immediately and be completed for Council consideration no later than September, 2022. RESOLUTION NO. 22- Page 1 SECTION 3: The level of service standards set as below in the 2009 Park System Master Plan and implemented in the 2014 River Terrace Park System Master Plan Addendum will continue in full force and effect until changed by resolution of Council. Park Type Level of Service Community 3.0 acres / 1,000 residents Neighborhood 1.5 acres / 1,000 residents Tot Lot/Pocket No standard Linear 1.25 acres / 1,000 residents Trail 0.26 miles /1,000 residents Open Space 4.25 acres / 1,000 residents SECTION 4: This resolution is effective immediately upon passage. PASSED: This day of 2022. Mayor- City of Tigard ATTEST: City Recorder- City of Tigard RESOLUTION NO. 22- Page 2 • %L T*igard and R SYSTEM PLAN DRAFT I JANUARY 2022 E D 0 ACKNOWLEDGMENTS Over the course of the planning process,hundreds of Tigard community members participated and provided input to help shape the Parks&Recreation System Plan.On behalf of the Tigard community,we appreciate your willingness to help improve Tigard for all. CITY COUNCIL CITY LEADERSHIP Jason B.Snider (Mayor) Steve Rymer,City Manager Heidi Lueb (Council President) Brian Rager, Public Works Director John Goodhouse (Councilor) Rick Gruen,Parks&Recreation Manager T*igard Liz Newton (Councilor) PRSP PROJECT TEAM Jeanette Shaw (Councilor) and Recreat6ion Brian Rager, Public Works Director Emilio Calderon (Youth City Councilor) Aishiki Nag (Youth City Councilor effective 7/1/21) Rick Gruen,Parks&Recreation Manager PLAN Carla Staedter,Public Works Project Coordinator PARKS AND RECREATION Martin McKnight,Parks Supervisor ADVISORY BOARD DRAFT JANUARY 2022 Kaitlyn Leaf,Recreation Coordinator Wayne Gross (Chair) Marissa Grass,Community Engagement Coordinator Claudia Ciobanu Gary Pagenstecher,AICP,Senior Planner Sean Ernes and Urban Designer Ben Holmes Tristan Irvin Special thanks to Steve Martin (retired) and Lori Faha Ellen Seminara (retired), two long-time Public Works employees were Scott Winkels involved in the earlier phases of the project. Heidi Lueb (Council Liaison) Alternates Darlene Dick Natalie Newgard PREPARED BY MAM WITH SUPPORT FROM Unite • -.. t F TABLE OF CONTENTS CHAPTER 1 LIST OF FIGURES Introduction Figure 1.1 Summary of Public Engagement Activities....................4 ''k � __y. �`• ., ,�, r., . ':� Parks and Recreation In Tigard:A Community Story....................1 Figure 2.1 Summary of Tigar 's Park System .........................................8 Document Organization..........................................................................................3 Figure 2.2: Map of Existing Parks..................................................................10 JZ- :.. - Community Engagement........................................................................................5 Figure 2.3:Area Within a 10-Minute Walk to a Park.....................16 Figure 2.4: Recreation Program Locations 2019.............................18 " CHAPTER 2 Figure 2.5: Park Quality in Relation to 10-Minute Parks and Recreation Needs Walk Analysis...................................................................................................................20 l Tigard's Park and Recreation System Today...........................................7 Figure 2.6 Summary of Services....................................................................23 4 rr� Recreation Trends.......................................................................................................12 Figure 2.7 Progress Timeline.............................................................................29 �., Community Needs.....................................................................................................14 Figure 4.1 Existing and Future Tigard Park System........................42 Funding and Staffing Needs...............................................................................24 Figure 5.1: Organizational Alternative: Parks Budget Snapshot.........................................................................................................25 and Recreation Department..............................................................................72 Spotlight: Deferred Maintenance..................................................................26 Figure 5.2: Organizational Alternative:Two Departments 74 What's Next......................................................................................................................27 Figure 5.3: Refining the Existing Structure............................................74 ` Future Funding 28 LIST OF TABLES _ ... Table 4.1:Serving Gap Areas.............................................................................46 CHAPTER 3 PRSP Framework Table 4.2:Summary of Projects and Costs ; r r ......---- -- ,... _. for Existing Parks,Trails and Facilities......................................................64 Tigard's Vision............................... .......31 v PRSP Po IcyFramework.........................................................................................32 Table 43: Summary of Projects and Costs for New Parks,Trails and Facilities...............................................................65 - _ Strategies by Goal......................................................................................................32 - - LIST OF APPENDICES _ �: - CHAPTER 4 Appendix A:Tigard State of Parks and Recreation �A Park and Facility Appendix B:Tigard Park Evaluation Summary Recommendations Appendix C: 10 Minute Walk Analysis -' Realizing the Vision....................................................................................................41OW Appendix D: Recreation Trends Assessment Park System Concept...............................................................................................44 Appendix E: Park Development Guidelines ` � � Focus Areas......................................................................................................................51 Appendix F: Capital Projects Matrix WA a!�W6�� :,�-: •� .�-us'^'� ^ -�* - _ �, Park and Facility Improvements......................................................................63 Appendix G: Funding Options Appendix H: Organizational Assessment CHAPTER 5 Action Plan - W. "1 Prioritizing Capital Projects................................................................................68 .�� sx.�s �� 17 • azb�y �, Enlivening the Park System.................................................................................69 Taking C ra✓: ` -sue nr:a 7 r', y,�L •�� '"" are of What We Have.........................................................................70 i�_ I, -^ Building Organizational Capacity..................................................................71 _��i , �T,(-!,Y • .- rti�` `�-', y- ftp, -:' '� y' .1 .. a"� - ;p�--- •,� � � ,".-c�{ . ."�, rtir`s�-- �.'?'�''��`�:� :.� ��:. �� T ,.�� Tigard Parks and Recreation in 2030.........................................................75 t '�'':J,ii?.'Y_ _•.-•_ ti��r#r�^r.,1 �Y�'i!�..�,51�r+a�:��1� '�'�q�i��--' .`�"` - - - "` '�.:� r `i'►A �F: CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN r �j t yip � r� : •,�,. tet, � 1 %� *.,/��. �'•� .� ). INTRODUCTION +i�o -161 •:y?i i, tit- �►�. W �..' %� •ti, mo _77- i•'* •VI.. �a�•'� 7. �• r fi. , L 1_4 i. Parks and Recreation in Tigard: A Community Story A � �1 c +' r l ° ,,�' ";, a► �' What is your favorite park or recreation activity? Population growth and broader demographic diversity, `' r > " '► �� i' ' What will our children remember as adults from increased demand for recreation activities and facilities, their time playing in a park?Tigard residents have and a strong desire to provide parks within a walkable t , ;• A � I- T - , " spoken about their memories from childhood playing on distance from every residence and major employment i r1W .. • ?�� '' '• ° the swings,kicking a ball with friends,walking along a quiet center in Tigard are all reasons to update the 2009 plan. trail,and canoeing on the Tualatin River.Fresh airand The City has also adopted a strategic plan that places 4, „ F• y ' -; time with family and friends are what Tigard parks equity at the center of decision-making,particularly for provide. Parks have also played a critical role during the how public services such as parks and recreation are largest pandemic in over 100 years,clearly illustrating provided. The time is right to do this work. need for high quality,accessible parks and public spaces Fulfilling community desires requires a framework for L that provide opportunities to be outside.They are a toAi 10 �� prioritizing projects and establishing a decision making r' ' f '� ; necessity,providing essential infrastructure and services ` process that will guide City teammates and community for maintaining and improving our physical and mental members over the next 10 years.This framework includes health.The need for public parks and recreation services is great,more so than ever as Tigard grows and the desire a vision for parks and recreation supported by goals, priorities,and implementation strategies. Input from for diverse spaces and activities increases. the community was essential for developing a plan that Much has changed since the City of Tigard last updated reflects community needs and preferences. ' X ` its Parks and Recreation System Plan (PRSP) in 2009. ' fti City of Tigard Tigard Parks and Recreation System Plan 1 � n ■ CHAPTER 1: INTRODUCTION #11� Jill , _ !� ALIGNING WITH OTHER CITY PRIORITIES Chapter 3.Parks and Recreation System Plan In addition to the direction provided in the City's Strategic Framework sets the policy and strategy direction for Plan,the Tigard City Council and City department directors the document.This chapter provides a discussion of the have developed a Community Promise that provides a lens to overarching themes that will guide future decision-making for evaluate and implement City Council goals for the 2021-2023 the PRSP. biennium.The Community Promise focuses on the following: Chapter 4.Park and Facility Recommendations describes ,. recommendations for park and facility enhancements and u �0 1 EQUITY WE will ensure just and fair inclusion where all can additions that will realize the vision and PRSP policy framework participate,prosper,and reach their full potential. ° described in Chapter 3.This chapter includes the overall park ENVIRONMENT:WE will embrace sustainability to improve system concept,which illustrates Tigard's future park system -� our natural resources and the livability of our community. and strategies for providing equitable park access,describes f - ECONOMY:WE will be responsible stewards of the focus areas where significant change is expected to occur,and descriptions of enhancements across the park system. community's financial resources entrusted to us. ENGAGEMENT:WE will involve all voices in our community Chapter S.Action Plan addresses maintenance and while building trusting relationships. operations, programming and volunteerism, methods for evaluating and prioritizing projects, programs and ADVANCING EQUITABLE ACCESS accessible for everyone provides the direction for the EXCELLENCE:WE will set high standards and strive to actions,and potential staffing and organizational options to TO PARKS AND RECREATION PRSP.The Strategic Plan also includes four Framing Elements Not all of Tigard's residents enjoy the same access to parks that align with the vision and provide more specific direction implement the PRSP. exceed community expectations. P and recreation services in Tigard.This PRSP analyzed existing for the PRSP: An important City Council goal related the PRSP is to adopt The appendices include supporting analyses,as follows: demographics, park locations and connection points this plan and develop a realistic funding plan and cost • Equity-Just and fair inclusion into a society in which all • Understanding the existing parks and recreation services and found that approximately one-third of Tigard's effective service delivery model.This goal sets the stage for can participate,prosper, and reach their full potential. Tigard provides (Appendix A); population has to walk more than ten minutes to future implementation. reach a developed park. Additionally,communities of • Walkability-A walkable environment supports and • Inventorying and ranking by quality existing parks facilities color and low-income residents must travel further to enjoy allows for a choice to participate in active forms of (Appendix B); the benefits of the parks and recreation system.There transportation such as cycling and includes people Document Organization • Completing a ten-minute walk analysis overlayed with is work to do to meet the PRSP's goals of having a park traveling with or without a mobility aid.A walkable demographic information to understand how and who within a ten-minute walk of every residence, particularly for community is foundational to an equitable and The PRSP is organized into five chapters that provide can access parks within ten minutes from their front door communities of color who do not have immediate access to sustainable community. background information and recommendations for moving (Appendix C),- public );public spaces. Meeting that goal requires strategic decision . Accessibility-Providing equivalent ease of use and forward: • Developing a recreation trends analysis to understand making and prioritization of improvements and programs. opportunity for all people to interact with our services, Chapter 1.Introduction provides the project background how recreation activities might be expanded and better processes,and infrastructure. and organizational structure of the PRSP.This chapter integrated into a broader parks and recreation system IMPLEMENTING THE TIGARD • Healthy-Supporting the community's physical, also provides a summary of the community engagement (Appendix D); STRATEGIC PLAN economic,and environmental well-being which improves completed as part of the project. • Updating the City's Park Development Guidelines The Tigard community has been clear—Tigard should be all aspects of health. (Appendix E); more walkable and accessible for all community members. Chapter 2.Parks and Recreation Needs provides a brief The City's vision,adopted as part of the City of Tigard 2020- These Framing Elements provide the foundation for the summary of Tigard's parks and recreation services today • Developing a Capital Project List (Appendix F); 2025 Strategic Plan,establishes the foundation for how PRSP and are directly reflected in the goals and strategies as well as a discussion of recreation trends that influence . Identifying funding sources (Appendix G);and parks iTi d how described in Chapter 3 that will guide decision-making for recommendations in Chapter 3.Chapter 2 also includes a ps anrecreation serve Tigard residents today an . Evaluating options for organizational modifications they will evolve in the future.The City's Vision: Tigard:An parks and recreation over the next 10 years. discussion organized around the Tigard Strategic Plan framing elements of Equity,Walkability,Accessibility and Healthy. within Public Works to address parks and recreation, equitable community that is walkable,healthy,and maintenance and operation services (Appendix H). 2 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 3 CHAPTER 1: INTRODUCTION ■ FIGURE 1.1 SUMMARY OF PUBLIC ENGAGEMENT ACTIVITIES Community Engagement _ COMMUNITY VOICES CREATED THIS PLAN The PRSP is based upon extensive community input that was .•, guided by a robust public engagement program implemented between August 2019 and June 2021. Community engagement results are incorporated throughout the PRSP PROJECT WEBSITE AND SOCIAL with specific summaries provided separately. Public input MEDIA CAMPAIGN began with a pop-up at community events where participants were asked about what the most important aspects of parksr and recreation were for them.This dot exercise formally POP-UP ENGAGEMENT IN THE PARK kicked off community discussions about the future of parks PRE-COVID-79� and recreation in Tigard for the PRSP. Then COVID-19 changed everything. The public engagement plan was quickly 4 Events adapted to follow public health guidelines in response to COVID-19,and while in-person meetings were transformed into online forums,engagement remained strong using a USER GROUPS AND INDIVIDUAL variety of formats, including: STAKEHOLDER MEETINGS • Parks and Recreation Advisory Board and City • Project website,social media,e-newsletters:The • • Council:The project team,consisting of the City 20+ Partl c I pants City maintained a project website as the main project and consultant, presented regularly to the Parks and information hub for the community.The website also Recreation Advisory Board and City Council to discuss 10+ Meeti ngs served as the launch site for all community surveys.The project status and recommendations. City also managed social media throughout the project to publicize surveys,online events,and project videos. • Online surveys:Two large interactive surveys TWO PUBLIC SURVEYSProject videos,articles,and podcasts provided in both Spanish and English were created and • :Knowing disseminated over the course of the project.These 1 ,050 Participants that people would not be able to gather and learn about surveys identified key issue areas,opportunities,and • videos and podcasts that shared critical information with the project,the City developed a series of educational funding priorities.The surveys provided the foundation ,5 + Data OI nts for many of the recommendations for the PRSP. residents in an easily accessible and engaging format. • Partnership with the TTSD Equity Program:Project • Focus groups:Early in the process,stakeholders information and engagement opportunities were shared and residents met individually or in small focus groups 1P PARKS AND RECREATION by Tigard Tualatin School District equity staff,including ADVISORY BOARD to discuss park needs and identify opportunities. In � � the basic needs teams covering the Tigard attendance r partnership with Unite Oregon,some focus groups were boundary.This approach was designed to reach families 4 Meetings simultaneously interpreted in Spanish and Arabic to who might not otherwise engage with the City. provide opportunities for non-English speaking residents to provide input on the PRSP.This included park users • Tigard GOLD Engagement:This effort was a and communities of color without easy access to participatory budgeting exercise conducted at the Tigard CITY COUNCIL public parks. Government Organizing and Leadership Development r0 r4 Meetings training in partnership with Unite Oregon. CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 5 u =�+ti jL w PARKS AND h, i 3 � iW f s Te1 RECREATION NEEDS all r Ti and"s Parks and Recreation System Today � During the PRSP process,the consulting team assessed RECREATION FACILITIES �� p I1`y`/1'� ° and analyzed Tigard's park system and services, Tigard does not have indoor facilities dedicated to documenting findings in a series of reports included in recreation programming.Instead,the city has creatively the appendices:Appendix A:State of Tigard Parks and PP PP g and flexibly provided programs in a variety of parks Recreation documents the existing inventory and services and available indoors aces such as the Public Works - •— r� , and Appendix B: Park Assessment and Quality Analysis auditorium and Fanno Creek House.Thisapp roach is on summarizes findings from a field investigation of all sites. 3,� � �. • ..r _ � I� ��,, �,- � _ ..,, �' g g trend with many recreation providers who are trying to "71 I bring programming closer to home and activate local parks. PARK SYSTEM OVERVIEW ` d�. �;,.,... �' •�< x„" RECREATION PROGRAMMING ` � lM�� .,- -.�- ,� � N,a �� A; .•�„y � -.� *y r. ��<.,,«�� '.,,,, Tigard manages 557 acres of parks,future parks,and natural areas and 16 miles of trails containing a variety Ten years ago,Tigard was primarily a provider of outdoor of recreation facilities as shown in Figure 2.1.Tigard's parks and recreation facilities and did not offer recreation • f + ��`� Tom, inventory includes four types of parks: neighborhood- programming or have a dedicated team for that purpose. t �.1 4 u :�: - Y ~• fes = MAL � rw� —. -1 serving parks,community-serving parks,linear parks and The Cit of Tigard expanded its ark and recreation - "-.' natural areas.There are also undeveloped lands intended programmingin FY 2016-17 following recommendations " " ,*,: •° to become future arks.The existing arks stem is P g P Y from the 2009 Parks System Master Plan and the 2015 `.-� Y. ,�. r►� ". - displayed in Figure 2.2. Recreation Program Study.This expansion marked a -r xr - - f'�✓)-• :S�1�T�� f '. � ` -}_ cyf� _,�j ' ��`N..t'�yu+y•- 'R� - - •.q rK�-�:. .a.t".c � tom` R' _ - - - - �: M fid:: - _ •C _ � ��. -,.� a " ✓ ' '' �� a r City of Tigard Tigard Parks and Recreation System Plan 7 l -�Z vl�y `,� •� �r , i`ViaS,r`r`:fi� '1 '�. t S :R�, r5"-"i,P n �r •r• ! ',y � � ~,• a. R .�,. ,", °-tS^ „ �., t ,� 'f 1 int r. i J \ r • � 's" x8i.•) t "s s r t , ^r r w y t tiro vie `° t :�fi� � . '.:�.w�.r - .e+si •,,t�p�,�'�.,x� �� f \` .. ;` *t�'�1 a �.�p. }�a �th � s ' �� Z��"T"a "�"��1; � l i i!F � �•w M- "+it� �#� � .S f` -3. a��^' ;epy� / ')g � d✓'^ t LM; t i � rr rr fiX� ad'frr 3 R.:� ,n., t..+� `�c ,si� `_Y ' ;: I\.. �'ri► N t ryh. .'M" ,.�. x. _�.,..r �( y�1 + p o-v y,�l sifi. �>. '�Yki hi s 4 �'{.%^ r ° p, r+w` '1�i '�J'�y,"T,*, .� •Y,"i 4^, fY+ti�F'�" 'r ra'� `u . � . • . . , .. . ' � .' SFW"+"s,�` sn L•�h;.' � qr "NVI MR SiRv�Fr i :'° r "{ kyr x ,1f. •. t. y0 ` .yy r ;��!►i �trr fi� ,°i� a r q ��.'.�¢�.C�i• e ; r4 ,-��,�Kf� :�,.�.� k ' ,�,'-�}"��b �� .�h 5.�•�, �•�t- ,s„-. n .fit r 'K ��,. a y^•e. •A,. f+ `T•-Ra -,5� , S. � r�Rl t„ -� '1L. -'S+ +°'1►a . `,i: s �v M - .:a ..s r ,;�,•s'Y�t :-'s• o "�. ,{fid' �v �,�p� .r �li' '� � X11 � ��R{`� ? L n �a,�� - '_ �� • a-D "Cjw c.A • ;• a` ..- ,�, °� ',.a - ; , ti t� � _ ' = .. °.�?*� . vow. • • gyp+ a� '�kry; r i� y if �1 r �r-,r e id t +I�I I j 3f � r ny d.a' £ � a}4� _ j• 017 16 Neighborhood Aw' I Y -- , - • — "� lk": a B aOi O/ ti •SIR �r.�: 3� bl�!►`i�!_ - — _ `+ ServingParks -- -- — -- (58 acres) — -_ 1 � 234 Acres of 7 Community Natural Area Serving Parks (Multiple Sites) (159 acres) 5 Future 5 Linear '. ••• • Parks Parks 1 / • (53 acres) (53 acres) • •. , •_. / , / , - , - 1 • • • • •• • • • •• • • • FIGURE 2.2: MAP OF EXISTING PARKS CHAPTER 2: PARKS AND RECREATION NEEDS ■ 5 � 11 ( 1 r-I I I Q / O I.I I I Z :DWASHINGTON COUNTY � 1 / / I� I O EERRY I I.1 I SCROLLS . ~� I ' Tigard Parks and Recreation System Plan Gq 99 ! i - I fF"BERG Within an 10-Minute Walk*of a Tigard Park i i o Q Within an 10-Minute Walk*of a Trail Corridor Outside of a 10-Minute Walk*to a Park or Trail to p O i *10-Minute Walk is 1/2 mile(at average walking speed) 'I i i i J S 217 i along the street and trail network. PARK FACILITIES I I ! D I Neighborhood Serving Park Community Serving Park �� — L- —i i i ,11 Lt i t r GAARDE' MCDONALD i Linear Park 00 Natural Area 0 I i i Undeveloped Land I — — — — — — — — — I I — � — — ii _ i < Z I i II �` f ° i Y � Trails and Park Pathways V 0 Q V Park classifications are detailed in Chapter 2 of the System Plan Document I y / i DURHAM i / � f a,A<\ i ---------- ,e I Source:City of Tigard,Oregon Metro,and MIG Date:July 2021 O 0 0.125 0.25 0.5 0.75 1 Mile CHAPTER 2: PARKS AND RECREATION NEEDS ■ Recreation Trends for activating public spaces,and could be expanded to 7. Demand for trail-based activities.Trails are essential leverage space along rights-of-way and public-serving ingredients for an equitable community that is walkable, Based on Tigard's geographic and demographic context and institutions to add parklets,community gardens,and healthy,and accessible for everyone.Trails through the first round of public engagement,the consulting team public art opportunities.Temporary installations of Tigard's parks also provide for active transportation,in a identified eight trends to consider in the PRSP update. See interactive art can have a substantial impact on park safe and comfortable environment.Trail-based activities Appendix D for the full Recreation Trends report. use,community interaction,and physical activity.As are extremely popular in Tigard,and the city has an an example,Musical Swings,an installation that has enviable trail network as compared to its neighbors. 1. Social activities and community involvement. CSC toured the country, brings play, music,and collaboration GREEKProgramming on these trails,such as Tigard Library's Public spaces encourage social gatherings and build CC3�LgM®�yg to public spaces Strategic placement of this kind of Story Walk,adds even more value to and awareness community by creating opportunities for neighbors to — installation also brings people to places in the community of the trail system. Looking ahead, making sure the get to know one another. Providing public gathering A - they might not otherwise visit. connected trail system reaches Tigard's seniors, Latino, places will become increasingly important for Tigard as - - S. Programs and activities.Bringing programming to Asian and low-income populations,and employment the community urbanizes continues. Programming that existing and new parks,plazas and public spaces can centers will be a priority to improve participation. enlivens and activates public spaces is a key ingredient that New high-density residential housing in the Tigard Triangle enhance their value to the community. Programs and gCOVID19The affected many Tigard will need as it brings new public spaces on line. p generates a need for public gathering spaces that help neighbors activities can provide essential services to vulnerable S. - . e worldwide an build community and positive interactions.Source:CPAH. aspects of everyday American life in 2020 and 2021,with 2. Demographic change.Tigard's changing demographics y P populations,including underserved and historically the early stay-at-home orders significantly limiting individual will also change park and recreation needs.Tigard's marginalized communities by expanding access to fitness mobility. During this time,parks played a notable role in residents are older and more racially diverse than in theSPRING 2018 programs,healthy foods and even health care. supporting the need for physical movement and exercise, past, reflective of statewide trends.This indicates the D 6. Multi-use and dynamic arks.Layering multiple uses Y P Y g P as individual or small group recreation was categorized need to provide parks capable of serving all community ACTIVITY GUIDE can et more use out of existing Parks aces,encourage by the CDC as essential activities for community health. members and why it is important to include communities regular activity,and help address community needs In Tigard,Parks and Recreation has continued to see of color in identifying issues and opportunities,and being { W and preferences, particular) in land-constricted urban increased numbers of people using local park facilities even included in decision making.z areas.Sport courts can see a rebirth of use with updated p p after COVID restrictions have been reduced.The City will 3. Health and wellness. Parks can be an important part ` a ae. markings that support pickleball or futsal,activities continue to adapt and update its operations,programs, of an individual's preventative health and the wellness `? popular with Tigard's seniors and Latino population.The and policies to align with CDC guidance,understanding that of residents.Park amenities and programming have a addition of new play features, loop paths,and dog facilities parks access is a critical factor for both physical and mental relationship with increased physical activity and park use at parks with a dedicated sports focus,for example,can health and wellness. levels.Walking loops,play areas,trail systems,no-costmake them more inviting to parents,grandparents,and fitness settings,and positive message marketing materials younger siblings.Adding water access points allowing one can improve greater health and wellness in Tigard. to see,touch,and interact with rivers and lakes in parks 4. Activating public spaces.Activating public spaces will also draw new users to Tigard parks. s" improves quality of life,addresses spatial equity, increases health,safety and security-and brings people together, creating a shared sense of identity.3 Tigard's Pop Up in f the Park programs (facilitating arts and crafts, board r aREc ". games and other activities) are an essential strategy Considering and addressing the needs of a more diverse park user base will keep the Tigard parks system both relevant and effective. Source:City of Tigard. Re:Streets."Social Gathering."https://wwwrestreets.org/social-gathering 2070. 3 District of Columbia Office of Planning District of Columbia Public Space Activation and Stewardship Guide.2078. 2 Oregon Parks and Recreation Department.2079-2023 Statewide Comprehensive Outdoor Recreation Plan.2079. 4 http.//wwwmusicalswings.com/about 12 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I Cityof Tigard Cityof Tigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 13 r �,� CHAPTER 2: PARKS AND RECREATION NEEDS ■ 0 EQUITY Access to developed parks is not spread evenly across the QUALITY MEANS FITNESS community. Pockets of communities of color and low- income residents must travel farther to enjoy the benefits of FOR USE: "Products and the park and recreation system.As the analysis in Appendix C services that meet the needs of confirms,areas of Tigard that lack park access correlate with populations of lower income residents or higher percentages those members of society who of communities of color. Understanding the community will actually use them" characteristics of served and underserved areas is critical to # the City's focus one equity and identifies areas or programs to y' q y P g -Joseph Juran „:-» prioritize investment. The quality of the park at the end of the 10-minute walk r is also critical to equity in Tigard. In September 2020,the High-level findings inlcude: project team completed an evaluation of each Tigard park zF ,; property to assess the overall quality of the facility. • The City is generally maintaining the appearance of parks, ,F such as regular trash collection and mowing.This gives a ' There are many ways that quality Is discussed in terms good initial perception for all developed parks in Tigard. of parks: design, materials used,condition, level of • Closer examination shows that there are a number of maintenance,among others. For the purpose of evaluating problems that appear to have waited too long to be CommunityNeeds quality at the citywide scale as a factor in a multi-layered p p p corrected that impacts the experience and use of arks. planning assessment,we use Joseph Juran's definition of quality as"fitness for use".Access to parks overlayed with the • The quality of Tigard's parks is limited by the lack of WALKABILITY Trail System Master Plan.Trails can offer unique and park-like park quality assessment is illustrated in Figure 2.5. variety in experience for the user.This in turn is limited by the resources necessary to maintain additional features in Not all of Tigard's residents enjoy the same walkability. amenities,with overlooks, play features or gathering areas. Criteria were developed to objectively evaluate"fitness Figure 2.3 also highlights the Ion longer trails stems in yellow p y each park. Approximately one-third (34/0) of Tigard's population must gg y y for use"for each park. A score of 0, 1, or 2 was given for walk more than 10 minutes to reach a developedp g ark. Figure and indicates in light blue the area within a 10-minute walk of each criterion,with 2 representing the highest ranking. • Many of Tigard's parks lack the basic variety defined in the 2.3 illustrates (in blue) the area of the City currently within a these trails.Additional park pathways and soft-surface paths criteria. Parks that scored"0"in the overall assessment A full summary for each park is available in Appendix B. 10-minute walk of a developed park. provide walking, biking,and accessibility within a park. Scores for each criterion were assigned based on a walk- Trail corridors,along with the street and sidewalk network, g g Fere generally small and have limited uses. Tigard has made good use of limited indoorsP ace for through assessment of each site by a landscape architect • Some parks,such as Metzger School Park, have limited provide important walkable access between parks, programming.With no central home,such as a recreation and reviewed by the Tigard project team from a condition hours when school is in session,which limits access as g center,Tigard has creative) and flexibly provided programs viewpoint. The score reflects the overall quality of the certain points of the day for non-school users. residences and employment areas.The PRSP considers g Y y P P g those facilities when identifying potential access to park in a variety of parks.This approach is on trend with many site. In addition to the observations on the ground,the • Design decisions from the past have locked in appearance recreation providers who are trying to bring programming analysis considered in the Park and Facility Inventory, ADA issues and maintenance challenges for the long-term. facilities.Trail corridors have the potential to increase P Y g g P g g access substantially, raising the question,"is trail access closer to home and activate local parks. Distributing recreation Transition Plan evaluation of the site, and access points A number of small capital projects may be required to equivalent to park access?"For the PRSP,trail corridors programming brings this important service within walkable identified in the 10-minute walk analysis. correct them. outside of park boundaries,while often having park-like distance,adding another reason to walk rather than drive. Undeveloped parks and trail corridors were examined to amenities,are addressed in other City documents such as Recreation programming locations are displayed in Figure 2.4. develop recommendations for the plan, rather than to the Transportation System Plan and the Tigard Greenways evaluate their current state as that will change as the site is developed. 14 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 15 ■FIGURE 2.3: AREA WITHIN A 10-MINUTE WALK TO A PARK CHAPTER 2: PARKS AND RECREATION NEEDS 1 1 r•I I = � i I O Z WASHINGTON COUNTY I O L�--\�.I i U / .� /• N^' 56HOLL5 FERP� � � � •` ;1� � +-1 I Tigard Parks and Recreation System Plan r...... 10 i i I Within an 10-Minute Walk*of a Tigard Park i Within an 10-Minute Walk*of a Trail Corridor i a do i Outside of a 10-Minute Walk*to a Park or Trail # Gap Area 217 i *1 0-Minute Walk is 1/2 mile(at average walking speed) _ _ GVGjj/J O i along the street and trail network. ! PARK FACILITIES 2 1 ,� = �. D i Neighborhood,Community,and .evil I 0 Linear Park i 3 I Natural Area L--- i I II GAARDE I ,1 f , MCDONALD / Undeveloped Land i0 I I. J ll ��• i� i s BONTA Trails Corridors Park classifications are detailed in Chapter 2 of the System Plan Document II----------•— I i I Q Z i Y i U 0 f' ! L I 7 + Q O + U • �/ � DURHAM ' i Source:City ofTigard,Oregon Metro,and MIG Date:September 2021 O 0 0.125 0.25 0.5 0.75 1 Mile ■FIGURE 2.4: RECREATION PROGRAM LOCATIONS 2019 CHAPTER 2: PARKS AND RECREATION NEEDS 1 r I 1 r•I I I Q O Z WASHINGTON COUNTY I^A U i � I SCHOLLS FERRY I.1- % - - - - Tigard Parks and Recreation System Plan —AM i 1 ] cR �e FFNe RG Within an 10-Minute Walk*of a Tigard Park i i o # Within an 10-Minute Walk*of a Trail Corridor i P a ` i Outside of a 10-Minute Walk*to a Park or Trail # zn i PARK FACILITIES - - F -I•-• _y_ I:I �j s Neighborhood,Community or Linear Park IF i Natural Area 0 Undeveloped Land GAARDE MCDONALD Trails and Park Pathways . i BON �#J� I RECREATION PROGRAM LOCATIONS i a �- r i ' ii � i � i I._-_-_-_-_ _ _ _ _ I _-, -Iii i _ i i i > Recreation Programming Location ❑ i Q z U o Q U vl II' / U I Holiday Tree Location L------ / ��j I y / I 1.— — I k DURHAM — 1 -:W- 4th of July Fireworks Location Riley I-1 r-I / *10-Minute Walk is 1/2 mile(at average walking speed) Jai I — j along the street and trail network. Source:City of Tigard,Oregon Metro,and MIG Date:September 2021 OMile 0 0.125 0.25 0.5 0.75 1 ■FIGURE 2.5: PARK QUALITY IN RELATION TO 10-MINUTE WALK ANALYSIS CHAPTER 2: PARKS AND RECREATION NEEDS 1 r I 1 r-I I I Q i�•`1 I I I � � i I j O Z WASHINGTON COUNTY � _ =I — i i— U Cl � zn _ j I EERRV I I-� — — — SCROLLS � �• I i - - Tigard Parks and Recreation System Plan W "� Q Gq i FF"e�RG Within an 10-Minute Walk*of a Tigard Park i Within an 10-Minute Walk*of a Trail Corridor i' ♦ �� ♦ o i Outside of a 10-Minute Walk*to a Park or Trail I � r17, i I I o � 0 �I -1 � ice♦ I ♦ �I I D PARK EVALUATION j i i J I Less than 1 _Lowest Quality _._._.I I � L GAARDE I MCDONALD I 1 - 1.99-Moderate Quality 19 i1 i BONITA I 2-Highest Quality i i._._._._•_____ _ _ _.� Q D I ¢ r (Small parks emphasized for clarity) j i 1` i,• / i UO I•- - I / i < U L- I i U j Park Evaluation (2020) measures included the i following (0-2 scale): nUR{AM i -Variety of experiences � _9� r -Connectivity/Walkability / _ �/ — — — r �•�'�: -Park condition ilk - - ---•- .• L, i Ruler r �(� / —--•—.—. *1 0-Minute Walk is 1/2 mile(at average walking speed) �JaIV j along the street and trail network. Source:City of Tigard,Oregon Metro,and MIG Date:September2021 O 0 0.125 0.25 0.5 0.75 1 Mile ACCESSIBILITY FIGURE 2.6 SUMMARY OF SERVICES Many aspects of accessibility apply to Tigard's park system. We often think first of those who have different physical abilities. For example,al0-minute walk may be the standard SERVICES PROVIDED measure of walkability to parks using trail corridors and streets managed through plans like the Transportation System Plan and Tigard Greenways Trail System Master Plan. Y ,w Unfortunately, not all Tigard residents are physically able to walk,able to navigate routes that may have physical barriers, ®r rA or be connected by streets with adequate sidewalks.To be7 nip effective in providing service to all of Tigard, improvements Community Camps & are needed to walking routes.This includes sidewalks,curb- cuts and other path-of-travel improvements identified in the Events Classes Tigard's Americans with Disabilities Act (ADA) Self-Evaluation _W i1EML Pop Ups, Concerts, Summer Camp, Bagan Park, and Transition Plan. Movies in Afterschool Steve Street Designing for all users, regardless of physical,sensory the Park Program Park and cognitive differences,known as Universal Design,will g g , ultimately benefit all Tigard park users who may experience temporary or permanent changes in their abilities through age t or injury.Quality ongoing maintenance needs to be a priority to ensure an otherwise accessible trail or facility remains so. HEALTHY Day to Day Deferred The result of improvements in walkability,equity,and Maintenance Maintenance EXiSting Parks accessibility will improve health equity in Tigard. By considering public health research findings in the design of Field Maintenance, Hardcourt Cook Park Inclusive parks and facilities,Tigard will have a positive impact on the . play Areas:Every play element added to a playground Routine Trash Resurfacing,Cook Play&Dock health of residents. Research has linked neighborhood increases its use by 50%. Pick Up Park Tot Lot Replacement park amenities and programming with an increase in • Marketing:On-site banners, posters and signs increase physical activity. park use by 62%. Research has shown that the following activities and facilities are associated with increases in park use:s The 2019 Oregon Statewide Comprehensive Outdoor HOW HAVE SERVICES INCREASED? Recreation Plan (SCORP) finds that parks and recreation • Programming:Each additional supervised activity providers can play a key role in increasing physical activity.6 PARKS AND RECREATION FEE increases park use by 48%and physical activity by 37%, Cities promote physical activity by developing trail systemsThe purpose of the fee is to support parks maintenance and * 50% particularly among seniors and teenage girls. and walking routes to parks and open spaces;creating recreation operations.The fee ensures that maintenance occurs • Walking Loops:Walking loops increase overall park interesting and no-cost settings for fitness,such as outdoor in a timely fashion,thereby reducing increased costs that result use by 80%,senior activity by 100%and levels of exercise fitness stations;and programming indoor and outdoor increase in funding and when maintenance is deferred.This increased community by 90%. spaces to bring fitness classes close to those who need them. FTEs in just a few years support is already paying dividends-the division is currently has and will continue to supporting more reinvestment projects,more events,and more 5 Caryn Ernst,Peter Harnik and Linda Keenan.Active Parks,Healthy Cities.2018. improve our parks. parks planning projects. 6 Oregon Parks and Recreation Statewide Comprehensive Outdoor Recreation Plan 2019 22 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard .i! f< h O ■ f/f CHAPTER 2: PARKS AND RECREATION NEEDS .5 3- R Budget Snapshot The city's annual budget determines the resources available to provide parks and recreation services. MONEY SOURCES WHERE DOES THE MONEY COME FROM? The money generally comes from taxes and fees.You can think (b General Fund of these different sources of F Fund - m colors Spent on police,streets,library, money as2,200,000 �of offI _ and parks,among others. r PCarksa&Rec -- r .- 1 I per tions Urban I I Funding I Parks & Forestry Rec Fee Fund FY 21-22 Special Revenue Funds-operate much like money Funding and Staffing Needs charge mayone small bbeuss.The hespe charged may only be used for the specific service provided. The Tigard community values parks and recreation services. HISTORICAL LOOK - PARKS & RECREATIONS � �. • � :; Thanks to ongoing community support and increased funding in recent years,parks quality is improving,and new recreation FTES Fees Pale Developers (SDCs) programs are offered.Moving forward,this System Plan 2018 12.75 • Improvements-Used to build things. Reimbursement Improvement will ensure we reinvest in current parks while also adding • Reimbursements-Used for major new parks as we strive to be a more equitable and healthy 2019 12.85 maintenance or replacement. community. 2020 14.85 Developer fees can pay for community amenities,but cannot be used for the WHERE DOES THE MONEY GO? 2021 17.75 city's daily operating expenses. There are two basic categories of funding for the park and Funding History 2022 18.05 recreation system: Capital:resources for acquiring,designing,building,and renovating The Parks and Recreation Fee (PARF) was approved N Parks Recreation Total Grants Operations:resources for the staff and ongoing maintenance. by Tigard City Council on February 9,2016,following a Individual grant programs specify the community conversation about declining general fund FUNDING requirements for the use of funds. Operations Capital revenues and a fear of a declining park quality. The city's parks and trails system is highly regarded by Tigard residents 2017-18 $4.00 and visitors and is the backbone of the city's strategic vision. 2018-19 $4.69 Parks Bond Major Key aspects of the PARF adoption and 2019-20 $5.91 The$17 million Tigard Parks Bond: Maintenance Projects implementation include: 2020-21 $616 • 8o9,8 or More-acquire land • 20°Yo or Less-create or improve parks • Tigard Cit Council has the authority to set and adjust o ' g Y Y 1 2021-22 $7.94 • Up to�o/of the Total-for downtown Events the PARF as a part of the annual master fees and parkland charges process. �GF _Revenue �PARF Revenue PARF Rate A small amount of funding remains. • Targeted for Tigard Triangle area property ' • The city's Municipal Code states that the fee rate shall be acquisition. Classes annually adjusted to account for new costs over time. 24 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 1 25 CHAPTER 2: PARKS AND RECREATION NEEDS ■ Spotlight: Deferred Maintenance What's Next R- TRACKING PROJECTS With the increase in funding,and additional staffing in Parks Maintenance, here is what you can start to see: Parks Maintenance maintains a list of deferred maintenance a items.These are items that are overdue for repair or • The formal beds back to better shape. replacement. Deferred maintenance projects can be funded Particularly the Sorg Rhododendron Garden at in three ways: Summerlake Park and the Tupling Butterfly Garden at ice= fi i Cook Park. Overall bed maintenance will be better,with - a&ftli . • Operations maintenance budget lower weed tolerance. • CIP major maintenance • More labor at the Tigard Street Heritage Trail • CIP projects and Rotary Plaza.Includes weeding, litter patrol,and timely response to vandalism. J Unaddressed deferred maintenance reduces service quality • Increase in trails maintenance.Includes work to and increases risk.The goal is to manage our parks and other maintain at least 8'of vertical clearance and 2'clearance infrastructure to operate safely and in the most ' on the sides, better repair and mitigation on our asphalt cost-effective way. and concrete trails. OPERATIONS j O MAINTENANCE BUDGET • Asphalt for Trail Patching • Irrigation of Metzger School Park Fields We are looking forward to really making a dent in the deferred maintenance list. We've gained capacity in our ability to move 0 CIP MAJOR forward projects in all three funding areas. In day-to-day MAINTENANCE PROGRAM maintenance we have added 2 additional positions, the adoption • Cook Park Tot Lot of the reimbursement portion of the Parks System Development • Windmill Park Improvements Charge has allowed us to create the Major Maintenance Program, • Summerlake Park Hardcourt Improvements Jack Park Playground Replacement we now have a second supervisor who can help to oversee mayor maintenance projects, and Engineering has reallocated staff time to help move parks CIP projects forward." CIP Projects -Martin McKnight, Parks Supervisor • Artificial turf ballfields at Cook Park • Cook Park Ballfields • Cook Park Inclusive Play Structure-In Progress • Cook Park Boat Dock-In Progress 26 TIGARD PARKS AND RECREATION SYSTEM PLAN CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 27 ' FIGURE 2.7 PROGRESS TIMELINE 1961 1962 City of Tigard Incorporated 'NC • Cook Park Deeded to the City of Tigard f h .* x from Washington County (Tigard Owns Over •> 1977 104 Acres Parkland) To Ig gTigand Own FivePark bites -� -- - Plus 42Acres of Open Space Acres, 4 - 1987 (+100 Acres Parkland) MaNA _ _ '`"" " Tigard Owns Approximately 20o Acres \ of Parkland h 1 (+83 Acres Parkland) _ . . Tigard Owns 283 Acres of Parkland ,... (+179 Acres Parkland) Tigard Owns 462.2 Acres of Parkland 2010 Q J 2 Parks and Recreation System Plan recommends: • u x�ar��'*�� `h k ..,, x • Parks Bond Measure ApprovedInitiating a recreation program • Building 30+capital projects in 6-io years • $17 million to acquire and preserve open spaces,water • Securing more funding for operations and CIP quality,habitat,and parks • At least 80%of the money to be spent on property acquisition Future Funding +AC 2011 (+70 Acres Parkland) • In April 2021,Tigard City Council adopted parks funding as • Additionally, natural areas must also be addressed. Park Acquisitions Accelerate Acquired Summer Creek,Sunrise and Potso one of four goals: Tigard's extensive natural areas, many of which include properties key trails, have no dedicated maintenance resources. • Adding over 7o acres of parkland 2015 "Adopt and implement the Parks and Recreation System • Acquiring$2.5 million in grant contributions • • Plan by developing a realistic funding plan and cost-effective Parks and Recreation is considering creating a Natural • Hired Recreation Coordinator and service delivery model." Resources Coordinator position to address this need,as 2016Kicked Off New Recreation Program well as reallocating a utility worker position to work with • • Concern for Park Maintenance The stated outcome of this goal is equitable,safe and • The Parks•Recreation Fee is Adopted Funding Grows the future Natural Resources Coordinator to increase Established the fee as a fundin source,but did not o Land Grew 62%During 2000-2015 accessible park and recreation facilities and programs for capacity. However,the future hire would be contingent g o Could Only Afford a 112%Personnel everyone in the community. g increase funding for Parks&Recreation Increase on budget availability. While the City is able to address To implement the goals in the Parks&Recreation System hazards and emergency clean-up through contract 2017 Plan,this effort will consider needs identified in the system services,the overall health of these natural areas, urban • SDCS plan including: forest remnants and creek corridors is declining. C'P •2018 The Parks System Development Tigard Local Option Levy Does Not Pass Charges(SDCs)are Updated to Include • As the assessment in Appendix H shows,there is Was proposed to add funding for park a Reimbursement Fee in Addition to an a need to add capacities within Tigard's parks and maintenance Improvement Fee Funds new Parks Major Maintenance Program recreation staffing,including communications and public • Addresses deferred maintenance engagement,new maintenance capabilities,project • Initial funding is$ioo,000/year management and additional staffing as the system • Since increased to$250,000/year acreage and facilities expand.Tigard should also consider its organizational approach to providing parks and + 2019 recreation services,as further discussed in Chapter 5. 2021 (Tigard Owns 557 Total The Parks and Recreation Fee Increases Acres of Parkland) Over Time to Cover Additional Service Tigard Owns 557 Acres of Parkland • and Inflation 28 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard PRSP - - F FRAMEWORK Z� 4 1 " ILI - 4- S tr i` ' • _" '.---. Tigard's Vision y, ° Aid— Owe-, The Tigard community has been clear—Tigard should kz ml_ be more walkable and accessible for all community ._ ` � ?• members.The recently updated 2020-2025 Strategic TIGARD: Anequitable Plan sets out a community vision that is the foundation for the PRSP:Tigard. An equitable community that is g 4 y community that is walkable,healthy,and accessible for everyone.Goals and polices identified within the PRSP will also inform walkable, healthy, and - `Y future updates to the Parks and Recreation section of the i ,,�"�,_ --1,. °' , ,,- ;; - •� = , P accessible for everyone. `� � �• , v 1 ��t City's Comprehensive Plan. �� -` All Tigard residents should :} The Strategic Plan defines four key terms,with definitions that carry into the PRSP.Three strategic priorities are be within a 10-minute walk focused internally,with actions that direct City of Tigard as an organization to advance towards the vision.These from a park. J J� �• strategic priorities influence the recommendations in the PRSP,the prioritization criteria and the action plan. r � . ;,• , /,;,:_fir' },��y < � ' • � I / , ' i„ �• ; J ' f City of Tigard I Tigard Parks and Recreation System Plan 131 I� F PRSP Policy Framework �A 4N r ✓ The PRSP framework establishes a set of goals that describe ; t how Tigard will move towards the community vision through UNIVERSAL DESIGN the arks and recreations stem and services. Goals describe a broad outcome and more abstract in nature.The goals are PRINCIPLES arts equally important and collectively work together to achieve (Institute for Human-Centered Design) '� � the vision. Equitable Use: The design does Ill Goal A:Provide an accessible and high-quality park not disadvantage or stigmatize any gr ou P within walking distance of every Tigard resident. of users. PRSP Goal B:Collaborate with public agencies and private Flexibility in Use: The design organizations to provide an interconnected multi-use / • • . - - . - . . . . . accommodates a wide range of individual network of trails and park pathways for health, recreation, � - • - • , . - . - preferences and abilities. and active transportation. PRSP Goal C:Host and invite participation in events, - Simple,Intuitive Use: The design is easy I programs and spaces that make people feel included, to understand, regardless of the user's welcome,and that they are an important part of our experience knowledge language skills or Al. Apply the 10-minute walk methodology when evaluating A4. Renovate parks that don't meet the development > community park access.This methodology uses the street and trail guidelines to increase their quality. Prioritize those current concentration level. PRSP Goal D:Ensure Tigard residents have access to network (including bridges and over/undercrossings), parks that are aging,that serve vulnerable populations Perceptible Information: The design I recreation programs that support health,social well-being, factors in park pedestrian entrances and incorporates or are in park-poor areas of Tigard. communicates necessaryinformation and lifelong learnin known barriers that limit access such as steep slopes and g g A5. Strive for Universal Design,exceeding ADA compliance, fences (see Appendix C).Conduct a more detailed active effectively to the user, regardless of where and when feasible,to achieve more inclusive and PRSP Goal E:Engage Tigard's communities in decisions transportation network needs analysis of each park to ambient conditions or the user's sensory welcoming public spaces. about parks, recreation and programs and to increase identify needed improvements. abilities. participation,especially by communities of color. A6. Develop neighborhood-focused mobile programming A2. Ensure that every resident can experience engaging,n that brings recreation activity into neighborhoods, Tolerance for Error: The design PRSP Goal F:Provide stewardship of Tigard's parks,trails, high-quality park settings.This can be achieved by a prioritizing those areas that lack 10-minute walk access minimizes hazards and the adverse facilities,and natural areas. single site or a grouping of smaller sites that meet the or that don't have quality parks. consequences of accidental or unintended development guidelines for the mix of amenities and actions. PRSP Goal G:Expand the park system and services to features for neighborhood-serving or community- A7. Seek funding for capital improvements, maintenance, address inequities in access to quality parks and recreation serving parks. and programming to meet equity goals in parks and Low Physical Effort: The design can be opportunities while sustaining service levels as Tigard grows. service provision. used efficientlyand comfortably, and with A3. Add parks in areas that lack access. Prioritize new Y parks in areas with the lowest levels of park access. In A8. Encourage the flexible use of existing parks and public a minimum of fatigue. spaces of all types, including allowing enhancements Strategies by Goal developed areas where land acquisition is challenging, and activities that are consistent with the PRSP. Size and Space for Approach &Use: explore alternatives such as park improvements in Appropriate size and space is provided for I Each goal has an accompanying set of strategies.These set greenways or on other City lands,joint use of school A9. Incorporate public art throughout the park system approach, reach, manipulation, and use, a course,describing the approach Tigard can take to achieve sites, use of the right-of-way,and partnerships with to enliven parks,celebrate neighborhood and cultural regardless of the user's body size, posture, each goal. non-profits or religious organizations. identity,and interpret the natural and cultural or mobility. environment. Strategies are given a reference,consisting of goal letter and sequential number:A.1,A.2,A.3,etc. cityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 33 � s � -.y P C s� f �;;I aI� - <. �\f f ! � `�`�,�;�. � .�f� - _ rr ,.c, �i Vii'♦ � ��t� "� - -� r�.. 17 <. - 4 I t. • • t I 101111Z 4I ill F1 fli• Be 0. • • 4 61. Align plans addressing the pedestrian and bicycle B6. Support health and fitness by providing looped park C1. Complete Universal Plaza and assign Tigard Parks and C7. Encourage and promote communitywide events transportation networks, including the Transportation pathways in parks where feasible, including distance Recreation with responsibility for programming the offered by City of Tigard or other organizations. Review System Plan,the Trails Master Plan,the Pedestrian markers. space with events and activities to maximize community and update event permitting procedures. Explore a Master Plan,the ADA Transition Plan,and the Tigard B7. Promote walking and biking programming in Tigard, engagement. pilot program to offer event support or waive fees Complete Streets Policy Implementation Plan to such as walking groups, bike safety programs,Tigard's C2. Sustain existing special facilities and upgrade them to to increase the diversity and cultural relevancy of provide safe routes to parks in Tigard for pedestrians Streets for People,and open streets programs. enhance their recreation value and visitor experience, communitywide events. and bicyclists of all ages and abilities. B8. Advocate and seek funding for multi-benefit trail including sports fields,skate park and dog parks. C8. Coordinate on facilities,events and programs with B2. Prioritize"safe routes to parks"improvements with ADA network projects,especially those that close gaps in C3. Increase recreation variety by incorporating new types other public entities that provide community-serving upgrades,curb-cuts,sidewalk improvements,enhanced the system. of community-scale outdoor recreation facilities into and regional facilities in Tigard, including the Tigard crossings, bike lane striping,and wayfinding signage. B9. Acquire new linear parks, pocket parks and natural the park system. Consider facilities such as a bicycle Tualatin School District,Metro,and the Tigard Tualatin B3. Review the City's wayfinding program to incorporate areas,where needed,to increase trail connectivity and pump track,disc golf,soccer/lacrosse sports complex, Aquatic District. new parks facilities,the connecting trail system and fill gaps in the network. futsal courts, pickleball/tennis courts, petanque/bocce, C9. Develop a process to evaluate community-generated sidewalk network related to park access etc. Explore partnerships with user groups for new ideas for new community-serving facilities in the park B10. Upgrade existing trails and park pathways to a B4. Ensure safe,efficient,and attractive pedestrian and facility types. system for compliance with the System Plan. Ensure consistent standard,including providing amenities such bike access to the greenway trail network and regional C4. Incorporate infrastructure and facilities (such as community benefits and access are addressed by any as benches,drinking fountains, bicycle parking, lighting proposed facility,as well as funding for long-term trails,with a focus on providing a welcoming and high upgraded electrical service) to support community (where appropriate) and wayfinding signage fora maintenance of new facilities. quality visitor experience. welcoming user experience. events and activities at community-serving parks, B5. Locate new parks to tie into the existing and planned especially Cook Park and Universal Plaza. C10. Develop a financial feasibility study when considering B11. Review proposed paths provided by private the addition of any major facilities with high operating trails network wherever feasible. Where a direct C5. Reinvest in existing paddling access facilities on the development to maximize access to parks and provide costs,especially indoor recreation centers and aquatic connection is not available, plan for pedestrian and linkages to the citywide trail network. Tualatin River and add new ones where feasible bicycle network improvements to provide walkable throughout the park system. facilities.The study will address both capital and access to the new park. operating costs,and any proposed revenue generation C6. Continue existing City-provided communitywide events or fee structure will factor in Tigard's vision for equity and develop new ones to bring the community together. and community access. 34 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 35 r.. 60 Dl. Provide recreation services and events equitably dogs), boot camps (higher intensity outdoor fitness), E1. Engage communities, non-profits and other user E5. Pursue a focused marketing effort to generate new distributed throughout the parks system and Tigard's pop-up soccer skills clinics,or other activities. neighborhoods. groups in the design, programming, improvement and park visitors and program participants and to ensure D6. Increase the amount and variety of enrichment/ stewardship of parks, recreation facilities and trails,as that current users continue to be engaged and D2. Ensure that residents have access to culturally diverse educational programming. well as the design and implementation of special events informed. programs including events,activities,classes,and D7. Support community health and local food security by and recreation programs. E6. Enhance marketing and communications to improve bilingual programs that celebrate all cultures. Re- expanding urban agriculture and community gardening E2. Increase social media presence and communication awareness of park and recreation amenities and evaluate at least every 3-5 years with changes in opportunities in the arksystem. pp pwith the community,encouraging interaction and services. Highlight character-defining attributes such as demographics. D8. Promote nature-based recreation and exploration in staying current with evolving platforms. Boost social nature,trails,walkability,diversity,and culture. D3. Create a comprehensive recreation and park use fee Tigard's park system,through formal and self-directed media outreach and launch campaigns and hashtags policy that recognizes the need to ensure equitable E7. Market and promote events in partnership with activities. (e.g.,#comehikewithme#ilovetigard). community and private organizations. access to programs and financial performance. In conjunction, regularly assess the scholarship program D9. Develop mobile recreation programming options, E3. Cultivate relationships with community-based E8. Widely promote volunteer opportunities within the to reduce barriers and proactively expand its reach. including neighborhood activation, play and fitness organizations and cultural groups to facilitate system and convey Tigard as a community of stewards. programming. engagement and dialogue about park and D4. Track program user data to enhance program E9. Continue to periodically assess community needs and D10. Use Public Works outreach opportunities to expand programming priorities. delivery and customer service. Collect and evaluate interests to continue to deliver high-caliber projects, the volunteer program and volunteer opportunities in E4. Conduct outreach to communities who were and services that respond to community participation data,with the intent of increasing the programs, P y diversity of recreation program participants to be more parks, recreation and trails throughout Tigard. underrepresented in previously adopted park needs and interests. representative of Tigard's demographics. D11. Provide training and hire to increase cultural system plans. E10. Create an"Adopt a Park Program." D5. Provide and encourage programming to support competency and representation in recreation healthy and active lifestyles, including walking, running, teammates. fitness and sports programs. Experiment with taking D12. Collaborate with local user groups and community fitness regimes outside with yoga,doga (yoga with organizations to expand programming opportunities. 36 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 37 t k r -- r. a.a w".o,Q;� ,,....pw � `__ -- ., `.r - -`- � '''tom ' •�fi .:a oa c r Rn 1x' e Pit ..- ��\ P moi._� � - �� •r'., G1. Build undeveloped sites in accordance with the Park G8. Ensure Tigard Zoning Code allows paths to the F1. Implement park maintenance levels appropriate to each F5. Protect and enhance the biodiversity, habitat value,and Development Guidelines. development of new parks in underserved and park category,as defined by City teammates,and an ecological function of Tigard's parks and public lands. appropriate resource allocation for sustaining each. F6. Incorporate environmentally sustainable practices G2. Acquire park land,especially in identified gap areas and historically developed areas. These resource allocations will consider the increased in construction, renovation, management and areas planned for growth. G9. Develop a new Memo of Agreement with the Tigard impact of higher use due to programming,events,and maintenance of open space and recreation facilities. G3. Where possible, partner with development to School District to increase public access to school land special features. provide public plazas and other public spaces within and indoor spaces,except when needed for for school- F2. Develop a maintenance program to manage,stabilize, F7. Fund an expanded Parks Major Maintenance program related activities. development. to provide regular capital replacement for major assets and gradually enhance natural areas and native species G4. Apply the guidance of the PRSP when planning for G10. Create a Tigard Park Foundation that will raise money (e.g., buildings,restrooms, parking lots, bridges,and in parks. Natural resource management in urban growth, including when developing or updating for park projects outside the confines of the city. playgrounds,sports facilities). g g p g p g settings is critical to maintaining their ecological concept plans. G11. Collaborate with the Tigard-Tualatin Aquatic District in integrity and function. Develop management protocols F8. Invest in materials and construction techniques that providing programs. lower operating and life-cycle costs. G5. Explore multi-benefit approaches to securing park land that,at minimum, include controlling invasive species, and trail corridors in growth areas. G12. Evaluate recreation programs provided by the Tigard removing/pruning hazardous trees, minimizing wildfire F9. Pursue and develop long-term funding mechanisms G6. Consider non-traditional park space, including plazas, Senior Center,filling in gaps that currently exist. Expand hazards,controlling river/stream bank erosion,and for maintenance and operations for existing and future parklets,and small-scale pedestrian open spaces the use of the building to offer classes for all segments promoting safe access. needs for parks and recreation. whenever opportunities arise throughout Tigard. of the community. F3. Conduct regular park maintenance and facility F10. Develop partnerships with watershed councils, G7. Increase funding and staffing for park and recreation G13. Evaluate the potential for a developing a bicycle pump inspections,at least annually,on park buildings, friends groups and other groups and individuals for playground equipment,and recreational fields to allow stewardship and management of natural areas and services as population increases and as the City track somewhere within the parks system. for their continued public use and enjoyment. resources. boundary expands. F4. Maintain, restore,expand,and fund the urban forest. 38 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 39 ' 4 Sof �i► �SriA♦ Yrn: \. ♦ �.` t yf sK` .V s, <►i`°a ei-' :l>Fhe t 'll.t'.1 Irby p►� ' :=` L'�C` :K#�t�� .fir' ,�',-. � it �Y': � r r f •;? ;,� "'''�•`:--` � 9� `•IC PARK AND FACILITY �� " .r ,d/y `� �� SAF s r� iF „may it-�cY�• ��' r '.;x;,�'� A��`A ,�L� r" 1.� p . r a.- y �(se !, .,t- i� _ e ,�+,?-,'`'M ".gyp. _'�k�'i,.tt , G '! 1.•. � i � ��{ .� �� LYS • ,. es_ io ,. `,♦ RECOMMENDATIONS :, �� •a �f Realizing the Vision �� .w��i►1� 4. This chapter includes recommendations on park and • Focus Areas.This section highlights facility enhancements and additions that will realize the recommendations in Downtown,the Tigard Triangle, w, .' - ,' ` ,'C= �� ss_ � ► vision and PRSP goals.All enhancements in this chapter Washington Square,River Terrace and throughout are guided by the Park Development Guidelines included Tigard's natural area network. � 4 in Appendix E. • Recommended Park and Facility Improvements. ^ z ( The chapter is organized into three sections: This section summarizes the enhancements across the a_ park system,with supporting detail provided in '`" • Park System Concept.This section includes a Appendix F. 4W graphic that illustrates Tigard's future park system and identifies strategies for providing equitable park access. tx City of Tigard I Tigard Parks and Recreation System Plan 41 ■FIGURE 4.1 EXISTING AND FUTURE TIGARD PARK SYSTEM CHAPTER 4: PARK AND FACILITY RECOMMENDATIONS i/•`1 I /' I � � I � � L, / I i O Z WASHINGTON COUNTY 1 / I --- --SCHOLLS FER // `\ �, , , i.,-, Tigard Parks and Recreation System Plan J-- 12 10 „ Within an 10-Minute Walk*of a Tigard Park Within an 10-Minute Walk*of a Trail Corridor Outside of a 10-Minute Walk*to a Park or Trail i/ T' • i �,' # Gap Area O i � 9 ' i PARK FACILITIES p i 0 Neighborhood Serving Park Community Serving Park i .� � `. r, i ) � � I I ♦ i r,' ) 2 % � 8 i Linear Park i I 1 Natural Area ` �- —. __. y GAARDE iNCDONALD i Undeveloped Land t� � � � L i \ � i _ _ii io `\� i� Less than 1 (Park Evaluation Rating) BONITA \ I I I 4 Q - Existing Trail 13 i v o Recommended Trail Connections ► ---;— I I,I,11111111,, I Q U _ J " W Recommended Additional Parks i 17 i ' , 1 I ---`-------- i � � 1 Park Development/Enhancement DURHAM O _ r I i Undeveloped portion of ; ' 60 ♦ �/ i River Terrace is not i_ _ __ _ ,•� i — — Urban Services Boundary reflected in this analysis r � , ---..%i t' it Riley �•� � �-1 r "0 / —........ *1 0-Minute Walk is 1/2 mile(at average walking speed) �Ja�a j along the street and trail network. Source:City of Tigard,Oregon Metro,and MIG Date:September 2021 O 0 0.125 0.25 0.5 0.75 1 Mile CHAPTER 4: PARK AND FACILITY RECOMMENDATIONS ■ r AN rk st - II C nce t The park system concept illustrates how Tigard will achieve the STRATEGY 1: SERVE GAP AREAS vision for an equitable, walkable, healthy, and accessible city through Lo WITH HIGH QUALITY PARKS the parks, recreation, and trails system. The walkshed analysis completed during the PRSP process • Create school parks in partnership with Tigard-Tualatin identified 12 distinct"gap areas"within Tigard's existing School District. city limits that lack 10-minute walk park access (see Figure . Develop parks on land that was previously acquired with This concept also implements three PRSP goals: To achieve the park system concept and PRSP goals A, B and 2.3 for location of gap areas).This PRSP recommends five bond funds or add more park amenities to previously G,Tigard will pursue five strategies (Note:strategies are not approaches to serve gap areas: PRSP Goal A:Provide an accessible and high-quality park in priority order, but should be used when evaluating future developed sites. within walking distance of every Tigard resident. projects to determine how well it achieved each strategy): • Improve walkable connections to existing parks with trails, • Acquire and develop new parks.This could include seeking PRSP Goal B:Collaborate with public agencies and private overcoming barriers such as disconnected streets,steep agreements with HOAs and religious institutions for public organizations to provide an interconnected multi-use t Serve gap areas with high quality parks. topography, railroads and highways. use,as well as fee simple acquisition of new parks. network of trails and park pathways for health, recreation © Maximize recreation value of existing parks. • Incorporate neighborhood park amenities in trail or open Table 4.1 on the next page includes recommendations for and active transportation. space corridors in strategic locations. each Gap Area. © Complete planned parks and park phases. PRSP Goal G:Expand the park system and services to address inequities in access to quality parks and recreation O Coordinate with other transportation-related opportunity while sustaining service levels as Tigard grows. planning efforts to connect the trails network. © Acquire and develop new parks. Each of these strategies is discussed on the following pages. 44 I TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard Cityof Tigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 45 CHAPTER 4: PARK AND FACILITY RECOMMENDATIONS ■ TABLE 4.1: SERVING GAP AREAS • • RECOMMENDATION RECOMMENDATION L X .2 H YI & O L i N d i+ Q L L d « c E m a aai a > + c E u"i a aai a > v a C O L p d a Cd W In o > L o a c r`a d a •v > a ° L R L L. > a •u > v hd v °v = a u a C � a 'a °u S a u a G Q 1 X X X The development of Sunrise Park will serve neighborhood needs in part of 7 X The Fanno Creek Trail is a key feature passingthrough Gap Area 7.Expanding Gap Area 1.Providing a strong trail connection between Sunrise Park to the the trail corridor to include nodes of neighborhood-serving park amenities Ascension trail corridor is critical to serving much of Gap Area 1,between will improve service in this area.Additionally,Tigard will develop strong east- the future Sunrise Park and existing Bull Mountain Park.Gap Area 1 could west pedestrian connections in Gap Area 7 to connect people in the western be further served by incorporating park amenities within the Ascension Trail portion more directly to the Fanno Creek Trail.Enhanced pedestrian crossings corridor,such as play or fitness features along the trail or at the corridor's at Hall,Bonita and Durham Roads,and improving the trail to meet regional trail intersections with city streets. standards will also be considered to improve walkable access to the park system. 2 X X Develop a more direct pedestrian route from Bull Mountain Park and from 8 X X Approved trail plans will connect the Hunziker Core area to Potso Dog Jack Park to this neighborhood,Tigard can improve walkable access to Park and to the Fields Property,connecting Gap Area 8 to these existing existing sites.The City will explore partnerships with the HOA to provide parks and the Red Rock Creek Trail.Both Potso and the Fields Property public park access to the HOA park located at 122nd and Quail Creek Lane, will be developed to incorporate neighborhood-serving park amenities for on the southern edge of Gap Area 2. residents of Gap Area 8 and other nearby residents.In addition,Tigard will explore adding park amenities at the library to provide more recreation value accessible from the trail. 3 X While a continuous and extensive trail network connects Gap Area 3 to Woodard Park,there are limited amenities within a 10-minute walk of the 9 X Pursue acquisition and development of parks in accordance with plans for area.While the parcels that provide access to the trail network are small the Tigard Triangle and develop the Red Rock Creek Trail and associated in size,they do offer opportunities to add park amenities and increase the projects. recreation opportunities for residents in Gap Area 3. 10 X Tigard will proactively seek acquisition and development of a neighborhood 4 X Tigard should proactively seek acquisition and development of a park in Gap Area 10.The site should be centrally located within Gap Area 10 neighborhood park in Gap Area 4.The site should be centrally located and meet the Park Development Guidelines (Appendix E). within Gap Area 4 and meet the Park Development Guidelines (Appendix E). 11 X Tigard will pursue development of the Steve Street property,which will serve 5 X X Tigard will proactively seek acquisition and development of a neighborhood Gap Area 11.This parcel is well-located to serve Gap Area 11,which is densely park in Gap Area 5.The site should be centrally located within Gap Area populated and cut off from other parks by Highway 217.Development of a 5 and meet the Park Development Guidelines (Appendix E). In addition, connecting trail from Hall Blvd,along large wetland complex along Oak Street, Tigard will explore the possibility of incorporating park enhancements,such up onto the sidewalk over 217,down to Bagan Park,across Greenburg,under as a loop trail or a small park node,alongside Summerfield Golf Course.A the rail bridge and ultimately to the Fanno Creek Trail would provide a well- regional example is the pedestrian loop path Metro developed around the served recreation and transportation opportunity for Area 11. perimeter of Glendoveer Golf Course. 12 X Tigard will pursue development of Bagan Park,which will serve Gap Area 12. 6 X X Tigard will explore a school park partnership on the Twality Middle Development of a connecting trail from Hall Blvd,along large wetland complex School/James Templeton Elementary School complex to serve Gap Area along Oak Street,up onto the sidewalk over 217,down to Bagan Park,across 6. In addition,Tigard should explore the possibility of incorporating Greenburg,under the rail bridge and ultimately to the Fanno Creek Trail.There park enhancements,such as a loop trail or a small park node,alongside are also a number of transportation-related projects identified in this area that Summerfield Golf Course,which is located within Gap Areas 5 and 6. are identified within the City's Transportation System Plan. 46 TIGARD PARKS AND RECREATION SYSTEM PLAN CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 47 CHAPTER 4: PARK AND FACILITY RECOMMENDATIONS ■ F 0 i ,• yw; t r� k STRATEGY 2: MAXIMIZE THE STRATEGY 3:COMPLETE PLANNED STRATEGY 4: CONNECT THE STRATEGY S:ACQUIRE AND VALUE OF EXISTING PARKS PARKS AND PARK PHASES TRAILS NETWORK 0 DEVELOP NEW PARKS Some of Tigard's parks are aging or do not provide the Tigard regularly plans for park improvements, including Tigard's trail network is one of the distinguishing elements As Table 4.1 notes, new parks are needed within Tigard's full range of amenities called for in the Park Development plans for several sites.This includes plans completed when of the park system and one of the most heavily used. PRSP existing city limits.Tigard is developing rapidly and Guidelines (Appendix E). In some cases,the City has park land was acquired for parks that have not yet been Goal B calls on for collaboration between the PRSP and acquisition now for future parks and open space is essential already developed a plan for reinvestment,such as for developed,such as Bagan and Steve Street Parks.There the Tigard Greenways Trail System Master Plan to provide to provide needed park amenities. In Tigard's growth areas Cook Park where improvements such as playground are also planned parks that will be implemented in River an interconnected network of trails and park pathways for (those outside city limits but within the Urban Services structures, ballfields and a new boat dock have either already Terrace as development proceeds. Implementing these plans health, recreation and active transportation.This strategy Area), parks will also be needed.As the park system concept occurred or are planned in the future. Enhancements and and phases of development is a key part of realizing the is directly related to the City's Transportation System Plan diagram shows,Tigard will provide quality neighborhood- reinvestments are recommended at parks throughout Tigard vision.These projects are also discussed in Park and Facility underway in 2021. Bike, pedestrian and trail improvements, serving parks within a 10-minute walk of every resident and to address quality issues and reinvestment needs,as well as Improvements in Appendix F. including construction of new trails as well as upgrading and community-serving parks distributed around the City,each increase programming and activation value.The Park and maintaining the existing system,called for in those plans with its own special character. While not assumed within the Facility Improvements in Appendix F provide park-by-park are critically important to achieving the PRSP's park system 10-minute walkshed, it is also important that Tigard ensure detail on recommended improvements. concept and implementing Tigard's vision. that larger employment areas have recreation and gathering spaces and access to trails.These may be public or private areas provided by the employer. 48 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I Cityof Tigard Cityof Tigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 49 � r I i _ I - I I • 5 E 5 F cus Ar s -71 Tigard will continue to grow and expand opportunities for parks and ' recreation throughout the city, and there are a number of locations where recent planning efforts and development will continue to 77- 71 shape the type of parks and experiences for Tigard residents. 1- 0 LZ ��.:r... `"^-"'{�.�'�.. z_!a_^x��:-.�15,-..�;:-_LYtJ�'�"R.�� ._.:_ 1'..��n`e �'.�;"d � �a�:ci ',[�E��tisl .-��•��!'y1L.�i:�1Se��w`Ca �..-moi.. The PRSP identifies improvements throughout Tigard.The O Focusing on Downtown following locations are areas where change is expected to be significant in the coming years, including introducing new © Realizing the Tigard Triangle Vision types of parks and public amenities that are not currently © Serving a Reimagined Washington Square part of the City's portfolio of public spaces. T k Completing the River Terrace Park System Y+ A © Managing Tigard's Natural Areas a t L - k f 'rro + l K a Cityof Tigard TIGARD PARKS AND RECREATION SYSTEM PLAN 51 FOCUS AREA • FOCUSING ON DOWNTOWN t }3 i 17, JAIn ION110Ippltl3 � MPO IUM COMMERCIAL ST G 36 Y o V av r f N ..-.-. _ � .. roe ' .A.✓ x u Downtown Tigard is a hub of activity and civic life in Tigard. Downtown Tigard is also unique in that it already has an It is also where significant public investments are already extensive trail system through the heart of the district - • occurring to provide public parks that support a growing along Fanno Creek.These trails connect to existing public T - residential community.Those improvements,such as spaces and also serve as another destination for recreational ' -" Universal Plaza and Tigard Heritage Trail,will continue to users. Connecting Downtown park amenities to housing evolve overtime into developed urban public spaces that will and commercial activity relies on improving connections -- provide for a diverse set of park experiences. For Downtown outside of public park areas, including improved sidewalk ,- L..t Tigard, programming from Parks and Recreation is also an and trail connections. While not part of the PRSP,assessing important element for all public facilities. Managing and and improving connections between existing and future expanding Parks and Recreation community events and parks in the downtown area will be explored as part of the \ providing recreation programming opportunities to support Trail Master Plan and Downtown Re-Imagined Plan. Future new residents are all part of the urban fabric of the area. planning as part of the Trails System Master Plan (to be updated in the future) will assess projects that improve park access. 52 I TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 53 2 FOCUS AREA REALIZING THE TIGARD --- TRIANGLE VISION w Nature e 1 ighorhood Thanks to voters, • is - - sW cLWTON�T - -- �.- - ish •wildlife habitat _ • providing Opportunities to connect with nature. P� Metro Fl�sa.,zo, 1.... 'm O - z ,✓ ! moo., � l u� f 1 gas 5 o bo Concepts for a number or park spaces were developed through the Tigard Triangle Equitable Development Plan (2020). ; 4. The Tigard Triangle,approximately 425 acres bounded by with development as well as small, more intensively OR 99W, US 217 and Interstate 5, is a Metro designated programmed public parks that provide for Triangle residents ,xw Town Center expected to develop into a walkable, mixed-use and employees from adjacent businesses. { — district supported by regional transit service. Currently,there The Triangle has the potential to support a future trail are no parks within the Triangle. With significant residential . ' network that will connect to the broader regional trail along ?' ' growth expected to occur over the next several years, public u kZ Red Rock Creek is envisioned In the Triangle, " spaces will be necessary for future residents and would likely Fanno Creek. \ --- require additional operations and maintenance time. as a significant east/west trail connection that would follow the Red Rock Creek stream channel and along future road The City has planned extensively for the Triangle over the networks to eventually connect to the Fanno Creek Trail last 10 years, most recently to prioritize future tax increment west of OR 217. Developing this trail system would be tied financing (TIF) and other public investments expected to planned stream restoration and stormwater management : to occur within the Triangle. Community members who projects for the corridor.There are also a number of T I i participated in past planning efforts have indicated that the local trail systems that could potentially connect future Triangle,while becoming more urban over time,will still need public spaces. New facilities would likely require additional dedicated locations for residents of the Triangle (now and in operations and maintenance time. _ �y the future) to recreate.This includes small plazas associated 54 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 55 FOCUS AREA SERVING A REIMAGINED WASHINGTON SQUARE 1 Y 9 217 y ,. I 217 _ F I I 1 ` Y / 99W F_ r -z The City,along with the community and owners of Limits and managed by Washington County,also provides — r Washington Square Mall,are reimagining the Washington recreation opportunities to area residents. Square Regional Center to become a walkable destination Washington Square,like Downtown Tigard,is adjacent to L with high quality transit supported by safe and connected �* the Fanno Creek Regional Trail,but connections are not bicycle and transportation infrastructure. Washington Square is also adjacent to the Metzger Urban Services Area, as accessible as they are in Downtown Tigard.The public J visioning process for the Washington Square area identified //nry where Metzger School Park is located. Metzger School � the need to strengthen connections to the trail system,as well (Frew o Park,while outside of the existing Tigard City Limits,serves as a need for more community gathering spaces to support � Y 0 U T N FARM residents in addition to it also being a school property.As a o - existing and future residents and businesses in the area. New school property,community access is limited when school ' _ residential and mixed-use development is already occurring in is in session. Metzger Park,while outside of the Tigard City r the area and is expected to continue as this district grows. 56 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 57 FOCUS AREA COMPLETING THE RIVER TERRACE PARK SYSTEM The River Terrace park system was constructed through developer agreements and systems development charges as P part of the plan for the area.As a"greenfield"development, 4 Mg. parks and trails were developed to meet current park [WEST] V I -- [ a t standards.These standards are different than what was used for many of the older parks in Tigard and is one reason why —, - — „ ris River Terrace parks appear to be higher quality facilites than — -- others in the city.As development has occurred, much of the park system has been constructed,and will continue to build out as future phases of River Terrace are completed. Once constructed,the City will own, maintain and operate the parks as part of the larger Tigard park system. Iz M,Qi � River Terrace occurs with newrdevelopment,fmalilntenan e andoverall [SOUTH] 1f 4 P growth 1 use of the spaces will be monitored to understand how the spaces are used by residents and what level of maintenance is ® 1 1 � = r required compared to other parks within the system. FutureML ' . connections between parks within River Terrace and yet Park Service Area Legend undeveloped properties like the Lasich property will also be Community Park:1 mile - Community Park:1/2 mile considered to reduce the need for automobile use and better Neighborhood&Linear Park:1/4 mile connect park amenities with trail connections.The Lasich For planning purposes,service areas are shown as a radius instead of along a street/trail network property,while currently outside of the Tigard Urban Growth Boundary, is envisioned to become a regional destination for Legend field sports and non-motorized boater access to the Tualatin L I River Terrace 2.0 Project Area River. Operations and maintenance of these new facilities will Trail Network Proposed Trail likely require additional operations and maintenance hours. Stream Wetlands Vegetated Corridor Park(Outside Project Area) School(Outside Project Area) Collector Road •• Street/Pedestrian Connection Minor Street Connection -Community Connection 58 TIGARD PARKS AND RECREATION SYSTEM PLAN Cityof Tigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 59 FOCUS AREA MANAGING TIGARD"S NATURAL AREAS f RESTORATION TRAJECTORY Deteriorating Maintain Existing Restored Condition Stabilize Improve Restore System =r` 'C <,C<T No further loss Resorted decline r� Irrecoverable resource Continued of natives ecosystem decline,fundamental change No expansion of weeds/invasive vegetation NATURAL AREA MANAGEMENT PRIORITIZATION CRITERIA Tigard has responded to local and regional priorities to floodplains or riparian corridors,are steep, have unstable protect natural spaces, preserve water quality,create trail soils or otherwise difficult for development.This means that RARE SPECIES:Sites that contain rare or corridors,and preserve green buffers between developed access to these areas,for recreation or for maintenance,can listed plant or animal species (i.e., salmon, areas of the city.The City has made effective use of limited be challenging. eagles). local funding, multiplying them many times over through regional rant programs (largely through Metro).Ti ard's Heightened management and maintenance of natural PUBLIC USE:Sites with developed trails g g P g ( g Y g ) g P open spaces now include hundreds of acres of creek resources is needed with special attention toward addressing or facilities and high levels of use. corridors, ridgelines,and important sections of local and invasive species. regional trails stems. WATER RESOURCE:Natural areas g Y • Tigard will inventory natural areas as a baseline for connected to a water resource. The acquisition of natural areas throughout Tigard over the a systemic continuum approach to prioritizing and past twenty years was driven by the community and the managing these areas,as shown in Figure 4.1. WATERSHED BENEFIT:Sites that could region's interest in clean water, protecting natural character • Tigard will focus efforts first on stabilizing natural have a wider watershed benefit beyond the and creating trail corridors.This has resulted in hundreds of areas (such as by removing invasive species) to stop immediate property boundaries. acres of natural area with varying levels of public access and deterioration. F " limited ability to manage and maintain these lands. • Once natural areas are stabilized,Tigard will prioritize RETURN ON PREVIOUS OR „� POTENTIAL INVESTMENT:Site that natural areas for improvement and possibly restoration. Many urban natural areas in the Pacific Northwest face have previously been invested in (i.e., similar management challenges in that they contain degraded • Annual capital and operational budgets will include restoration projects, mitigation banks). ecosystems that are relatively small and fragmented. Urban funding for natural area management activities, natural areas can be plagued by invasive species and also operations and maintenance. THREATS:Lack of action would result in i attract nuisance behaviors or dumping. Many urban natural near term risk to public safety or habitats. areas have been left undeveloped because they are within 60 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 61 .7 - rk n -F cility pr v m nts �x �� l l � Agyp+ 1 , fi NINE -or'icl ppy�•��gp�y x To realize the concept and develop Tigard's park system to serve MEW -- 2' x IMM all current and future residents and employees this plan includes recommended capital projects by park site. These recommendations f are made in categories of projects that could occur in many places _ across the system. r Each of these categories is assigned a planning level cost Transportation plans and budgets will account for those trail meant to reflect the full project cost with enough room to segments outside of parks and are not included as part of �x cover the variability of projects from location to location. projected capital costs. The detailed projects by site,as well as the cost assumptions applied,are provided in Appendix F: Capital Projects Matrix. The tables on the following pages summarize the full cost Cost assumptions in this plan are limited to the portion of of projects,split in two sections to breakdown the cost of projects in existing parks from those in undeveloped or ' n the projects (some of which have significant transportation or stormwater implications) that are within park sites. future park,trail or facility sites. �I ai i f 3 i tY+ CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 63 CHAPTER 4: PARK AND FACILITY RECOMMENDATIONS ■ EXISTING PARKS, FACILITIES AND TRAILS I NEW PARKS, FACILITIES AND TRAILS m M Within Tigard's existing system,the recommendations includes partial redevelopment of parks with greater needs). In order to fill gaps in service and continue to expand the sites.The largest portion of these costs is in development of include a large number of smaller projects enhancing Together,these are a major investment in the quality of system into newly developing areas of Tigard, investment is new parks,followed by land acquisition. landscape, park amenities,and accessibility.The largest costs Tigard's parks for all residents. needed in developing City-owned properties as well as new are incurred in trail and park development (which in this case TABLE 4.3: SUMMARY OF PROJECTS AND COSTS FOR NEW PARKS, TRAILS AND FACILITIES TABLE 4.2: SUMMARY OF PROJECTS AND COSTS FOR EXISTING PARKS, TRAILS AND FACILITIES • • . POST NEW r NUMBER NUMBER OF •JECTS _-TOTALCOST AT EXISTING SITES EXISTING PARKS ML AND TRAILS Park Acquisition 0 $ Park Acquisition 4 $5,400,000 ROW Acquisition 2 $200,000 ROW Acquisition 5 $500,000 Site Design 9 $50,000 Site Design 6 $300,000 Site Plan 2 $200,000 Site Plan 5 $500,000 Park Development 3 $6,210,000 Park Development 9 $12,910,000 Trail Development in Parks 6 $4,250,000 Trail Development in Parks 4 $3,250,000 Landscape Enhancement 16 $800,000 Landscape Enhancement 2 $ 100,000 Park Amenity Improvement 10 $1,000,000 Park Amenity Improvement 6 $600,000 Sports Courts 3 $230,000 Sports Courts 1 $ 150,000 Sport Field Upgrade 2 $2,800,000 Sport Field Upgrade 3 $7,000,000 Play Area Upgrade/Replacement 5 $1,000,000 Play Area Upgrade/Replacement 4 $800,000 Accessibility and Connectivity Improvements 16 $ 1,600,000 Accessibility and Connectivity Improvements 2 $200,000 Activation and Programming Enhancement 5 $380,000 Activation and Programming Enhancement 0 $ - Restroom 4 $2,400,000 Restroom 1 $600,000 Other Project 2 $900,000 Other Project 2 $ 150,000 Existing System Total $22,440,000 New Parks,Facilities and Trails Total M $32,470,000 64 1 TIGARD PARKS AND RECREATION SYSTEM PLAN CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 65 a 'Vim'- + '� 'a "Z• ��' / r ,1' r 1 irfJ 04 54. .10 X. A. 411 ACTION PLAN As a long-range planning document,the PRSP addresses • Taking Care of What We Have.Tigard has built ME the long range direction for all aspects of parks and maintenance capacity over the past ten years but recreation services.To implement the PRSP,action is has at the same time increased maintenance needs _ _ __ needed in four areas: by expanding the park system,adding new types of - =�� - '^ - �� - .- 'y � facilities and adding more natural areas. Priority " f � "�" '� -' • Prioritizing Capital Projects.Tigard has a well- actions to steward and sustain the City's existing s :� =- _ - _ - '"'•" �- -- established citywide capital improvement plan assets are outlined in this section. =_ process.The PRSP incorporates prioritization criteria to ensure that projects are advanced to the 6-Year • Building Organizational Capacity.As Appendix Omar H indicates,Tigard's organizational capacity should CIP based on need and their potential to advance the +� vision,in addition to funding availability. expand to keep pace with the planned park system, expanded facilities and wider range of services.To .: - • Enlivening the Park System.Recreation J a 4.�-•- � realize the PRSP,Tigard should explore organizational programming and park activation are critical and staffing alternatives to better serve the Tigard components of Tigard's park services,and are community. increasingly important for both equity and health.Top actions for enlivening parks are called out in this section. a Alp r �. Ida +- ,� • 3 � ,,F x � ! � � City of Tigard I Tigard Parks and Recreation System Plan 167 A . Wool 4W �� 'low -' 9 CHAPTER 5: ACTION PLAN a Enlivening the Park System • t � ,��j -p _ Tigard's still-young recreation program has accomplished fllll�� . z .. ' ii iiiiiii fllllllllllll P'YIIII�" 11 much in the first five ears,even in an environment of �� l ply, ,, �m m000nminnllnll I1I1111111111Fh1111 y � � mm�mmiimn imnnlllftYlllllllllp!!1I (11111111' uncertain funding and a global pandemic.The momentum , T, n, °i iii i�liiiiii;i;i'11, plmlm��mllll'llll fIIIIIIIIItYllllllllllllli [JIM a ouo nmm�...... llllEllllllllllllllli ��4W �m1l it and experience developed so far will serve Tigard well in the A - I' e� �� directions the community is headed. • Continue PARF funding for Recreation.Adding recreation as one of the funding priorities for the Park and Recreation Fee (PARF) created more stability and the •', ability to build a base of low and no-cost programming Prioritizing Capital Projects �`. for the community. : ` ... r • Activate Universal Plaza.Universal Plaza's opening will Chapter 4 and Appendix F lay out the long range vision for • Time-limited opportunity:Opportunities arise,and create a new outdoor home for many kinds of community the park system and a 10 to 20-year list of capital projects. often come with a time constraint,such as a property activities.Tigard Parks and Recreation will lead onsite Two key factors that will affect the timing of implementation coming up for sale,a new residential or commercial programming of this unique feature in the system,as well are funding availability and City capacity. development,or a project being completed by another as raising awareness of programs in other parks. The prioritization criteria in this section are intended to department or agency.Time-limited opportunities will be • Continue to grow the variety of"pop-up in the help the City and elected officials determine which projects leveraged. park"events.After recovering to the program levels ' and initiatives to make best use of resources available to • Partnership potential:Partnerships are an important from prior to COVID-19,Tigard will continue to expand move PRSP projects forward to the City's 6-Year Capital aspect of Tigard's approach to parks and recreation events and offer new activities as well as expand to Improvement Plan. services.Those projects or initiatives with one or more additional locations. partners who will help with implementation and/or • Use pilot efforts to test new programming These criteria were refined using community feedback from ongoing operation will take precedence. approaches.The overall concept is experimentation the online prioritization exercise and workshops conducted . Reduce operating costs or generate revenue: . and evaluation.The pilot approach allows Recreation to n May 2021. Projects that improve maintenance or operations r 1 P P try new things or do them in new ways to establish what , • Increase equity:Tigard's vision is based on equity,and efficiencies and conserve water or reduce energy works best. the PRSP has noted where enhancements are needed usage will be given priority to move forward. Projects • Continue to track number and participation in to realize an equitable park system.Those projects that that contribute to revenue generation potential,such both City-provided and contract programs as , as adding spaces or features that support recreation "' . ,, increase equity will receive high priority. g p pp programming,will also be prioritized. well as scholarship use.Data can help convey the ` a�. • Provide multiple benefits/leverages other plans: impact of the community's investment in recreations Multiple benefit PRSP projects are those that connect to • Quick wins:Some projects can be quickly implemented, Identifying participant demographics,where possible,will .7mil _71 f; or advance the goals, projects and directions of other demonstrating results to the community. Providing quick allow recreation to more directly address equity in the City departments or plans.Tigard has a strong track wins keeps City teammates and the community motivated community. record of leveraging investments,such as combining and invested while longer term and more complicated stormwater and trails projects or a park and fire station projects are underway. project. Multi-benefit projects generally have access • Advance a complex project:Some projects are to more types of funding and can be more readily complex to implement, regardless of cost.Tigard will implemented. prioritize taking steps on complex, multi-year projects to bring them closer to implementation or fundability. 68 I TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard TIGARD PARKS AND RECREATION SYSTEM PLAN 69 =' CHAPTER 5: ACTION PLAN ■ i � S Building Organizational Capacity Appendix H includes an organizational assessment completed r %4 during the PRSP process.This assessment concluded that: - • Additional Essential Functions Are Needed.Based on parks and facilities that are already in the planning and ` development stages,Tigard needs additional essential „ functions or increased functional capacity, including communications and marketing, managing event spaces, project management for planning and capital projects, and other functions such as Downtown and URA r' coordination and volunteer recruitment/management. - • Atypical Organizational Structure.Tigard's organizational structure is atypical for a city of its size. —= Most cities in the region have a direct report to the City Manager for key parks and recreation functions, most commonly a department that combines parks ` and recreation. Looking across the nation,some cities separate parks and recreation into two departments. • Fewer Supporting Services.Administrative and But even in cities that do this,at least one department communications/marketing functions are important Taking Care of What We Have directly reports to the City Manager. When programming supporting functions needed for successful parks and and maintenance functions are divided between two recreation services. While there are various approaches, The increase of PARF funding to$7.94 has funded the staffing • Develop a natural area management protocol. departments,typically with maintenance and/or capital as illustrated by the profiles of West Linn,Tualatin capacity and stability to maintain Tigard's existing inventory Tigard's natural areas,gems of earlier community improvement functions are contained within a Public and Sherwood,these are important roles where of 557 acres of parks and natural areas at the current levels. investment in the system,will be proactively managed Works Department. dedicated,trained staffing is needed.Tigard currently The funding level does not allow for an increase in natural to ensure that the benefits of these trees,watersheds • More Limited Recreation Programming.Tigard has lean staffing in both these areas. Especially with area management activities. In addition,as new parks come and other habitat areas are sustained.The City will need offers less programming than peer agencies and offers a communications and marketing functions,the workload on line and undeveloped sites are developed for park use, to develop new skills within the maintenance staff and more limited range of recreation options than is the norm is bigger than can be supported by existing parks additional maintenance staffing will be needed. commit resources to less visible, long-term investment in in the Metro region.This is due to the level of funding and or recreation staffing and the existing Public Works natural area health. staffing for recreation programs.The City's recreation departmentwide communications staffing. • Complete the classification-specific maintenance staff account for 14%of the total parks and recreation • Lower Staffing and Funding Level.Tigard has management plan.The City has already begun to • Subtract internal service charges when making comparisons.For the purposes of making comparisons staffing level, less than is typical.The same is true for the increased it staffing and funding levels for parks and develop maintenance standards for each category of overall operating budget,of which less than 13%goes recreation in recent years focused on parks and grounds park. Each tier will be tied to a staffing level that reflects to other agencies,Tigard will subtract its internal service charges from the total operating budget.The City's toward recreation.According to NRPA Park Metrics data, maintenance. However,Tigard's staffing and funding the amount and intensity of maintenance at these recreation typically receives 40-46%of the operating levels for parks and recreation are very lean,compared different sites. system for internal service charges is more sophisticated than is typical,accounting for 30%of the budget for budget. It is true that Tigard's recreation program is to national data and to more detailed comparisons to • Apply maintenance resources to lower quality parks maintenance.To make more accurate comparisons, relatively new and its available facilities limit the amount local peers.This translates to lower levels of recreation parks.Additional resources will be applied to parks that Tigard should subtract the internal service charge line and type of programming that can be offered. Even with programming and events,minimal capacity to add depth to have already slipped into lower quality levels,especially item to avoid skewing the analysis. these limitations in mind, more staffing and funding would essential functions such as communications and marketing, where they can help improve services to historically allow for more recreation programming, more in line with and no capacity to take on new essential functions. disadvantaged populations. the offerings of peer agencies. 70 1 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 71 CHAPTER 5: ACTION PLAN ■ FIGURE 5.1: ALTERNATIVE 1: ORGANIZATIONAL ALTERNATIVE: ORGANIZATIONAL ALTERNATIVES • Additional parks maintenance staffing to add natural PARKS AND RECREATION DEPARTMENT Based on the results of the organizational assessment, resource management capabilities and keep pace with Tigard has additional essential parks and recreation services increased acreage and facilities City Manager it needs to add to account for the expanded facilities and • Additional recreation staffing to program planned services.There are three potential alternatives that Tigard facilities including Universal Plaza. will consider to increase capacity for parks and recreation • Additional administrative support,especially within service provision:a parks and recreation department,two recreation Parks and Recreation departments,and a refined division.The Implementation Plan Department • Volunteer recruitment and management functions p that will be developed following the adoption of the PRSP will provide additional analysis and timing for the recommended added within the Department or to the General Services Department (as in Tualatin) service model. • Updated job descriptions to ensure essential functions are Parks Division Recreation Division Alternative 1: Parks and Recreation fully addressed. Department Appendix H shows that the Parks and Recreation Department is ORGANIZATIONAL ACTIONS FIGURE 5.2: ALTERNATIVE 2: ORGANIZATIONAL ALTERNATIVE: the most common approach to providing services for regional • Determine Preferred Organizational Structure. TWO DEPARTMENTS peers.This structure would group most essential services Any of the three alternatives could provide the needed within a single department,providing strategic focus on a additional organizational capacity.There are pros and highly valued service that contributes directly to Tigard's vision. cons for each.Tigard's City Manager and City Council will City Manager Appendix H provides additional information on how essential determine the preferred structure and implement it. parks and recreation services would be provided through this • Add Essential Functions.The review of essential alternative. Figure 5.1 illustrates this potential structure. functions in Appendix H indicates that Tigard needs Public Works Recreation and Community Alternative 2:Two Departments additional capacities within its staffing, including Department Services Department communications and public engagement, new The Two Departments concept would create a new maintenance capabilities and project management Department tasked with providing Recreation and capabilities for both planning and capital projects. Community Services,adding a deeper focus on community Updated job descriptions can be used to reallocate and FIGURE 5.3: REFINING THE EXISTING STRUCTURE services especially focused on equity. Public Works would reprioritize responsibilities and add new responsibilities. retain operations responsibilities,as shown in Figure 5.2. New positions can bring in additional staff resources. Alternative 3:Tigard's Current Contracted services can provide a means of adding more City Manager Structure, Refined capacity or bringing in a specialized resource Tigard's Public Works Department is currently the largest in • Develop a Transition Plan.The City of Tigard the City,with the broadest range of activities.The Parks and Will develop a transition plan to add essential park Public Works and recreation functions and grow to the preferred Recreation is one of multiple divisions,as shown in Figure 5.3, Department within the Department. organization structure in a three to five year plan phased in over several budget cycles. Potential refinements to the current structure include: Parks and Recreation Division • Bolstered community engagement and marketing/ communications functions housed within the Division under Recreation, including more staffing. 72 TIGARD PARKS AND RECREATION SYSTEM PLAN I CityofTigard CityofTigard I TIGARD PARKS AND RECREATION SYSTEM PLAN 1 73 " r"M' ' S- �" r w. •.�- !r �• j'r y �, '••ka aI • •11*r, j'i i�r amu,( r„ll .:.�7Yyt✓�•r .L� -•t - �''�, 'a:.�� J lFP �•'' 1�f� d ��S 441- • 7"'. .!'✓1' �� .:• .• � � •� y+-p c ' 37 ,� "�'�I,• - Y` ,�••. '. � y � 'I. �':!(� ei, r,�w, �A+,.L� y'��s� "� :*.eµ-� •Y"��. •ti '�,67 ht G� - 40 � rt\�- ,y � -moi*•• � R M a fii!%�/>. ��,� �, 4 �,•� ,�,r�. 4. a�l ° � _'S ��u"311K3$" o � �.} t^l/ (v.� s ' l +.1� ”. •.� .,� 4,A Ali. 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K>, ,• • 'J/.t;.st' •�j�.� Y 41 �'ll.• :1)', :;a '} p', i. 4r fs .` :� '-��,', da•7!- a; ,.ca�1,, `.araC: +f+�M •�L•'4 9, `' 'K .:}•:',f /R' �;•�.t•'ws.. 'a ,yya : 74 i'',,j a. ' r �• t' / r ''x •��ar.}yjl�, y)��, 4�, �5rr. ..ti',',, » {�'ya� r„�'�j�7�p s f �� r sem`.�";P; °, Jr :,.Y"�'� :r`�'"��. 7 �i�,t ��t�p •.ki'', y ;,'-ti ti .- • • • . • • • .. . • ' � ' J f l -IS l , y.�. M, a •+ •x O l • , ' �1. }.J.` . �..� T I GARD .� opt r1- K.! I r 1 F=rh. ard P an Recreateion SYSTEM PLAN APPENDICES A - H TIGARD 0 APPENDIX A TIGARD STATE OF PARKS AND RECREATION Appendix A: State of Tigard Parks and Recreation Introduction This appendix summarizes key information about the state ofTigard's parks and recreation system in 2020, providing the foundation for analysis and recommendations in the update of the PRMP. Park System Overview Tigard has four types of parks within its system:Community-Serving Parks, Neighborhood-Serving Parks, Linear Parks and Natural Areas.The City also has undeveloped park land,which consists of sites acquired for park use but which have not yet been developed. Tigard has added over 100 acres of land since the completion of the 2009 Parks System Master Plan.A well-timed bond measure,supported by Tigard voters, and effective use of these and outside grant resources funded a large expansion of the system.This was further enhanced through planning for River Terrace, where three of seven parks are already built. Figure 1 summarizes the major components that make up Tigard's park system in a graphic format,with details of the inventory provided in Table 1. A-1 Tigard Parks and Recreation Master Plan Figure 1:Summary of Tigard's Park System 3 kat 16 tj . • 76 FENCED MILES OF OFF-LEASH SHELTERS AND TRAIL DOG AREAS PICNIC AREAS f •7 1� MNeiaghborhoodw4P Serving Parks IS8 acres) s (multiple sites) . 7 Community 20 �$� 'P� ACRES �• PLAYGROUNDS F (159 acres) SKATEPARK arks (53 acres) 7 0 3 * SPORTS FIELDS COMMUNITY GARDENS Z 5 TENNIS COURTS BASKETBALL COURTS A-2 TIGARD PARK SYSTEM MASTER PLAN Table A-1:Parks and Facility Inventory Updated 7/79/2027 Ln LL fo Ln Qj • LA LL- • Ln • • Qj • Park • -LA ILn CL .•- Other Neighborhood Serving Parks Greenfield Community Garden(132nd Avenue) 0.2 Community garden Emilia Park 0.9 • 1 • • Bonita Park 7.2 • • • • • • Bull Mountain Park 10.2 • • • • • • • East Butte Heritage Park 2.6 • • • • • • Elizabeth Price Park 2.6 • 1 • • Jack Park 10.0 • • • • • • • • • • Community garden Liberty Park 0.3 Main Street Landscaping Area 0.3 Northview Park 3.5 • • • • • Orchard Park 2.0 • • • • • Roshak Park 1.9 • Sabrina Park 1.4 • • • • Senn Park(includes open space) 4.7 • Windmill Park 0.1 Historic windmill Woodard Park 10.3 • • • • • 58.1 CommunityServing Parks Ash Avenue Dog Park 0.4 • • Cook Park 75.0 • • • • • • • • • • • • Butterfly garden;Horseshoe pits Dirkson Nature Park 48.0 • • • • • • • • • Viewpoints;Activity center;Outdoor fitness equipment Jim Griffith Memorial Skate Park 0.5 • • • Metzger School Park 3.4 • • Community garden Potso Dog Park 1.8 • • • • Summerlake Park 29.8 • • • • • • • • • • • • • Rhododendron garden;Horseshoe pits Universal Plaza 0.3 • • • • • • • • • • • • • Rhododendron garden;Horseshoe pits 159.1 PARK AND FACILITY INVENTORY TIGARD PARK PLAN Table A-1:Parks and Facility Inventory UpcIatecl 717912027 v o ¢ � v fp L.L f0 !6 d Y al Linear Parks Commercial Derry Dell Property 5.5 Englewood •. (east 0___ Fanno Creek . - 1.6 Gazebo; Arbor Fanno Creek Park 29.7 00Cach Nature Park 19. __ _00 Natural Area Fields Property 25.6 Other Tigard Natural Areas(total) 188.8 Annand Undeveloped:and (Neighborhood : : . Classification) , • erty Lasich Property(Community Serving) 27.9 Sunrise Park(Community Serving) 19.4 Clute Property(Neighborhood Serving) 1.4 Bagan Park(Neighborhood Serving) 2.9 Steve Street Property(Neighborhood Serving) 1.4 53.9 Total 557.6 � INVENTORYPARK AND FACILITY Access to Tigard Parks The National Recreation and Park Association (NRPA),the Trust for Public Land (TPL) and the Urban Land Institute(ULI)together have created the 10-Minute Walk campaign,a national effort to ensure that residents of all US cities are within a 10-minute walk(1/2 mile)of a quality park and further underscoring the 10-minute walk as the standard for all communities to aspire to.Tigard is ahead of this curve, having established the 1/2-mile walkshed as the foundation of park service more the ten years ago. Figure 2 illustrates(in blue)the area of the City currently within a 10-minute walk of a developed park. Figure 2:Area Within a 10-Minute Walk to a Park � I WASHINGTON COUNTY46 i ---------- i I i_ i I---------- J i i I 16� f o � � / i A-5 Tigard Parks and Recreation Master Plan Park Acquisition Since 2009 Since 2009,Tigard has added over 100 acres of land through a variety of mechanisms.Figure 3 depicts the locations of property acquisition since 2009. Figure 3:Park Property Acquired 2009-2020 -, r=1 �•� �i ��' 5—Park Metzger Metzger L S. i 1 Englerwnnd Park i'�-� ~ ! IBaaai ark �,.–.--_-a–"-- Aimmerlake �Steve Park Street z Dirksen Property _-_ I tv�odwarJ L wr oo P�k Commerical Liberty _ Northview momesH Park •pa rk i it Park Windmill powm.ren Park y Ash Avenue -- i lack Pa .. MainD.9 Park Street Jim Griffith'Memorial - RmePark Park I I Skate Park C>w��IN.r. I .--j ry,;d es Potso; 5. inag Fanno -::Do Park Creek Pa,k iF—,_ _ �•taches.� _ Bul ountain Park Crock – Nature i ' Ros�ak Pdrk `--�" I - Bonita Ll I- E zal7eth Price Park V E Twarty MS. 1 1 –eider, I k. �� East Butte lames - ._-.^.OrcharA__--� h r ,J i` jl i�--� •moi Heritage Park T,mpl—ii,ES. Park. i j I,i 1 I � 1 ii ^ ourn,m rl ! Cenrer j C_-_-_- Tigard H.S. nurham t5. % f I � ! I 'v. A-6 Tigard Parks and Recreation Master Plan Trail System Tigard's 16 miles of trails includes the paved,off-street routes that extend multiple blocks, between developments,or across neighborhoods. Figure 4 highlights the longer trail systems in yellow and indicates in light blue the area within a 10-minute walk of these trails.Additional park pathways and soft- surface paths provide walking, biking and accessibility within a park. Figure 4:Tigard Trail Systems and 10-Minute Walk Access -At Se—Park 0 j' .WASHINGTON COUNTY Metzgerool I' _ - V---� SchPark ew od C erlak� - Steve / -.Par Street / Property - i o Dark k\ /� weodwab es. _ jivnndar� Commerical i �• Park park L-iberty Northview {I 7h R. •' / �- (Park ---�-- - Parkw� (- Windmill r nos. -_-- fff Park '7 - Ash Avenue 0 j ! L Jack �p 4J Main / Dog Park Ty� _ ll_I 11� I� r Street, �.• Jim Griffith Memorial -- Ame j %Z t.Park Skate Park F �- Park} I - r �''� `ISabr a -'I - rg,d Es. - Pbtso -� 9 1�� m�,i_ -_ / Fanno Do rk Creek Park Sunrise^ , ss• I Park Fanno '� _ ` Cacha.� Bull F`ountaink 'I - Creek Rk - L• C osMaNature 1- -- --rr-_ , House C r TlPark�, Ridge 1 —All I JJJ Park ! 'EzaFjeth Price Park ark $ r --- -Rrd"E--9. i ^ Ea utte lames -e { G } Heritage Park remP—n E.S. J ' r 4Z ark Lasich �r Property !-----__ rga, Du I 1 A-7 r Tigard Parks and Recreation Master Plan Recreation Events The City of Tigard increased its park and recreation event offerings between Fiscal Year(FY) 2015-16 and FY 2019-20.Between FY 2015-16 and FY 2019-20, the number of events and estimated participants increased by 360%and 575% respectively.The average number of estimated participants per event increased from 206 participants in FY 2015-16 to 302 participants in FY 2019-20. These figures do not include attendance at the annual Festival of Balloons,an event that takes place in Cook Park.The Festival of Balloons is a non-profit organization that puts on the three-day festival to raise funds for non-profit groups in Tigard.The event has taken place for 35 years,attracting an audience from throughout the region. Tigard Park&Recreation Events (FY 2015-16-FY 2019-20) 25 20 +J c 15 LU 0 10 z 0 • 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Fiscal Year Tigard Park&Recreation Event Participants (#) (FY 2015-16-FY 2019-20) 8,000 v 6,000 Ln LU 4,000 o .°- ZiJ 2,000 ■ Z 0 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Fiscal Year A-8 Tigard Parks and Recreation Master Plan Classes The City of Tigard began offering park and recreation classes in FY 2016-17. Between FY 2016-17 to FY 2018-19 the number of classes and registered participants increased by 75%and 318% respectively.The average number of participants per class increased from 6 participants in FY 2016-17 to 15 in FY 2018-19. Tigard Park&Recreation Classes (#) (FY 2015-16-FY 2018-19) 60 50 a, 4 M0 v 30 0 20 -0 10 5 0 z 2015-2016 2016-2017 2017-2018 2018-2019 Fiscal Year Tigard Park&Recreation Class Participants (#) (FY 2015-16-FY 2018-19) 800 v a; 600 N c 400 a o •� � •i 200 ■ . E a 0 z 2015-2016 2016-2017 2017-2018 2018-2019 Fiscal Year A-9 Tigard Parks and Recreation Master Plan Recreation Program Locations Tigard has made good use of limited indoor space for programming.With no central home,such as a recreation center,Tigard has creatively and flexibly provided programs in a variety of parks.This approach is on trend with many recreation providers who are trying to bring programming closer to home and activate local parks. Figure 5:Recreation Program Locations 2019 TA ark z Senn P WASHINGTON COUNTY Met,r rP--- �' Schaal Park U ewaod p` I Bag-Par /ice. Summerlake Steve �q; --Park Street Dirksene.,a Property ■ % I _- at re Park '-d-rd es. � ,.Woodard -_ CammerParkica �, j�-� I - _ NortWi— }I Th--R. L k - I�Park /_ P:arkr F-A-nos. fff park , Ash Avenu f I j� JackPar yras�'r � Maln � Dog Park zn Street Jim Griffith emorial Po' is I - r I Park - Skate Park Park} I II ch�rles F. -* - '1 Tgard E5. otroi l Sabri a I Parkiree :=:! -_ Fanno` 8 ♦ gPdrk r Ck Park I}T \ Sunrise / wm I \ F i F Park JJ anno 11 { Caches Bull tairLpa; 'I Creek Roshakrr-- ��r+}�aa House y 1 'Jpark' I C�.I ff y' r r` ^ y Ridge _ J - I r I I J Park ita- ! ! 1�-^JI r✓' - rk - EIza 7eaa1h Price Park r� y Eas Bute Jamesmn T Heritage Park T-pl, ES chard�i za I r .arkt r I i Lasich Property _ { !-_-_-- .i Til:a HS. nu j r 1 1 -t I I I I I A-10 Tigard Parks and Recreation Master Plan Funding Parks and Recreation There are two general categories of funding for the park and recreation system: • Capital: resources for acquiring,designing, building,and renovating;and • Operations: resources for the staff and ongoing maintenance. Capital Improvements • The Capital Improvement Plan (CIP) is the city-wide budget for capital projects and funding.This process matches the large-scale improvements to the anticipated resources over a rolling 6-year 4h timeline.Projects are added for consideration in the CIP process after review by staff,the Park and Recreation Advisory Board,and,in the case of trails,the Tigard Transportation Advisory Committee and Bike In Tigard,a capital project.- Pedestrian Committee.The Parks and Recreation Master Plan is an Adds value to Tigard's important source for these projects and informs the prioritization by • tinfrastructure hese groups. • Costs$50,000 or more Funding applied to projects in the current CIP comes from the following • Has a useful life of, or extends the useful life sources: for,5 years or more. • Parks System Development Charges:for park projects that The capital planning process is enhance capacity in the system; detailed at. • Transportation System Development Charges:for trail projects https✓/www.ti_gard_ named in the Transportation System Plan; or.gov/city hall/cip.ahp • Special funds:for storm water,water,and urban forestry related projects • Transient Lodging Tax:for tourism oriented projects; • Grants:from local and regional agencies such as Metro; • Urban Renewal (Tax Increment Financing):City Center and Tigard Triangle Urban Renewal Districts have park and trail projects identified for funding;and • 2010 Parks Bond:nearly expended,with one remaining property acquisition targeted. A-11 Tigard Parks and Recreation Master Plan Park and Recreation Operations The regular,ongoing maintenance of Tigard's parks and natural areas is completed by the Park Maintenance Division.This has been a growing • responsibility as the City has acquired and developed additional park land. Park maintenance is also staff-intensive,so the cost of maintenance also continues to rise as the cost of living and salaries increase. In adopting the 2020 Budget with funding for two additional maintenance workers,a total of 12.5 FTE,the City Council has acknowledged this - growing need.The total budget approved for park maintenance in 2020 was $3,302,385. In 2020, the cost of Tigard's recreation program has already faced budget cuts and the maintenance for developed prospect of being eliminated entirely. However,in 2019,City Council parks is: approved an increase in the Park and Recreation Fee to provide a stable $ 12,251 per acre source of funding and allow the general funds that had been supporting the 2.35 full time equivalent employees and the limited expenses of the The current staffing level program.The total Recreation Division budget approved for 2020 is equates to: $454,363. 1 FTE. 21.6 acres Funding for operations of both parks and recreation comes from two main sources. • General Fund:the City's main operating resources,collected from taxes and fees and used to fund everything from police to parks approximately$2.2 million for parks and recreation);and • Park and Recreation Fee(PARF):a fee charged to all City utility customers on their water bill since 2016.These funds are dedicated to park maintenance and supporting recreation programming.In 2021,the City collected approximately$2.4 million. A-12 APPENDIX B TIGARD PARK EVALUATION SUMMARY Appendix B: Park Evaluation Approach and Results Introduction In September 2020,the PRMP consulting team completed an evaluation of each Tigard park property focused on assessing the overall quality of the facility.This evaluation supplements the 10-minute walk analysis used to assess park access and is intended to help identify potential needs for operational and maintenance resources.This summary provides an overview of the methodology used and general findings.Table 1 provides a park-by-park scoring matrix. Summary of Findings An initial summary of the findings of this evaluation are provided below.The intent of this effort is to collect a comprehensive data set that can be used in further analysis of the system and in development of recommendations. • The City is generally maintaining the appearance of parks,such as regular trash collection and mowing.This gives a good initial perception for all developed parks in Tigard. • Closer examination shows there are a number of problems that appear to have waited too long to be corrected that impacts the experience and use of parks. • The quality of Tigard's parks is limited by the lack of variety in experience for the user.This in turn is limited by the resources necessary to maintain additional features in each park. • Many of Tigard's parks lack the basic variety defined in the criteria.Parks that scored "0"in the overall assessment were generally small and have limited uses. • Design decisions from the past have locked in appearance issues and maintenance challenges for the long-term.A number of small capital projects may be required to correct them. B-1 Tigard Parks and Recreation Master Plan • Undeveloped parks and trail corridors were examined to develop recommendations for the plan, rather than to evaluate their current state as that will change as the site is developed. As the assessment is refined,considering other elements,such as geography and adjacent demographics,will help clarify the equitable distribution of quality parks in Tigard and the populations they serve. Methodology There are many ways that quality is discussed in terms of Quality means fitness for use: parks:design, materials used,condition, level of "Products and services that maintenance,among others. For the purpose of evaluating meet the needs of those quality at the citywide scale as a factor in a multi-layered members of society who will planning assessment,we use Joseph Juran's definition of actually use them" quality as"fitness for use". -Joseph Juran The criteria described below address"fitness for use"and can be objectively evaluated.At each park,a score of 0, 1,or 2 was given for each criterion,with 2 representing highest ranking.A full summary for each park is provided in Table 1.Scores for each criterion were assigned based on a walk- through assessment of each site by a MIG Landscape Architect.The score reflects the overall quality of the site.Site notes were collected to identify the fitness for use of specific features in the inventory(such as courts,fields,etc.).These scores and notes make up a robust and honest assessment of the condition of Tigard's parks that can be used in combination with other analyses to make decisions about future investment of capital and maintenance resources. In addition to the observations on the ground,the analysis considered the following existing sources of information about each park: • Park and Facility inventory • ADA Transition Plan evaluation of the site • Access points used in the 10-minute walk analysis B-2 Tigard Parks and Recreation Master Plan Criteria Variety of Experience Parks that offer a variety of recreation opportunities provide a better user experience and invite different types of users into the park.Tigard's park design guidelines lay out a minimum set of features that inform this criterion. 0- Missing one or more of: • a picnic area (picnic table or shelter structure), • designed play environment(playground, nature play),or • at least one other outdoor recreation facility(ballfield, sports court,dog park,skate park,etc.) 1 - Includes a picnic area (picnic table or shelter structure),designed play environment(playground,sprayground)and at least one other outdoor recreation facility(ballfield,sports court,dog park,skate park,etc.) 2- Includes more than one additional activity areas and features than those include in score 1. Connectivity and Walkability The connection of a park to the neighborhood and the city influences the volume of park use by making it an easy, low-stress destination for outdoor activity. 0- Park is isolated from the walking and biking network, no evidence of sidewalk, pathway,trail,or bikeway linkages to the site. 1 - Basic connectivity includes a sidewalk or trail connected to at least one entrance to the park.Linkages include signage directing people to a nearby connection. 2- Multiple connections to sidewalks and the trail system providing connections in more than one direction. Park Condition B-3 Tigard Parks and Recreation Master Plan The condition of a park impacts the usability of features as well as the perceived safety and quality of the site.For this criterion,observations from the park can be scored as follows. 0- Poor condition:Many features are in visible need of maintenance or replacement. 1 - Mixed condition:Some features new or in top condition while others need replacement or major repair. 2-Good condition: Few or no features are in visible need of maintenance, no broken or missing features. Overall Assessment:Average Score An average score is provided to give an overall perspective and comparison point for the park in relation to the system as a whole. B-4 Tigard Parks and Recreation Master Plan Evaluation Scores Table 1 provides a park-by-park scoring matrix. Table 1.Evaluation Scores o Facility > • Neighborhood Servi Greenfield Community Garden(132nd Avenue) 0 1 1 0.66 Emelia Park-River View Terrace 1 2 2 1.66 Bonita Park 2 2 1 1.66 Bull Mountain Park 2 1 2 1.66 East Butte Heritage Park 1 1 1 1 Elizabeth Price Park 1 1 1 1 Jack Park 1 2 2 1.66 Liberty Park -1 2 1 0.66 Main Street Park Northview Park 1 0 1 0.66 Orchard Park-River View Terrace 2 2 2 Roshak Park-River View Terrace 2 2 2 Sabrina Park-River View Terrace 2 2 2 Senn Park(includes open space) 0 1 1 0.66 Windmill Park 0 1 1 0.66 Woodard Park 1 2 1 1.33 Community Serving Parks Ash Avenue Dog Park 0 1 2 1 Cook Park 2 2 1 1.66 Dirksen Nature Park 2 2 1 1.66 Jim Griffith Memorial Skate Park 2 1 1 Metzger School Park 1 1 1 1 Potso Dog Park 0 1 1 0.66 Summerlake Park 2 2 2 Commercial Park 0 2 1 1 Derry Dell Property 0 2 0 0.66 Englewood Park east 0 2 0 0.66 Englewood Park west 0 2 0 0.66 Fanno Creek House 0 1 2 1 Fanno Creek Park L 0 2 1 1 TotalDeveloped Natural Area fi Cach Nature Park 0 0 0 0 Fields Property 0 0 0 0 0 Undeveloped Land .-. Park Classification) Lasich Property(Community Serving) 0 0 0 0 Sunrise Park(Community/Neighborhood Serving) 0 0 1 0.33 Clute Property(Neighborhood Serving) 0 0 0 0 Bagan Park/Haring(Neighborhood Serving) 0 0 0 0 Steve Street Property(Neighborhood Serving) 0 1 0 0.33 B-5 APPENDIX C to - MINUTE WALK ANALYSIS Appendix C: 10-Minute Walk Analysis Introduction The national 10-Minute Walk campaign is working on many fronts to ensure that residents of all US cities are within a 10-minute walk(1/z mile)of a quality park. The central part of that promise is the 10-minute walk,an emerging national standard for park systems.This analysis continues the City of Tigard's(City) established commitment to a walkable park system,which predates the campaign.The Trust for Public Land (TPL) has established a methodology and a Geographic Information Systems(GIS)tool called ParkServe' that evaluates the walkability of a city's park system and summarizes data about the portion of the population within a 10-minute walk.Using this methodology as a starting point, the planning team developed a refined GIS model of access to Tigard's parks and summarized additional information about the population and housing types outside of this area.This document summarizes the key findings of this analysis as well as the process and impacts of future parks and the trail system.Attached are maps of the areas inside and outside of a 10-minute walk. Key Findings • Not all of Tigard's residents enjoy the same walkability.Approximately one-third (34%) of Tigard's population has to walk more than 10 minutes to reach a developed park. • This lack of access is not spread evenly across the population. Pockets of Black, Indigenous and People of Color(BIPOC) and low-income residents must travel further to enjoy the benefits of the park and recreation system. Understanding the population characteristics of underserved areas can guide a focus on equity in the City's investments. • Tigard's standards and this analysis align with the national 10-Minute Walk Campaign.To strengthen the City's commitment,the Mayor could sign on to 10-minute walk pledge? Walkability data collected and standardized for ParkServe by the Trust for Public Land, details about the methodology available at:https://www.tpl.org/parkserve/about I The details and the Mayors who have signed on to the 10 Minute Walk Pledge can be found at https://10minutewalk.org/#Mayors Z__ - C-1 Tigard Parks and Recreation Master Plan • Developing Bagan Park and the Steve Street Property could provide new service to over 600 existing Tigard households,a total population of approximately 1,600 residents. • Trail corridors have the potential to expand coverage substantially, raising the question,"is trail access equivalent to park access?" • Areas with little or no residential population may be redeveloped to become more mixed use,like what is happening in the Triangle.These type of development trends could create new gaps in service. • The quality of the park at the end of the 10-minute walk is very important to the experience that Tigard's park users have. • A school-park partnership at the Tuality Middle School/Templeton Elementary School campus could serve as many as 1,500 underserved households without needing to acquire new park land.School parks generally have limits on the hours of use which should be considered in relation to park service. • Implementing the Fanno Creek Trail connection and the already approved Hunziker Core trails,which will connect the existing trail to Potso Dog Park and the Fields Property,have the potential to serve over 900 households that currently have to travel much further than 10 minutes to a park. • The gap areas defined in this analysis will be incorporated into the Gaps and Opportunities Analysis and Recreation Needs Summary Report, along with other evaluations of the park and recreation system. C-2 Tigard Parks and Recreation Master Plan Methodology This section describes the methodology used to determine what parts of the City are located within a 10-minute walk to a park.There are two parts of this analysis, including the geographic model and the demographic overlay. The 10-minute walk analysis (one task within the scope of work to update Tigard's Parks and Recreation Master Plan) identified areas in the City of Tigard that are currently underserved by parks and open space.The Scope of Work directed MIG to use TPL ParkServeT'data as a basis for the 10-minute walk analysis to identify gaps in the park access. Recognizing the limitations of this data (some of the sources,described here https://www.tpl.org/parkserve/about are proprietary to ESRI),MIG used the TPL methodology as a guide in developing the analysis specifically for Tigard that also considered other demographic information.Th benefits of using the TPL methodology around key data (access points, park development/access status, etc.) is that it can be included in future annual updates by TPL's ParkServe team. The analysis was also informed by the City's focus on providing equitable service.This required an exploration of available data to describe the residents' inside and outside of a 10-minute walk by demographic characteristics as well as living situation. Adaptations and Limitations The methodology described here builds from the work TPL updates annually for ParkServe. Important differences include: • Tigard analysis included trail access points,while TPL includes only access to land identified as park(which may or may not have trails) • Tigard analysis benefited from a more refined understanding of the on- the-ground situation (parks that are developed/open,verified access points) • The Tigard analysis considered a slightly different set of underlying demographics,and included some basic land-use information not available in the TPL analysis. It is important to note that TPL has developed a process for updating their data so that future ParkServe releases reflect a more accurate understanding of Z__ - C-3 Tigard Parks and Recreation Master Plan access.Collaborating within the TPL effort would potentially provide Tigard with an annual update of the park service areas and total population statistics. Neither the TPL model nor the analysis completed for Tigard by MIG includes consideration of the pedestrian experience along these routes.The presence of sidewalks,the quality and availability of crossings,and the impact of higher speed or"high stress" roadways would be further opportunities to refine this analysis. Determining Access The planning team developed a Geographic Information Systems(GIS) model of the City of Tigard that includes the street and trail network,the location of all park and natural area property,and the access points for entering a park or the trail system.,The ESRI Network Analyst software calculated a'/z mile area (the distance a person travelling the average walking speed can cover in 10 minutes) from every access point along connecting streets and trails.The total area covered by all of the possible directions is shaded to show it is inside a 10- minute walk. The project team updated Tigard's parks and trail system map to reflect acquisitions and development since 2010.This included an update to the access points where trails,formal entrances,and adjacent roads create places to enter. These access points were identified using aerial imagery and Google Streetview, with some on-the-ground verification.This map was confirmed by City staff prior to completing the analysis.The updated park and trail system map,with access points,was combined with the City's streets centerline file'to create a network dataset"of pedestrian accessible routes.This network included: • All streets(with and without sidewalks),excluding freeways • Trails and pathways This network(through the existence or lack of formal crossings) naturally accounts for barriers such as rivers, railroads,and freeways,where no pedestrian crossing exists. The MIG team created a set of service areas for each park and trail corridor using ESRI's ArcGIS (10.8) Spatial Analyst extension"' This involves creating a polygon from each access point that extends to a set distance(in this case 1/2 mile, approximately a 10-minute walk at average walking speed) along the defined Z-- - C-4 Tigard Parks and Recreation Master Plan network.In the case of parks with more than one access point,these polygons are merged into one service area for each park. Demographic Overlay With the area inside of a 10-minute walk identified,the team looked at the remaining area to determine how many residents lived in the underserved areas of Tigard. The planning team generated a demographic and housing profiles for each underserved area (identified by a number on the map and described below).The profiles include following topics: • Total Population • Households • Age • Race/Ethnicity • Income Level and%Below Poverty Level • Housing Type (Detached,Attached and Multi-Unit) • Number of Dwelling Units • Average Lot Size Population characteristics(e.g.age, race/ethnicity, income level and poverty) are estimated based on 2018 American Community Survey data for each Census Block Group attributed to individual property parcels,parcel level population and housing type data was assembled by Urban Footprint'.Data for each area outside of a 10-minute walk was compared to city-wide averages to identify concentrations of particular characteristics that could inform our understanding of gaps in access to parks and trails. Gaps in Access Twelve(12) gap areas were identified for this analysis.These areas are defined based on the edges of the area within a 10-minute walk, residential land uses, and major barriers such as freeways and arterial streets.All are outside of a 10- minute walk from any developed Tigard park.Each gap area is numbered and 3 Population attributed to individual parcels through a methodology developed by Urban Footprint for their base canvas,details available here: https:Hurbanfootprint.com/wp-content/uploads/2018/07/Base-Canvas-Creation- Methodology.adZ__ - f C-5 Tigard Parks and Recreation Master Plan described below with highlights of the demographic overlay.A map of these areas is appended to this analysis with the gap area numbers indicated in circles. A complete set of the estimated statistics is provided in Table 1. Gap Area#7 • 457 households with a population of 1,308 • Within 10-minute walk to a trail system • More youth under 17 (29%)than Tigard average(21%) • More seniors over 65 (16%)than Tigard average (14%) • Higher proportion of Asian residents(10%)than Tigard average(8%) • Average Household Income($131,963) is nearly twice the Tigard median ($70,120). Less than 1%of the population lives under the poverty level • All housing is detached with an average lot size of 1/4 acre Gap Area#2 • 132 Households with a population of 393 • Outside of a 10-minute walk from either parks or trails • More youth under 17 (28%)than Tigard average(21%) • Higher proportion of Asian residents(14%)than Tigard average(8%) • Average Household Income($125,110) is nearly twice the Tigard median ($70,120).Only 3%of the population lives below the poverty level • Nearly all housing is detached and the average lot size is 1/4 acre Gap Area#3 • 1,179 households with a population of 3,273 • Within 10-minute walk to a trail system • More youth under 17 (24%)than Tigard average(21%) • More seniors over 65 (15%)than Tigard average(14%) • Average Household Income($108,796) is well above the Tigard median ($70,120)and 7%of the population lives below the poverty level (Tigard average is 9%) • Most housing is detached,with around 150 of 1,200 dwelling units either attached or multi-unit. Z__ - C-6 Tigard Parks and Recreation Master Plan Update Figure 1.Gap Area Demographic Overlay Statistics Tigard Averages Gap Area 1 Gap area 2 Gap Area 3 Gap Area 4 Gap Area 5 Gap Area 6 Gap Area 7 Gap Area S Gap Area 9 Gap Area 10 Gap Area 11 Gap Area 12 Summary Population 1,308 393 3,273 1,191 1,907 3,351 2,055 361 511 1,292 616 996 Households 457 132 1,179 422 1,002 1,557 740 165 234 550 266 391 Dwelling Units 466 138 1,212 435 1,053 1,568 756 169 240 586 280 410 Age Percent Population Under 5 3.42% 5.94% 7.70% 5.34% 0.26% 5.05% 7.39% 0.00% 4.64% 4.14%1 4.35% 8.05% Percent Populations-17 25.81% 22.39% 16.07% 20.88% 1.79% 12.19% 19.66% 14.01% 12.45% 5.49% 4.91% 11.89% Subtotal:Under 17 21.00%1 29.23% 2&33% 23.77% 26.18% 2.04% 17.24% 27.45% 14.01% 17.09% 9.63% 9.26% 19.94% Percent Population 18-24 5.21% 6101% 5.66% 7.41% 6.62% 4.52% 6.30% 9.05% 9.58% 7.71% &45% 7.96% Percent Population 25-44 24.65% 29.12% 24.62% 29.51% 11.30% 19.47% 32.76% 39.85% 31.71% 37.10% 36.88% 42.57% .._ _11_11. 1111_. 111_1..._ ... Percent Population 45-64 25A8% 24.74% 30.80% 26.20% 21.29% 22.10% 239296 26.28% 26.62% 122294, 325196 18.96% Percent Population 65 Plus 14.00% 15.81% 11.80% 15.15%1 10.71% 58.74% 36.67%1 9.97% 10.80% 15.02Vol 1333% 12.91% 10.5896 Race/Ethnicity Percent Hispanic 11.00% 2.28% 10.44% &47% 7.77% 8.11% 5.51% 13.94% 14.31% 5.06%% 11.621'a 12.30% 26.38% PercentWhiteAlone 82.00% 7DA2% 70.32% 80.83% 68.86% 77.76% 86.86% 76.16% 78.39% 80.18% 80.93% 80.11% 64.1896 Percent Black Alone 2.00% 0.16% 0.85% Q29% 0.36% 0.02% 2.03% 0.47% 3.80% 0.57% 2.15% 3.58% 2.49% Percent American Indian/Alaska Native Alone 0.40% 0.01% 0.27% 0.09% 0.11% 0.00% 0.52% TA9% 0.DD% 0.00% o.OD% Mo% 0.52% Percent Asian Alone &OD% 19.12% 13.85% 6.98% 17.56% 7.75% 2.48% 5.57% 3.07% 4.30% 2.72% 2AS% 3.55% Percent Native Hawaiian Alone 0.70% 0.00% 0.00% 0.01%1 1.83% 0.19% 0.00%1 0.0096 0.00% 0.93%1 0.07% 0.00% 0.0036 Percent Other Race Alone 2.00% DM% 0.40% 0.14% 0.17% 0.05% 0.00% 0.00% 0.00% 0.600A 0.00% 0.00% 0.00% Income Median Income Avg Agg Household Income $ 70,1201$ 131,963 5 125,110 $ 108,796 $ 147,332 $ 51,835 $ 84,885 $ 103,882 $ 61,938 5 45,906 $ 98,580 $ 100,420 $ 51,201 Percent Persons Below Poverty Level 9.10% DA5% 3.15% 7.47% 5.97% 10.62% 4.78% 11.58% 8.91% 29.85% 9.88% &99% 22.15% Housing by Type Detached a Parcels 450 129 907 207 61 1,490 719 64 65 383 204 167 Population 11308 390 2,894 817 165 3,351 2047 163 178 984 498 437 Dwelling Units 466 137 1,064 305 86 1568 753 75 83 442 227 168 Average Lot Size(acres) 1 0.25 0.25 0.27 0.40 0.28 0.16 0.17 0.40 0.41 0,261 0.23 0.18 Attached 4 Parcels 0 1 4 0 132 D 1 0 6 65 019 Population 0 3 441 0 482 01 3 0 27 278 0 92 Dwelling Units 0 1 20 0 283 0 1 0 12 130 0 37 Average Lot Size(acres) 0 2.39 0.02 0 0.01 0 2.14 0 0.36 0.01 0 0.06 Muki-unit 4 Parcels 0 0 5 3 9 0 0 2 51 1 3 9 Population 0 0 332 374 1,260 0 0 196 154 26 118 465 Dwelling Units 0 0 127 130 684 0 0 93 73 12 53 204 Average Lot Size(acres)l 1 01 01 1.57 3.201 5,781 0 01 2.331 0.991 1,021 1,441 1.89 Z_- C-7 Tigard Parks and Recreation Master Plan Gap Area#4 • 422 Households with a population of 1,191 • Outside of a 10-minute walk from either parks or trails • More youth under 17 (26%)than Tigard average(21%) • Higher proportion of Asian residents(18%)than Tigard average(8%) • Higher proportion of Native Hawaiian (1.8%)than Tigard average (0.7%) • Average Household Income($147,332) is more than twice the Tigard median ($70,120) and 6%of the population lives below the poverty level (Tigard average is 9%) • Most housing is detached,with around 130 of 430 dwelling units in multi-unit developments Gap Area#5 • 1,002 households with a population of 1,907 • Outside of a 10-minute walk from either parks or trails • Far more seniors over 65 (59%)than Tigard average (14%) • Average Household Income($51,835) is lower than the Tigard median ($70,120)and 11%of the population lives below the poverty level (Tigard average is 9%) • Most of the population lives in attached or multi-unit housing,960 of 1,053 dwelling units. Gap Area#6 • 1,557 households with a total population of 3,351 • Outside of a 10-minute walk from either parks or trails • Far more seniors over 65 (37%)than Tigard average(14%) • The proportion of Black(2%) and American Indian/Alaska Native (0.5%) are closer to Tigard averages(2%and 0.4%)than most other areas • Average Household Income is $84,885,above the Tigard median of $70,120,and 5%of the population lives below the poverty level (Tigard average is 9%) • All of the housing is detached and the average lot size is small (0.16 acres) Z__ - C-8 Tigard Parks and Recreation Master Plan Gap Area#7 740 households with a total population of 2,055 • Outside of a 10-minute walk from either parks or trails,separated from gap area 6 by Hall Boulevard • More youth under 17 (27%)than Tigard average(21%) • Higher proportion of Hispanic residents(14%)than Tigard average (11%) • Average Household Income is$103,882,well above the Tigard median of $70,120, and 12%of the population lives below the poverty level (Tigard average is 9%) • Housing is almost entirely detached with a small average lot size 0.17 acres Gap Area#8 • 165 households with a total population of 361 • Within 10-minute walk to a trail system,separated from parks by railroad tracks • Higher proportion of Hispanic residents(14%)than Tigard average (11%) • Higher proportion of Black residents (4%)than Tigard average(2%) • Average Household Income is$61,938, below the Tigard median of $70,120, and 9%of the population lives below the poverty level (Tigard average is 9%) • Housing is split between multi-unit(93 units) and detached (75 units), with detached units having a larger average lot size at 0.4 acres. Gap Area#9 • 234 households with a total population of 511 • Within 10-minute walk to a trail system • More seniors over 65 (15%)than Tigard average(14%) • Higher proportion of Native Hawaiian (1%)than Tigard average(0.7%) • Average Household Income is$45,906, below the Tigard median of $70,120, and 30%of the population lives below the poverty level (Tigard average is 9%) • Housing is split between attached or multi-unit(85 units)and detached (83 units),with detached units having a larger average lot size at 0.4 acres. Z__ - C-9 Tigard Parks and Recreation Master Plan Gap Area#10 • 550 households with a total population of 1,292 • Outside of a 10-minute walk from either parks or trails • Higher proportion of Hispanic residents(12%)than Tigard average (11%) Higher proportion of Black residents (4%)than Tigard average(2%) • Average Household Income is$98,580,above the Tigard median of $70,120, and 10%of the population lives below the poverty level (Tigard average is 9%) • Most housing is detached,with 142 of 586 dwelling units in attached or multi-unit developments • Detached homes average 0.26 acres of lot size Gap Area#11 • 266 households with a total population of 616 • Higher proportion of Hispanic residents(12%)than Tigard average (11%) • Higher proportion of Black residents (4%)than Tigard average(2%) • Average Household Income is$100,420,higher than the Tigard median of$70,120,and 9%of the population lives below the poverty level (Tigard average is 9%) • Most housing is detached,with 53 of 280 dwelling units in multi-unit developments • Detached homes average 0.23 acres of lot size Gap Area#12 • 391 households with a total population of 996 • Higher proportion of Hispanic residents(26%)than Tigard average (11%) • Slightly higher proportion of Black residents (2.5%)than Tigard average (2%) • The proportion of Black(2.5%)and American Indian/Alaska Native(0.5%) are closer to Tigard averages (2%and 0.4%)than most other areas • Average Household Income is$51,201, below the Tigard Median of $70,120, and 22%of the population lives below the poverty level (Tigard average is 9%) • Much of the housing is attached or multi-unit(241 of 410 units) and detached housing units have a small average lot size(0.18 acres) Z__ - C-10 Tigard Parks and Recreation Master Plan Oregon Business Park,Washington Square and the undeveloped portion of River Terrace were not included in this analysis due to the lack of residential populations. Regarding River Terrace, planned park and street construction will fill in the area between existing parks.For the other, primarily employment, areas of Tigard the City should consider the appropriate type of park or trail access, particularly if these areas were to redevelop and add residential uses. Z-- - C-11 Tigard Parks and Recreation Master Plan Using This Analysis Developing and Applying an Equity Lens for Guiding Tigard's Investments Understanding the demographics of the underserved areas in Tigard allows the City to guide investment to address inequity in access to the parks and recreation system. Directing resources to historically disadvantaged communities should be accompanied by other strategies to preserve or provide affordable housing and avoid displacement of the current residents. Consider Quality of Parks as Equal in Importance to Access Providing access within a 10-minute walk is only half of the campaign pledge. The second portion is ensuring that the park at the end of that walk provides a high-quality experience is very important. Ensuring quality draws in consideration of maintenance,variety of activities, beauty of the setting and programming or activation of the park. Further analysis and recommendations will add these considerations to this planning process. Understanding the Potential Impact of Future Park Sites Tigard's future park properties will be important additions to park access. • Bagan Park:This park will be within a 10-minute walk of densely developed residential areas south of Highway 217 at Greenburg Road (Gap Area 12) • Steve Street Property:This park will serve existing neighborhoods(Gap Area 11) cut off from other parks by Highway 217.Much of the housing in the area is multi-unit,meaning that many people live without private outdoor space. • Sunrise Park:Access into the east side of this property will have the most impact on the surrounding Tigard neighborhood (Gap Area 1). • Roshak Park:this park will serve new housing in the middle of River Terrace. The gap area demographic summaries can guide the timing of investing in these future park properties. z__ - C-12 Tigard Parks and Recreation Master Plan Enhancing Existing Trail Corridors Can Provide Access Trails provide opportunities for many park experiences and open access to some of Tigard's natural areas.While not the same as a developed park,which might include trails and natural areas as well as other opportunities, being within a 10- minute walk of public land with a trail corridor is considered adequate by the 10- minute walk campaign.Trail corridors extend the 10-minute walk coverage in Tigard in the following areas: • Central Tigard(Gap Area 3):the nearly continuous trail from Woodard Park to Gaarde links several otherwise isolated clusters of homes.This leaves a gap west of 121 st Avenue around Marion St,James St and Hallow Ln (Gap Area 2)that is outside of a 10-minute walk from either park or trail. • West of Bull Mountain(Gap Area 1):The trail corridor through a natural area provides 10-minute walk access to most of this area.Sunrise Park could also provide 10-minute walk access to much of this area. • Tigard Triangle(Gap Area 9):Trail corridors at the edges of the Triangle create opportunities to walk through the wetlands south of Dartmouth St and to cross 1-5 safely at the Highway 217 interchange. Adding Trail Connections Can Expand Access By providing a way for pedestrians to walk more directly to a park, more area can be brought into the 10-minute walk service area. • Hunziker Core Area (Gap Area 8):the approved trail connections,once built,will connect this area to the existing Potso Dog Park and the Fields Property.As part of the Fanno Creek Trail Amenities Project,the library backyard was investigated to provide both trail and library users recreation facilities. • Tigard Triangle(Gap Area 9):Trail connections can extend the reach of new parks to be added in the redevelopment of this area. C-13 Tigard Parks and Recreation Master Plan 'Technical note:A fragment in the street dataset was identified that create a missing networkjunction at the intersection of Burnham St.and Ash Ave,by the Ash Ave Dog Park.The four adjoining street segments did not share a common endpoint or vertex, which initially prevented an accurate walkshed from being generated by this park.The network was adjusted and repaired to create a connected network dataset. The following settings were used when creating the network dataset: • Version: 10.1 • Model Turns:No • Connectivity:Any Vertex • Model Elevation:None • Travel Mode Type:Walk • Establish driving directions:No The following properties were assigned to the service area: • Analysis Settings: o Impedance:Length(Feet) o Default Breaks:2640 • Polygon Generation:Merge by break value C-14 APPENDIX D RECREATION TRENDS ASSESSMENT 7 Parks & Recreation Master Plan Appendix D: Recreation Trends Assessment Introduction This assessment identifies local and national parks and recreation trends to inform the development of the Tigard Parks and Recreation Master Plan and help the City of Tigard (City or Tigard) better serve the needs of Tigard park users. Relevant trends were identified based on the planning team's understanding of Tigard and the Metro region and initial community input.Resources and references are cited throughout.The trends described in this memorandum address the following topics: • Social activities and community involvement • Demographic change • Health and wellness • Activating public spaces • Programs and activities • Multi-use and dynamic parks • Demand for trail-based activities • COVID-19 D-1 Tigard Parks and Recreation Master Plan Update Social Activities and Community Involvement Public spaces encourage social gatherings and build community by creating 1 opportunities for neighbors to get to know one another.' Spaces that create a sense of belonging and inclusion can encourage social cohesion and reduce s isolation. Being connected to the community positively impacts residents'well- being and having more people out and about increases public safety? Public spaces further provide opportunities for cultural expression.Public spaces should be inclusive,accommodating a variety of people and abilities in varying locations? Figure 1.In 2013,the City of Corpus Christi Providing public gathering places will become increasingly important for Tigard formed the Mayor's Fitness Council(MFC) as housing stock diversifies and demographic changes will require a deeper to promote active lifestyles.The MFC developed coalitions and public-private consideration in how people use parks and what amenities will be needed. partnerships to support public Residents will increasingly desire public spaces that provide activities for diverse engagement efforts and overcome the Corpus Christi's strong car culture.With needs. support from the community,the MFC implemented multi-modal improvements, including enhancements to existing trails Engaging communities in designing and programming public spaces builds and the development of new trails. consensus and improves outcomes by ensuring that community values and preferences are reflected in the design and implementation of these services. Re:Streets."Social Gathering."https://www.restreets.org/social-gathering 2010. z Ibid. 3Ibid. Z-- - D-2 Tigard Parks and Recreation Master Plan Update Demographic Change Tigard's changing demographics indicate evolving park and recreation needs. Between 2010 and 2017,Tigard residents grew older and more diverse, x reflecting demographic changes across the state of Oregon more broadly. Parks and recreation services for working age adults look very different from parks services for children and seniors.Outdoor recreation participation rates decrease as people age, particularly for physically demanding activities.' Meanwhile,disability rates increase as people age.A 2007 Oregon Statewide Figure 2.Tukwila,Washington is Seattle Comprehensive Outdoor Recreation Plan (SCORP) survey found that a third of suburb with a diverse and growing Oregonians over the age of 60 indicated that they or someone in their population.In 2017,the city developed an equity policy that defines equity as household had a disability.' "eliminating systemic barriers and providing fair access to programs,services and opportunities to achieve social,civic Research indicates that cultural and ethnic groups use public spaces differently and economicjustice."Toimproveequity and experience unique barriers to accessing park and recreation services. for parks,Tukwila's Mayor selected criteria to prioritize park development and According to the 2019 SCORP, minority groups are less likely to participate in maintenance.These criteria helped to outdoor recreation relative to white Oregonians.' identify community with a critical gap in park access,which supported the city in obtaining a grant to address this gap. The 2019 SCORP recommends that park and recreation providers prioritize better serving the outdoor recreation needs of Oregon's Latino and Asian Source:https://www.nrpa.org//parks- populations.These populations were also identified as priority demographic recreation- groups for park and recreation services in Washington County.Table 1 presents magazine/2019/october/improving= SCORP findings around increasing participation for priority demographic systems-to-achieve-equitable-park-access/ populations. 'Oregon Parks and Recreation Department.2019—2023 Statewide Comprehensive Outdoor Recreation Plan.2019. 5Ibid. 6Ibid. Z_- - D-3 Tigard Parks and Recreation Master Plan Update Table 1.2019 Statewide Comprehensive Oregon Recreation Plan Findings to Increase Participation among Senior,Latino,Asian and Low-Income Populations' Population Priorities for Park Priorities for Barriers Agency Actions Improvements Programming to Improve Participation Senior -Cleaner restrooms -Farmer's markets -Access: -Clean and well- -More restrooms -Concerts disabilities, maintained parks -Soft surface walking -Historical tours distance to parks and facilities trails and paths -Water exercise -Transportation: -More free-of- -Public access sites to -Computer lack of parking, charge waterways education lack of public opportunities -Nature and wildlife transportation, -Making parks viewing areas bad roads, safer from crime -Picnic areas and dangerous -More parks and shelters for small crosswalks walking and hiking visitor groups trails closer to -Placing more home benches and restroom -Expanding park facilities along trails facilities -More places and -Placing more benches to observe benches and nature and others restrooms along trails -Improved walking routes to parks Latino -Cleaner restrooms -Farmer's markets -Access:distance -More free-of- -More restrooms -Concerts to parks charge recreation -Playgrounds with -Historical tours -Transportation: opportunities natural materials -Arts and crafts lack of parking,too -Ensuring clean -Nature and wildlife much road traffic, and well- viewing areas no car,lack of maintained parks -More places and public and facilities benches to observe transportation -Making parks nature and others safer from crime -Security cameras in -Clean and well- key places maintained parks and facilities -More parks and walking and hiking trails closer to home -Improved walking routes to parks 2019 Oregon SCORP defines Low Income as households with $25,000 or less in income. z__ - D-4 Tigard Parks and Recreation Master Plan Update Table 1.2019 Statewide Comprehensive Oregon Recreation Plan Findings to Increase Participation among Senior,Latino,Asian and Low-Income Populations' Population Priorities for Park Priorities for Barriers Agency Actions Improvements Programming to Improve Participation Asian -Cleaner restrooms -Farmer's markets -Access:distance -More free-of- -Security cameras in -Concerts to parks charge recreation key places -Quiet zones for -Transportation: opportunities -More restrooms reading or meditating lack of parking,too -Ensuring clean -More places and -Outdoor sports much road traffic, and well- benches to observe -Arts and crafts no car,no maintained parks nature and others sidewalks and facilities -Paved/hard surface -Making parks walking trails and safer from crime paths -Clean and well- -Dirt/other soft maintained parks surface walking trails and facilities and paths -More parks and walking and hiking trails closer to home -Improved walking routes to parks Low-Income -Cleaner restrooms -Farmer's markets -Access:distance -More free-of- -More restrooms -Concerts to parks charge recreation -Playgrounds with -Outdoor movies -Transportation: opportunities natural materials lack of parking, -Ensuring clean -Picnic areas and lack of public and well- shelters for small transportation maintained parks visitor groups and facilities -Dirt/other soft -Making parks surface walking trails safer from crime and paths -Clean and well- -Nature and wildlife maintained parks viewing areas and facilities -More walking and hiking trails closer to home Health and Wellness Physical inactivity and poor diet are two of the greatest risk factors for mortality in the United States.'As Americans become increasingly sedentary,the health $Maizlish.ITHIM:Integrated Transport and Health Impact Modeling.2016. D-5 r Tigard Parks and Recreation Master Plan Update care sector is exploring active living as a form of preventative health care to improve health outcomes and reduce health care costs. Research has linked neighborhood park amenities and programming with an increase in physical activity.'The 2019 SCORP finds that parks and recreation providers can play a key role in increasing physical activity.10 The following activities and facilities are associated with increases in park use: Figure 3.As part of a comprehensive effort • Programming:Each additional supervised activity to reduce high rates of obesity anddiabetes in the City of San Antonio,the San increases park use by 48%and physical activity by Antonio Metropolitan Health District and 37%, particularly among seniors and teenage girls." San Antonio Housing Authority created • Walking Loops:Walking loops increase overall park walking andbiking trails at four public- use by 80%,senior activity by 100%and levels of housing developments,each with about 4,000 residents.Fitness stations were also exercise by 90%.12 constructed at three of the four trails.Trail • Play Areas: Every play element added to a access was made available to the playground increases its use by 50%.73 surrounding communities as well. • Marketing:On-site banners, posters and signs increase park use by 62%." Source:https://www.nrpa.orci/success- stories/collaboration-is-changing-the-way- Cities promote physical activity by developing trail systems and walking routes san-antonio-is-encouraging-healthy- to parks and open spaces;creating interesting and no-cost settings for fitness, lifestyles/ such as outdoor fitness stations;and programming indoor and outdoor spaces to bring fitness classes close to those who need them. 'Caryn Ernst,Peter Harnik and Linda Keenan.Active Parks,Healthy Cities.2018. °Oregon Parks and Recreation " Caryn Ernst,Peter Harnik and Linda Keenan.Active Parks,Healthy Cities.2018. 12 Ibid. 11 Ibid. 14 Ibid. z__ - D-6 Tigard Parks and Recreation Master Plan Update Activating Public Spaces Activating public spaces improves quality of life,addresses spatial equity, y T increases health,safety and security; brings people together and creates a shared sense of identity.15 According to the District of Columbia Public Space Activation and Stewardship Guide,strategies for activating spaces takes many forms,from temporary programming interventions to permanent physical improvements. - Figure 4. District of Columbia Public Space Stewardship Guide's Spatial Activation Spectrum Figure 5.San Francisco's Parklets Program TEMPORARY SPACE/PROGRAMMING PHYSICAL IMPROVEMENT/BUILT ENVIRONMENT facilitates public-private partnerships to 4�� repurposeunderutilizedparkingspaces into parklets.Businesses and organizations submit proposals and fund the Street Performances Festivals Parklets Murals S public art construction of temporary public spaces Parades Street markets Pop-up commerce Cafe seating and amenities. Marathons Farmers'markets Temporary beaches Temporary pavilions Demonstrations Street vending Outdoor movies Public seating Outdoor Sports Vending development Temporary plazas Celebrations zones Block parties Free libraries Commemoration Programming,such as Tigard's pop-ups facilitating arts and crafts, board games and other activities,are an essential strategy for activating public spaces. Figure 6.A group of residents formed the Cities are leveraging rights-of-way and public institutions to increase Quesada Initiative,which constructs and recreational opportunities, including sidewalks,streets, medians and school- manages edible gardens in underserved owned properties like the community garden at Metzger School.Another communities that lack access to openspace and basic services such as grocery example is the City of San Francisco,which has developed a system of parklets stores. that provide amenities with small footprints to activate underutilized sidewalk and street spaces.The cities of Berkeley,Tucson and Vancouver in British Columbia have all leveraged traffic circles to construct community gardens. Multi-Use and Dynamic Parks 15 District of Columbia Office of Planning.District of Columbia Public Space Activation and Stewardship Guide.2018. Z__ - D-7 Tigard Parks and Recreation Master Plan Update Laying multiple uses can get more use out of existing spaces,encourage regular a activity,and help address community needs and preferences, particularly in land constricted urban areas.Cities are updating single-sport dedicated fields to support a variety of activities by incorporating multiple stripings and multi- s function goal posts.These multi-use fields are used more heavily,which can help alleviate supply shortages. Park and recreation providers are also introducing new uses and additional Figure 7.Tualatin's Community Park has activities, particularly those that can be enjoyed year-round.For example, evolved through a series of updates to facilities,including new play features,and existing tennis,volleyball and basketball courts can be updated with markings strategic additions,such as a dog parkin to accommodate pickleball. Futsal is another option that can leverage smaller an underutilized corner of the park.The park now supports a wide range of spaces unsuitable for full-sized sports fields. Providing a greater variety of experiences, activities can attract more park users, including park users with varying preferences, needs and abilities. Even parks that have a strong focus,such as sports fields,can benefit from additional features for family members to enjoy.Adding play features, perimeter . walking paths or dog parks near sports fields or other single-use recreation areas . R � add enjoyment for parents and younger siblings. Water access is a unique opportunity for some parks.People are drawn to water for a variety of recreational activities.The 2019 SCORP identified water access as priority park improvements for Oregonians. Parks can provide access points and Figure 8.Sherwood added pickleball ramps,and identify these access points using maps and signage.Varied and safe courts to tennis courts placed on top of opportunities to see,touch and interact with rivers and lakes is a near- water tank reservoir at Snyder Park, providing a new activity and stunning guaranteed draw for a park site. views for residents. Z__ - D-8 Tigard Parks and Recreation Master Plan Update Programs and Activities Across the United States,cities are getting more out of their parks and public spaces by providing programming and offering mobile recreation programs. Bringing programming to existing and new parks, plazas and public spaces cankq enhance community benefits, particularly in land constricted urban areas and M areas with limited resources. p epi Programming can also increase outdoor recreation participation among underserved groups.The 2019 SCORP suggests providing free and low-cost Figure 9.New York City's Green Carts programs as a strategy for increasing outdoor recreation participation among program provides permits to local farmers senior, Latino,Asian and low-income populations. and vendors to sell fresh fruits and vegetables in neighborhoods that otherwise have limited access to fresh In addition to activating public spaces, programming can provide essential produce. services to vulnerable populations and underserved communities by expanding access to fitness programs, healthy foods and even health care. Farmer's markets and food programs can bring fresh produce to communities that lack grocery stores.Mobile health clinics connect vulnerable populations with badly needed affordable health services such as urgent care and preventative health screenings. Z__ - D-9 Tigard Parks and Recreation Master Plan Update Park Land in Developed Areas Land constricted cities are implementing strategies to expand access to park and recreation services by leveraging non-traditional park spaces and developing local partnerships. These strategies can be applied to parks or facilities of all types, including: .,,;.:. • Parklets.Cities are designing parklets to Figure 10.The City of Portland's Sunday accommodate amenities with small footprints,such Parkways is a series of events closing its streets to vehicle traffic,allowing residents as seating, landscaping, bike parking and public art. and visitors to enjoy traffic-free loop of • School-Owned Properties.Some cities have streets connecting parks and schools and partnered with local School Districts to make school filled with activities,music and vendors.The playgrounds and sports fields available to community events are organized by the Portland Bureau of Transportation in partnership with public members outside of school hours. agencies and private organizations. • Nature Play.Incorporating natural play features and loose parts,or simply designating areas where it is ok to move things around,explore and create,can add a play experience to a natural area or trail. • Temporary Street Closures.Temporarily closing streets allows cities to leverage their roadways, particularly during off-peak hours and weekends. These closures increase foot traffic along designated corridors, promoting neighborhood businesses and destinations.Closed streets often provide settings for neighbohrood block parties and special events. Z__ - D-10 Tigard Parks and Recreation Master Plan Update Demand for Trail-Based Activities Tigard envisions being an equitable community that is walkable, healthy,and accessible for everyone.This aligns closely with local,state-wide and national trends for trails and related activities. Trail-based activities such as walking, hiking and running are highly popular in the United States.The Outdoor Foundation's 2016 Outdoor Participation Study found that 50%of Americans seven years and older walk as a form of physical exercise. Eighteen percent(18%) of Americans seven years and older run outdoors and 13% hike. Figure 11.The Madison-based Walk with Ease program uses a science-based,six- week exercise and wellness program The 2019 SCORP asked Oregonians about their priorities for the future and teaches participants how to incorporate found that soft surface walking trails were the second highest priority for physical activity into their daily lives, reduce arthritic pain and improve their residents.Community trail systems were the highest priority for Oregon's public overall health. recreation service providers.The SCORP also identified walking trails and paths close to home as priority improvements and agency actions to improve participations rates, respectively,for Oregon's senior,Latino,Asian and low- income populations. z__ - D-11 Tigard Parks and Recreation Master Plan Update COVID-19 In January 2020,the United States announced its first confirmed COVID-19 case. By March 2020,states across the country began to report cases, prompting local 77- and state governments to issue stay-at-home orders and close non-essential „o `Y businesses including schools, restaurants and bars. °� IRTRAI oIRTU s xe.eaien (IIIIR 4 On March 23,Oregon Governor Kate Brown directed Oregonians to stay home, Figure 12.The West Linn Parks& following guidance from health care workers and officials.When leaving their Recreation Department is maintaining a Virtual Community Center,which homes to purchase groceries or obtain health care,Oregonians were directed to provides links to free,online resources keep at least six feet away from others. related to health and wellness,arts and crafts,education and community service. One notable exception to stay-at-home orders was recreational activities such as jogging or hiking,so long as people can maintain sixfeet of distance from others.Trails, parks and open spaces large enough to accommodate both crowds and social distancing provided the opportunity for those under stay-at- home orders to leave their homes and exercise.As a result,park and recreation service providers experienced an increase in demand for parks,trails and open spaces.Meanwhile,service providers experienced a decrease in program and facility rental revenues. The Centers for Disease Control and Prevention (CDC)flagged mental health as a top concern amid the COVID-19 pandemic.The National Recreation and Park _ Association (NRPA) highlighted the role that parks can play in supporting Americans'mental health during this time, noting that parks provide access to the outdoors and green space and opportunities for physical activity,all ofF which are demonstrated to reduce stress and improve mental health.16 The NRPA released guidelines to support safe use of parks and trails during the Figure 13 El Cajon,CA mobile recreation COVID-19 pandemic.The NRPA encouraged all park users to: team,the Rec Squad,responded to social distancing by bringing the park to people's homes.Residents could sign up • Refrain from using parks or trails if they are exhibiting symptoms online to have the squad come and chalk • Follow the CDC's guidance on personal hygiene before and during park in a hopscotch on their street or driveway. and trail use • Prepare for limited access to public restrooms or water fountains 6 National Recreation and Parks Association."Joint Statement on Using Parks and Open Space While Maintaining Physical Distancing.”2020. z__ - D-12 Tigard Parks and Recreation Master Plan Update • While using trails,warn other users of your presence and step aside to let others pass • Follow CDC guidance on the recommended size of social gatherings • Maintain at least 6 feet distance from other individuals. If this is not possible, users should leave and find an alternate location • Consult your local and state ordinances for the most up to date recommendations To support community members and park users, park and recreation service providers created or enhanced virtual resource centers,sometimes dubbed "virtual community centers."These centers created a centralized location for community members to access free,virtual resources related to education, recreation,exercise and other topics related to health and wellness. Over the course of the pandemic,communities have implemented re-opening plans. In mid-2020, NRPA released a"Path to Recovery"that provides useful guidance to park and recreation agencies,working alongside public health officials and other government entities. Details of this framework can be found at: https://www.nrpa.org/our-work/Three-Pillars/health-wellness/coronavirus- disease-2019/path-to-recover rte/ D-13 APPENDIX E PARK DEVELOPMENT GUIDELINES 7 Parks • Recreation o Plan Appendix E: Park Development Guidelines Background The 2009 Plan included a set of park design and development guidelines, contained in Appendix B of the document.These guidelines have been used since adoption of the 2009 Plan in site acquisition,master planning and design efforts.As part of the 2021 PRMP,these are updated to reflect current park classifications and a more user-friendly format. In addition,they are retitled "park development guidelines"to better reflect their content. Purpose of the Guidelines Park development guidelines are intended to provide site planning and site programming parameters and direction.Because site conditions and characteristics vary,these guidelines are not intended to override site specific concerns orjudgments. For example,during the design of a specific park,if community preferences differ from the guidelines but are consistent with park function and the overall guidance of the PRMP,citizen preferences should be strongly considered. For each park classification,the guidelines are structured as follows: • "Purpose"describes the intended function of the park classification. • "Considerations for Site Selection" provides access and site configuration guidance. • The"Minimum Park Features to Include"section identifies the essential resources that should be provided in every park of that classification. • The"Additional Park Features to Consider"section identifies resources that are also appropriate within parks of that classification if there is space, funding or community interest. • The"Park Features to Avoid" section identifies resources that are not compatible with a classification's function. Z__ - E-1 Tigard Parks and Recreation Master Plan Neighborhood-Serving Parks Purpose: Neighborhood-serving parks are the foundation of the parks and recreation system, providing nearby public spaces that meet the day-to-day recreation and social needs of residents to walk, play,exercise and be outdoors. Site Selection • Locate central to the area served,considering the 1/2-mile walkshed and Considerations: without crossing a major arterial street • At least one acre is desirable • Site should be relatively level • If feasible, locate adjacent to greenways, linear parks or other public facilities such as schools,fire stations or libraries Minimum Park • Playground, nature play or play environment Features to • Picnic area with small shelter Include: • Open lawn area, minimum 75'x100'and relatively level • At least one sports court(e.g., basketball,tennis, pickleball,futsal, bocce) • Park pathway(including accessible route) • Site furnishings scaled for the intended level of use,including benches, picnic tables and trash receptacles • Shade trees • Water fountain • Bicycle parking near all entry points • Park identification sign and wayfinding signs Additional Park • Sports fields for soccer, lacrosse, baseball,softball and other field sports Features to • Additional sports court Consider: • Skate park or skate feature • Bicycle pump track or skills course • Other skills facility • Paved or soft surface looped path, preferably a measured distance • Community gardens • Off-leash dog area • Public art or interpretive features • Permanent restrooms • Trailhead or trail connection (if adjacent to a trail) • Green stormwater infrastructure facilities • Off-street parking • Other features that are intended for local audiences Park Features to • Large group picnic areas (100+capacity) Avoid • Sports complexes or destination facilities • Indoor space/recreation buildings E-2 Tigard Parks and Recreation Master Plan Community-Serving Parks:Community Parks Purpose: Community-parks are designed to serve a communitywide audience and attract people from across Tigard for their features,facilities or programs.This classification includes larger, more expansive parks and smaller ones that house a specialized facility or are more urban in character.The defining characteristic is the communitywide draw of the park. Site Selection . Size varies depending on the intended destination facility or facilities to be Considerations: housed in the park. The minimum desirable size for new community-serving parks located in residential areas,outside of Downtown Tigard and the Tigard Triangle,is a minimum of 10 developable acres.These sites should have physical characteristics that are attractive for park design,such as suitable soils, positive drainage,varying topography,and a variety of vegetation. Geological or historic resources may be present.Views are desirable. If a portion of the site is within the floodplain,facilities should be located upland or be designed to withstand periodic inundation. • New community-serving parks in Downtown Tigard and the Tigard Triangle should be sized to accommodate the desired community-serving facility or facilities to be included on the site.Sites in these more urbanized locations should be relatively level and outside of sensitive or protected areas. • All community-serving parks should be located away from highways and high speed roads and should be connected to both the street and bicycle networks. Minimum Park • At least one community-serving facility Features to • Park pathway(including accessible route) Include: • Site furnishings scaled for the intended level of use,including benches, picnic tables and trash receptacles • Shade trees • Water fountain Restroom (on site or in nearby public facility) • Bicycle parking near all entry points Park identification sign and wayfinding signs Additional Park . Playground, nature play or play environment Features to • Destination play area Consider: . Picnic areas(including some with small shelter) • Large group picnic area (50+) • Performance stage with lighting and sound system Indoor space:recreation center, nature center,fieldhouse Interactive fountain/sprayground • Open lawn area, minimum 75'x100'and relatively level E-3 r Tigard Parks and Recreation Master Plan • Sports court(e.g., basketball,tennis, pickleball,futsal, bocce) • Sports fields for soccer,lacrosse, baseball,softball and other field sports • Sports complex • Disc golf course • Skate park • Bicycle pump track, skills course or bike park • Other skills facility • Community gardens • Off-leash dog area • Paddle access • Concessionaire facilities (food and beverage,equipment rentals,etc.) • Public art or interpretive features • Permanent restrooms • Trailhead or trail connection (if adjacent to a trail) • Green stormwater infrastructure facilities • Off-street parking • Other facilities that attract a communitywide audience Park Features to • Regional-scale facilities (water park,50-meter pool,ice arena) Avoid z__ - E-4 Tigard Parks and Recreation Master Plan Community-Serving Parks:Urban Parks Purpose: Urban parks provide opportunities for smaller,focused public spaces within downtown and dense, mixed-use development.They provide gathering spaces for residents and are designed to be flexible for pop-up events. Larger urban parks may also provide neighborhood-serving recreation features and amenities. Site Selection • Locate central to the area served,considering the 1/2-mile walkshed and Considerations: without crossing a major arterial street • Varies by location and amenities. Up to one acre is desirable(NOTE: Universal Plaza is approximately one acre.For comparison, Director Park in downtown Portland is approximately 0.7 acres). • Site should be level • If feasible, locate adjacent to transit and bicycle facilities, linear parks or other public facilities such as schools,fire stations or libraries Minimum Park • Seating areas and active spaces to provide flexibility for events and popup Features to uses Include: • Water fountain • Electrical and water hookups for temporary uses • Restrooms provided on-site or at nearby public facilities • Bicycle parking near all entry points • Site furnishings scaled for the intended level and intensity of use,including benches, picnic tables and trash receptacles. Urban parks may require a higher durability of features. • Park identification sign and wayfinding signs Additional Park • Water feature Features to • Public art Consider: • Weather coverings for a portion of the site • Green stormwater infrastructure facilities • Shade, using trees,awnings,or other features • On-street parking on adjacent streets • Other features that are intended for local audiences Park Features to • Large group picnic shelter or area (50+capacity) Avoid • Large,dedicated sports facilities that cannot be used for temporary uses Indoor space/recreation buildings E-5 Tigard Parks and Recreation Master Plan Linear Parks Purpose: Linear parks provide opportunities for trail-oriented outdoor recreation along built or natural corridors,connect residences to major community destinations, and may also provide neighborhood-serving recreation features and amenities. Site Selection • Minimum corridor width should accommodate a multi-use trail plus any Considerations: required buffer or setback,generally a minimum of 25'to 50'in width. Minimum Park • A trail,defined as a paved off-street transportation facility for pedestrians Features to and bicyclists that spans multiple developments, lots,or blocks. Include: • Water fountain • Bicycle parking near all entry points • Site furnishings scaled for the intended level of use,including benches, picnic tables and trash receptacles • Park identification sign and wayfinding signs Additional Park • Soft surface trails Features to • Boardwalks Consider: • Water access points/water trail facilities • Restrooms • Public art • Neighborhood-serving park features(see neighborhood-serving park guideline) • Trailhead/informational kiosk • Green stormwater infrastructure facilities • Off-street parking • Other features that are intended for local audiences Park Features to • Large group picnic shelter or area (50+capacity) Avoid • Sports complexes or destination facilities • Indoor space/recreation buildings E-6 Tigard Parks and Recreation Master Plan Natural Areas Purpose: Natural areas,sometimes called greenways and open spaces, protect valuable natural resources and sensitive areas, preserve wildlife habitat and natural functions and manage stormwater.While these sites are protected for their natural resource or green infrastructure value,they also can offer opportunities for nature-based outdoor recreation,such as viewing and studying nature and participating in trail activities. Site Selection • The quality of the resources is the most important determinant for site Considerations: selection. • Sites that provide medium to high potential for environmental education, nature-based recreation,and outdoor or trail-oriented recreation are preferred. • The recommended corridor width is approximately 200';the minimum width is 50'. Minimum Park • Trail or soft surface trail Features to • Site furnishings scaled for the intended level of use,including benches, Include: picnic tables and trash receptacles • Park identification sign and wayfinding signs Additional Park • Boardwalks Features to • Water access points/water trail facilities Consider: • Restrooms • Neighborhood-serving park features (see neighborhood-serving park guideline) • Small shelter • Outdoor classroom • Public art or interpretive facilities • Indoor facility: Environmental education or nature center • Trailhead/informational kiosk • Green stormwater infrastructure facilities • Bicycle parking • Off-street parking • Other features that are intended for local audiences Park Features to e Any features that conflict with or detract from the site's natural resources, Avoid such as turf,ornamental plantings,and sports fields or courts. z__ - E-7 APPENDIX F CAPITAL PROJECTS MATRIX TIGARD PARK SYSTEM MASTER PLAN UPDATE Table F-1: Parks and Facility Capital Projects Updated 6/28/2021 Recommendation Categories 15 a c • Total • • Facility •. : • . Other Neighborhood Serving Parks Greenfield Community Garden(132nd Avenue) 0.2 1 1 $ 150,000 Emilia Park 0.9 1 1 $ 150,000 Bonita Park 7.2 1 1 1 1 $ 880,000 Bull Mountain Park 10.2 1 1 $ 200,000 East Butte Heritage Park 2.6 1 $ 50,000 Elizabeth Price Park 2.6 1 $ 50,000 Jack Park 10.0 1 1 1 $ 780,000 Liberty Park 0.3 1 $ 50,000 Main Street Landscaping Area 0.3 $ - Northview Park 3.5 1 1 1 1 $ 450,000 Orchard Park 2.0 1 $ 50,000 Roshak Park 1.9 1 $ 100,000 Sabrina Park 1.4 1 $ 100,000 Senn Park(includes open space) 4.7 1 1 1 1 $ 400,000 Windmill Park 0.1 1 1 $ 100,000 Woodard Park 1 10.3 1 1 1 1 1 $ 900,000 Subtotal 58.1 0 4,410, CommunityServing Parks Ash Avenue Dog Park0.4 1 1 $ 150,000 1 0.5 1 1 Dock and ramp replacement $ 400,000 $ 1,150,000 Cook Park 75.0 Dirkson Nature Park 48.0 0.5 1 1 1 1 1 $ 2,380,000 Jim Griffith Memorial Skate Park 0.5 $ - Metzger School Park 3.4 0.5 1 1 1 1 1 1 $ 1,340,000 Potso Dog Park 1.8 1 1 1 $ 250,000 Summerlake Park 29.8 1 1 1 1 1 1 $ 1,880,000 1 Phase 2 of the approved design, $ 80,000 Universal Plaza 0.3 cost not included Linear Parks Subtotal 159.1 0 0 3 Commercial Park 0.8 1 1 1 $ 230,000 1 1 1 $ 200,000 Derry Dell Property 5.5 Englewood Park(east and west) 15.0 0.25 0.75 1 1 $ 1,650,000 Fanno Creek House 1.6 $ - Fanno Creek Park 29.7 1 1 1 1 $ 1,250,000 Subtotal 52.6 0 0.25 1.75 3 PARK AND SCHOOL FACILITY INVENTORY TIGARD PARK SYSTEM MASTER PLAN UPDATE Natural Area E — Cach Nature Park 19.5 1 $ 1,000,000 Fields Property 25.6 1 1 1 0.5 1 1 $ 5,970,000 Other Tigard Natural Areas(total) 188.8 Natural resource inventory and sta $ 500,000 $ 500,000 Undeveloped Land (with Intended Park Classification) Subtotal 233.9 0 1 0 1 1 1.5 1 0 0 1 0 0 7 Annand Property(Neighborhood Serving) 0.9 1 1 $ 230,000 1 2 Facilitate bringing this property $ 8,390,000 Lasich Property(Community Serving) 27.9 into the UGB,allow for use Sunrise Park(Community Serving) 19.4 1 1 1 1 1 2 2 1 1 $ 7,840,000 Clute Property(Neighborhood Serving) 1.4 1 $ 50,000 Bagan Park(Neighborhood Serving) 2.9 1 1 1 Community Garden $ 75,000 $ 860,000 Steve Street Property(Neighborhood Serving) 1.4 1 1 1 1 Community Garden $ 75,000 $ 600,000 Future Subtotal .9 0 $ 17,970,000 Improvements (by service gap area) Enhancing trail corridor with park 1 1 0.25 1 1 amenities;developing existing $ 700,000 Gap Area 1 park land(addressed above) Gap Area 2 1 1 Connecting existing parks $ 1,100,000 1 1 1 Enhancing trail corridor with park $ 350,000 Gap Area 3 amenities 1 1 1 Acquire and develop park land $ 2,050,000 Gap Area 4 3.0 (assuming 3 acre park) 1 1 1 Acquire and develop park land $ 2,050,000 Gap Area 5 3.0 (assuming 3 acre park) Gap Area 6 1 1 1 Create school park $ 1,700,000 1 1 1 1 Enhancing trail corridor with park $ 1,350,000 Gap Area 7 amenities Connecting existing parks; 1 1 developing existing park land $ 1,100,000 Gap Area 8 (addressed above) 1 1 1 Acquire and develop park land $ 2,050,000 Gap Area 9 3.0 (assuming 3 acre park) 1 1 1 Acquire and develop park land $ 2,050,000 Gap Area 10 3.0 (assuming 3 acre park) Developing existing park land $ Gap Area 11 (addressed above) Developing existing park land $ Gap Area 12 (addressed above) Subtotal 12.0 4 3 3 4 4 3.25 0 4 0 1 4 0 0 0 $ 14,500,000 Total54,910,000 PARK AND SCHOOL FACILITY INVENTORY APPENDIX G FUNDING OPTIONS Appendix G: Funding Options Introduction The future of Tigard's parks and recreation system will depend on creative and flexible application of multiple funding sources.This appendix includes options for the City to consider when developing the funding plan for individual capital projects as well as increasing the investment in the ongoing funding of operations.Throughout this plan the following definitions are used for understanding the difference between capital and operations: • Capital:resources for acquiring,designing,building,and renovating;and • Operations:resources to fund staff and ongoing programming and maintenance activities. Some funding sources will be applicable to only one or the other of these types of projects. For each funding source,the following information is provided (as applicable): • Applicability:Capital or Operations(or both) • Advantages • Limitations • Current Parks and Recreation Use (if any) Property Taxes Property taxes are the most significant source of operating revenue for Oregon cities.Property tax revenues are based upon the assessed value of a property, which differs from the property's real market value(the estimated value it would sell for),due to the limitations put in place by Measures 5 and 50 (passed by Oregon voters in the 1990s). Property taxes collect(along with some other sources) in the General Fund. • Applicability:The General Fund, including property tax revenue, is primarily used to fund operations but can be used for capital at the City Council's discretion. 1 Tigard Parks and Recreation Master Plan • Advantages:The large part of total City revenues and the ability to direct these funds to Council priorities(operational or capital) makes this a flexible funding choice. • Limitations: Property tax limits overall mean that the cost of services funded by the General Fund are generally rising faster than property taxes are allowed to increase.This creates difficult choices between services and limits expansion of any of them. • Current Parks and Recreation Use: In Tigard,property taxes account for approximately$2.2 million of the current parks and recreation budget. Utility Fee(Park and Recreation Fee) A park utility fee creates dedicated funds to help offset the cost of park and facility maintenance.Most City residents pay water and sewer utility fees. Park utility fees apply the same concepts to City parks and facilities. Under Tigard's Park and Recreation (Utility) Fee,all City utility customers have been paying a small fee with their water bill since 2016. • Applicability:Can be used for capital or operations • Advantages:Provides stable,ongoing capital or operational funding that is dedicated to parks and recreation. • Limitations:Can be regressive,impacting lower income households disproportionately. • Current Parks and Recreation Use: These funds are dedicated to park maintenance and supporting recreation programming.The total income from PARF in 2019 was approximately$1.8 million. System Development Charges Oregon State Law allows local jurisdictions to impose Systems Development Charges, known as SDCs,to equitably spread the cost of essential capital improvements to new development and pay for infrastructure expansion required to serve the additional demand. • Applicability: Can be used for capital projects Z-- - 2 Tigard Parks and Recreation Master Plan • Advantages:Charged to offset the impact of new park development to serve new neighborhoods,this source does not impact existing resident tax rates directly.A reimbursement portion of this fee can also be used to upgrade or replace facilities in existing parks. • Limitations: New and expanded parks funded by SDCs must be maintained, using limited General Fund dollars and PARF funding. • Current Parks and Recreation Use: Acquisition,development and expansion of recreation spaces and facilities in newly developing areas or to increase capacity in the system. Tax Increment Finance District(Urban Renewal) Tax increment financing uses property taxes from within an area to fix identified problems in that same area. It often focuses on improving an area's transportation and utility infrastructure since these kinds of improvements can unlock an area's development potential.Tax increment financing can also be used to attract and retain small businesses,support affordable housing,and develop public spaces such as parks,plazas,and trails. • Applicability:Capital project funding • Advantages:Additional funding for projects in specific areas. • Limitations: Project must be approved by the Town Center Development Agency and align with the goals of the TIF District. • Current Parks and Recreation Use: Both of Tigard's TIF Districts(City Center and Tigard Triangle) prioritize multi-modal transportation including trails, parks and recreation. 3 Transient Lodging Tax(TLT) This is a 2.5%tax on overnight stays in lodging properties such as hotel., motels, bed&breakfasts,and online vacation rentals such as Airbnb.Under State law, 30%can be used for existing City services and the other 70%must be used in support of tourism and tourism related activities. • Applicability:Can be used for capital or operations. • Advantages:Flexibility.This source recognizes the direct impact that parks and recreation can have on the City's tourism economy. • Limitations:The City is currently saving a large portion of the tax revenue for future bonding to develop a facility that generates tourism. This source has also been impacted by the decline in tourism due to COVID-19 and is subject to the ups and downs of tourism generally. • Current Parks and Recreation Use: Supporting capital projects at Cook Park and the Heritage Trail Outdoor Museum. General Obligation Bond(Bond Measure) General Obligation Bonds are voter-approved bonds with the authority to levy an assessment on real and personal property. The proceeds can be used for capital improvements but not maintenance.This property tax is levied for a specified time period. • Applicability:Capital projects only • Advantages:Allows voters to decide on a limited-term tax increase to raise a substantial amount of capital funding. • Limitations:Capital funding only;existing debt limits the amount that could be raised. Further capital development without a parallel operations funding commitment can reduce the quality of existing park maintenance. • Current Parks and Recreation Use: Tigard is currently repaying a 2011 voter-approved park acquisition measure($17 million)and a 2002 library bond. Z__ 4 Tigard Parks and Recreation Master Plan Public Agency Grants Federal,state and other public agency grant funding may be available for parks and recreation improvements. Federal Land and Water Conservation Fund (LWCF) is administered by Oregon Parks and Recreation Department(OPRD) and is one of the most common funding sources.The lottery-funded Local Government Grant Program helps local government agencies fund outdoor park and recreation areas and facilities and acquire property for park purposes.The Oregon Department of Fish and Wildlife also offers grants for land conservation and habitat improvements.Travel Oregon's Competitive Grant program also provides funding support for projects that are linked to tourism and demonstrate a direct tie to the mission of Travel Oregon. • Applicability:Capital projects only • Advantages: Recreation facilities are appealing to granting agencies, and grants can expand the capital resources available. • Limitations:Competitive,providing capital funding only.Many grant programs will not fund indoor facilities. Nearly all grant programs require a substantial local contribution (matching funds or in-kind contribution).Application and management of grant contracts requires staff time and expertise. • Current Parks and Recreation Use: Tigard has been successfully completed for grants in the past,including Metro Regional Flexible Funds,Metro Nature in Neighborhoods Capital Grants,Oregon State Parks Local Government Grants,Oregon Watershed Enhancement Board, Oregon Marine Board, National Endowment for the Arts(NEA) and Washington County grant funds. Donations The donations of labor/in-kind services, land,or cash by service agencies,private groups,or individuals can provide sources of revenue, most typically for specific projects or programs.Service agencies such as Lions and Rotary often fund small projects such as playground improvements or shelter. • Applicability:Typically capital-only • Advantages:Builds community ownership in projects. Expands the fundraising reach of the City.Can be used in some cases for matching funds to leverage larger local and state grants. 5 Z__ Tigard Parks and Recreation Master Plan • Limitations:Can contribute to large-scale projects such as recreation facilities but are not likely to be a major part of the financial support.Can contribute to inequity in investment due to the resources and time needed to pursue donations. • Current Parks and Recreation Use: The community has organized donations and fundraisers for Tigard parks,including Bull Mountain Park and for specific park features. Operating Levy Levies are voter-approved assessments on real property that extend for up to a 5-year term and can be used for maintenance and operations.While operating levies to support parks and recreation have been passed in other jurisdictions, Tigard has no current operating levies for this purpose. • Applicability:Operations funding • Advantages:Allows an increase in operational funding. • Limitations: Requires voter approval and renewal at least every five years.Could be seen as a duplication of the City's existing utility fee (PARF). • Current Parks and Recreation Use: The City of Tigard does not currently utilize this source for parks and recreation. Park and Recreation District Oregon communities are allowed to form special districts to provide park and recreation facilities in several ways. Park and Recreation Districts(ORS Chapter 266),Metropolitan Service Districts (ORS Chapter 268)and County Service Districts(ORS Chapter 451)all allow for the construction and operation of park and recreation facilities.This new entity is independent and governed by a board of three to five members. Districts levy their own taxes,which are limited depending on the type of district.These funds can be used for operations or capital projects. • Applicability:Capital or operations funding 6 Tigard Parks and Recreation Master Plan • Advantages:Provides dedicated capital and operational funding for parks and recreation. Districts can be defined separately from City limits. • Limitations:Creates a separate governmental entity that would either supplement or take over existing parks and recreation services.This comes with some loss of control for City government.Impacted heavily by any compression of taxes'. • Current Parks and Recreation Use: The Tigard-Tualatin Aquatics District(separate from the City) maintains two community pools. ' Compression is when local taxes exceed the Constitutional limit that can be collected per $1,000 of real market value.In this event,tax collections are reduced according to a formula that starts with local option taxes and then proportionally reduces other taxes until the total collection is within the limit. Compression occurs when Cities are close to their limits or the real market value of property declines,such as in a recession. Z__ - 7 APPENDIX H ORGANIZATIONAL ASSESSMENT Appendix H : Organizational Assessment Introduction The purpose of this organizational assessment is to analyze and evaluate staffing and funding for Tigard's parks and recreation services and provide organizational recommendations within the Parks and Recreation Master Plan. This memo is organized into four main sections: • Staffing and Funding Baseline Assessment discusses current staffing levels and patterns over time. • Benchmarking and Comparisons looks at national and regional comparatives for context. • Staffing and Funding Needs identifies essential functions needed for effective service provision. • Organizational Approaches describes three alternative structures that build from Tigard's organizational strengths and capacities. Staffing and Funding Baseline Assessment The Public Works Department is responsible for management of the parks and recreation system in Tigard, including maintaining parks, trails, building structures, recreational programs, events, and volunteer activities. The Public Works Director reports directly to the City Manager and oversees Tigard's largest department, as shown in Figure H-1. H-1 Tigard Parks and Recreation Master Plan Update Figure H-1:Public Works Department Organizational Chart Public Works Department 9]0.:/6IX5C F�F,1 Ps�cl+lanager-P�nding Fl�T >>L/ElLO FTH 1 h,n.PS(I[iixm- 31.0/:SAO?TP swan n�E'r8� a��lbso.]E rn3/ban c-rn.3 lrery w;®,,,1r - sr�am 3y1�/brai/assn/b:zx�ns'xn T°^°vrr c��SLe1 ac mar �dP]��asc PJe] 3(ri;ib]W FTii dLll!Glia/='uu P['E1 E Ad.cr-J,xe -A5;'iSC FTQS i, _ki 3'TiJC�Y,n FTP.t J 16SG F18] Pg-C xdc_1 J M c:. 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P cl v:, Kccm FiJbn f Tim Lo.y:u�r] s hll 'Uairyw hex 3'�V]IbC F3] 3401j65"C F'IE] C'Yi 57^8!616'1 F' Y 3 3'11162]0 EIQ 1 5'191 fif'1'1 n.i`,'1 Fl=.,75 ng ze :'xrk. 3ff6 65,/6r OFT31 90 'CtiOa'fE' 2 2FC81 LeG - :iexQ 4 I gTsM1 Ilrs W.kAr Uh6ly4 ][ l y. :.¢ l A 7-1 3':,5fazYJ F'LE] - - 3(/G PCU�i' Gag Galy C:'iMl] v f h IA -J h:'E1 12 i LC1t' SfS1:1(G1iJF_1 30./G,'1 L�1c1 1l s".�TsY- ryP.;1: 11rL- O :C,,tem 2�PTH1 4"!f �b.X16:Illi-fi 9-LU/GAO Y'1L<1 5 Letry_'eke L 6a-1—y l[ VnbtyP kEr]I lhkry kmQ C rh Y.rlar�: 37U(65 rF1E] 09rF3Y.F'IH1 }(p'16�55 F^31 3'(30 fi'SV F;n,1 b-y�engl l'�3 J36i•C P'IH1 �d�.�d;SrGlIFT5'_ cc�5/5]50 Fi81 M<crCxn6 7--77--kn Vlitily U k'1L 77Y71-1k.r LL 1 4-rk<r 5 Cr9pfi7 1G¢NcmA P•r _,1S' S F c[Ecgo••: l2 Vi F'IH 1 U3'S.ake:Q N Z me \[ 71_L ] 5-�,'ivsx=J� Tli K ln•:. 331/Gl O Y_'Q1 3]fl.,s3�/610 F-E] F77-- FT r7-- vqm lW,WosuS 41i I CIN x'6 P 9'!45/6&C P'IH 1 920°/6�iC/6Ii0 F.8 7 F-7777-7_77 /2"/(20a V1t AIJT This organizational structure has evolved over time. Recreation staff positions were added based on the implementation plan included in the 2015 Recreation Program Plan. There has been staff turnover during the PRMP process, with the retirement of the long-time Division Manager and the departure of the Recreation Coordinator for a position with another city. A second Parks and Grounds Supervisor position was authorized for Fiscal Year 2020/21, but was not yet filled or added to the organizational chart as of March 2021. A Program Coordinator reporting to the Assistant Public Works Director (1 FTE) provides communications and outreach support for the entire Department. There is no dedicated communications position within the Division. The Public Works organizational structure was last updated in May 2020. After a hiring process that occurred during the COVID pandemic, the H-2 Tigard Parks and Recreation Master Plan Update Division Manager position was filled in November 2020. The Division Manager is responsible for Parks (parks maintenance), Recreation (recreation programs) and the Green Team (green stormwater infrastructure maintenance). Table H-1 shows the funded positions over the last four budget cycles within the Division, not including Green Team positions for better comparability with other parks and recreation agencies. Table H-1: Funded Positions (Full-Time Equivalents) Position Title 2017/ 2018/ 20 WAOWA 18 19 Parks Maintenance Environmental Program Coordinator 1 1 1 1 Parks & Grounds Manager .4 .5 .5 .3 Parks & Grounds Supervisor 1 1 1 2 Sr. Utility Worker 2.0 2.0 3.0 3.0 Utility Worker II 6.0 6.0 7.0 9.0 Subtotal Parks Maintenance 10.40 10.50 12.50 15.30 Recreation Parks & Grounds Manager 0.0 0.0 0.0 0.10 Program Specialist 1.0 2.0 1.0 1.0 Recreation Coordinator 0.0 0.0 1.0 1.0 Administrative Specialist II 1.35 0.35 0.35 0.35 Subtotal Recreation 2.35 2.35 2.35 2.45 Total 12.75 12.85 14.85 17.75 Most park and recreation agencies provide services using a mix of permanent full-time and part-time staff, seasonal employees, and contractors. Full-time staff work 2,080 hours per year, and staffing levels are expressed in terms of Full Time Equivalents (FTEs) for ease of comparison. A part-time staff person who works 520 hours in a year is considered 0.25 FTE. As Table H-1 shows, positions have been added in the last two fiscal years, bringing the total parks and recreation staffing to 17.75 FTE in FY 2020/21. H-3 Tigard Parks and Recreation Master Plan Update Table H-2: Parks and Recreation Operational Funding Budget Category 2017/ 2018/ 2019/ 2020/ 18 19 20 21 Parks Maintenance Personnel Services-Salaries $849,793 $826,195 $1,048,866 $1,294,780 Personnel Services- Benefits $352,198 $334,942 $437,566 $467,532 Supplies $34,734 $33,807 $41,050 $49,980 Professional/Contractual Services $201,267 $74,629 $84,585 $103,580 Other Services $362,638 $367,596 $498,071 $588,610 Capital Improvement (vehicles, $132,351 $125,255 $198,000 $258,000 computers, equipment) Internal Services $247,787 $1,115,556* $1,051,144 $1,215,227 Subtotal Parks Maintenance $2,180,768 $2,877,980 $3,359,282 $3,977,709 Recreation Personnel Services-Salaries $110,051 $83,121 $190,268 $206,596 Personnel Services- Benefits $35,954 $19,183 $79,724 $40,198 Supplies $245 $433 $1,100 $1,600 Professional/Contractual Services $21,350 $529 $20,500 $20,000 Other Services $85,608 $129,298 $117,452 $117,775 Capital Improvement (vehicles, $2,337 $0 $0 $0 computers, equipment) Internal Services $51,195 $151,314* $104,111 $188,076 Subtotal Recreation $306,740 $383,878 $513,155 $574,245 Total $2,487,508 $3,261,858 $3,872,437 $4,551,954 Total, Minus Internal Services $2,188,526 $1,994,988 $2,717,182 $3,148,651 *In 2018/19 the City allocated additional charges across all services to reflect the cost of providing services more accurately. Tigard has a sophisticated cost allocation approach that charges the cost of shared services to individual divisions and groups within the municipal budget. Since most cities have not implemented cost allocation to the level that Tigard has, Tigard's operating budget for parks and recreation is not directly comparable to other agencies. For the purposes of comparison, Tigard's the internal services charges should be deducted for more accurate comparability with other parks and recreation agencies. The bottom two lines in Table H-2 shows the total operating budget with and without the internal services charges. The figures that subtract internal services charges used for comparisons in this analysis. H-4 Tigard Parks and Recreation Master Plan Update Benchmarking and Comparisons This section evaluates organizational data for comparative agencies, looking at national averages using NRPA Park Metrics data, service models for Metro-area agencies and more detailed discussions of Sherwood, Tualatin and West Linn. NRPA Park Metrics The National Recreation and Park Association (NRPA) provides a benchmarking data source called NRPA Park Metrics. This set of data represents information on parks agencies throughout the United States, with data self-reported by each agency in the categories set forth by NRPA. Tigard reports to NRPA and is included in the data set. NRPA issues benchmarking reports each year that aggregate agency self- reported data into groups. For each group, a median figure and upper and lower quartile figures are provided to allow comparisons with an "average" agency within the grouping. This data set is best for providing a high-level perspective on agencies nationwide and is not suitable for fine-grained comparisons. Several considerations should be kept in mind when using Park Metrics data for comparison: • For some metrics, NRPA breaks out agencies based on resident population size. While Tigard is in the size class of agencies with a population of 50,000 to 99,999, its population is on the lower end, with just over 54,000 residents. For this reason, comparisons are shown for cities in two size classes: 20,000 to 49,999 residents and 50,000 to 99,999 residents. • For comparability, Tigard's Green Team staff counts are excluded. H-5 Tigard Parks and Recreation Master Plan Update Agency Responsibilities NRPA asks agencies about the scope of their Responsibilities of the "typical"parks agency: responsibilities. This information does not indicate the level or scale of the responsibilities, but the results do provide a . 96% operate and maintain park sites snapshot of which services are typical. As the sidebar to the . 93% provide recreation programming and right shows, Tigard's parks and recreation services are in services alignment with agencies around the country. By adding . 88% operate and maintain indoor facilities recreation programming, Tigard became more like its peer . 77% conduct major jurisdiction-wide agencies, the vast majority of whom provide recreation special events programming. • 77% operate, maintain or manage trails, greenways and/or blueways Tigard operates and maintains indoor facilities, as do many . 72% operate, maintain or manage special- peers. Tigard's indoor facilities are the Fanno Creek House purpose parks and open spaces and the education center at Dirksen Nature Park. In . 41% administer community gardens comparison, two-thirds of agencies serving 50,000 to 99,999 people provide recreation centers and more than 63% provide community centers, typically larger facilities than Tigard's that offer more options for recreation programming. Tigard's responsibility for community gardens is not as common, with only 41% of agencies having this as a responsibility. Recreation Programming Programs offered by the "typical"parks Tigard's recreation programming is a more recent addition agency: to its services. Prior to the pandemic, Tigard's recreation staff had steadily grown the recreation programming ° • Themed special events (88/°) options even without having an indoor recreation center. Team sports (87%) Even with modest staffing, Tigard offered many of the ° • Social recreation events (87/°) "typical" types of programs, according to Park Metrics pre- ° • Fitness enhancement classes (82/°) pandemic. The sidebar to the right show figures for all Health and wellness education (81%) agencies. Agencies serving larger populations (Tigard's size class and above) offer more programming types. The Aquatics (76%) • Individual sports (74%) sidebar to the right show figures for all agencies. Note that Tigard does not offer aquatics, a typical program type, because the separate Tigard Tualatin Aquatic District operates the indoor pool and provides aquatics programming. In addition to offering additional programming types than listed in the sidebar, many agencies serving populations of 50,000 to 99,999 offer H-6 Tigard Parks and Recreation Master Plan Update targeted recreation programming, with 91% of agencies offering summer camps, 86% offering specific senior programming, 73% offering teen programs and 70% offering programs for people with disabilities. Staffing Table H-3 compares Tigard, with 3.2 staff per 10,000 residents, with other agencies. This table looks at staffing for all agencies and for two agency size classes, also showing the lower and upper quartiles for comparison. Tigard's figure is based on the FY 2020/21 staffing level of 17.75 FTEs, an increase over prior years. Table H-3: FTEs per 10,000 Residents All Agencies Agencies serving Agencies serving Tigarl. populations populations 20,000 to 49,999 50,000 to 99,999 Median 8.1 8.9 9.3 3— Lower Quartile 4.5 5.0 4.5 Upper Quartile 14.9 15.6 17.2 3— As Table 3 indicates, Tigard's staffing level is low compared to other agencies: one-third the median for agencies serving populations 50,000 to 99,999 and 29% lower than the lower quartile of agencies in that same size class. Operating Budget Using a population of 55,514, Tigard's per capita operating costs in FY 2019/20 were $56.71 based on a total operating budget $3,872,437. Since the 2020 Park Metrics report was based on data reported in 2018 and 2019, the FY 2019/2020 data is more comparable to other agencies than the 2020/21 adopted budget. Note that these costs are based on the gross operating cost, not net operating cost which takes into account revenue generated by programs and facility rentals. If internal service charges are excluded for better comparability to other agencies, the total operating budget in 2019/20 was $2,717,182, a per capita cost of $48.94, the figure included in Table H-4. H-7 Tigard Parks and Recreation Master Plan Update Regardless of which comparison figure is used, Tigard's level of funding is far below the median for agencies in its size class and is 31% of the funding level for the upper quartile. This is consistent with Tigard's lower levels of staffing compared to other agencies since personnel costs typically account for the majority of an agency's operating budget. Table H-4: Per Capita Gross Operating Costs All Agencies Agencies serving Agencies serving populations populations 20,000 • • • • • 50,000 • 99,999 Median $81.19 $95.34 $88.53 $48.94 Lower Quartile $45.97 $54.90 $52.91 $48.94 Upper Quartile $149.60 $167.50 $156.90 $48.94 Parks and Recreation Service Provision in the Metro Region Table H-5 lists the 23 cities within the Metro Service Area in alphabetical order, identifying how parks and recreation services are provided and listing the residential population for each. The Metro region includes incorporated cities of varying sizes, from Rivergrove with less than 400 residents all the way up to Portland with more than 650,000. As the Park Metrics data indicates, parks and recreation services increase as cities increase in population size. One of NRPA's population size class thresholds is 20,000 residents. Looking at Metro area cities with 20,000 or more people reveals the majority of the 15 cities with populations of 20,000 or more provide parks and recreation services through a parks and recreation department or by inclusion within a larger special purpose district. There are four exceptions, discussed below the table. H-8 Tigard Parks and Recreation Master Plan Update Table H-5: Parks and Recreation Services in Metro-Area Cities Population Parks and Recreation Services Provider Beaverton 99,102 THPRD Cornelius 12,680 Parks Department Fairview 9,257 Parks Division (within Public Works Dept) Forest Grove 24,852 Parks and Recreation Department Gladstone 12,504 Parks and Recreation Division (within Public Works Dept) Gresham 109,216 Parks Department (park maintenance), Urban Design and Planning Dept (park planning and design, community gardens, urban forestry planning), Community Livability Dept (a few events) Happy Valley 25,144 Public Works Department and Community Services Dept Hillsboro 112,489 Parks and Recreation Department Johnson City 633 None King City 4,103 Public Works Department Lake Oswego 40,726 Parks and Recreation Department Maywood Park 859 None Milwaukie 21,090 NCPRD Oregon City 37,839 Parks and Recreation Department Portland 664,103 Parks and Recreation Bureau Rivergrove 376 None Sherwood 20,019 Community Services Division, Operations Department (Public Works Division) Tigard 57,538 Parks Division and Recreation Division (within Public Works Dept) Troutdale 16,179 Parks and Facilities Division (within Public Works Dept) Tualatin 27,668 Parks and Recreation Department West Linn 26,944 Parks and Recreation Department Wilsonville 25,356 Parks and Recreation Department Wood Village 3,961 1 Public Works Department Source:World Population Review, 2020 Oregon Cities As this table shows, there are four exceptions: • Tigard. • Gresham. Gresham has struggled to fund parks and recreation services due to its very low tax rate. A very small parks department provides maintenance of Gresham's parks and other responsibilities are distributed among other departments. • Happy Valley. Happy Valley was served by NCPRD until July 1, 2020. In response to a vote of residents, legislation was enacted in H-9 Tigard Parks and Recreation Master Plan Update February 2020 to withdraw Happy Valley from NCPRD as of July 1, 2020. Happy Valley will now provide parks and recreation services locally, and the City's organizational approach is likely to evolve over the next few years. • Sherwood. Sherwood, less than half the size of Tigard, has only five departments total. Community Services is responsible for recreation programs and facilities (and Sherwood's Library) with Public Works responsible for maintenance of parks and facilities. Note that unlike most other cities in the region, in Sherwood, divisions report to the City Manager and departments are subunits within divisions. Local Peers: Tualatin, Sherwood and West Linn This section looks more closely at the staffing and operating budgets in three nearby cities. Within the Metro area, Lake Oswego is the next closest in population size to Tigard. However, it has a much different park system than Tigard, with an indoor tennis center and golf course as well as Luscher Farm. The three comparison cities, though smaller in population than Tigard, share similar urban contexts and have park systems more comparable to Tigard's. As the comparisons indicate, each of these cities has more staffing and allocates more operating budget for parks and recreation services than Tigard does. Each city has a slightly different approach to services that offer potential models for Tigard to consider. West Linn The City of West Linn has a full-service Parks and Recreation Department. The Department operates the Adult Community Center and several recreation and historic buildings, including Sunset Fire Hall, Robinwood Station and the McLean House. The Department is responsible for 548 acres, almost half of which is more natural in character, including forests and wetlands. Trails are a focus, and the inventory includes multiple riverfront parks on both the Willamette and Tualatin Rivers, with boat ramps and docks. Table H-6 summarizes the staffing of the Parks and Recreation Department. Note that in 2020, the long-time Parks and Recreation Director retired and the Assistant Director was promoted as part of a planned transition strategy. This is the reason for the .5 FTE for the Parks and Recreation Director position. H-10 Tigard Parks and Recreation Master Plan Update Table H-6: West Linn Parks and Recreation Staffing and Budget Summary West Linn jq .5 Parks and Recreation Director 1.0 Assistant Parks and Recreation Director 1.0 Park Maintenance Supervisor 1.0 Arborist 4.0 Park Maintenance Worker II 2.0 Park Maintenance Worker I 1.0 Park Program Manager - Maintenance 3.0 Recreation Coordinator II .25 Park Ranger .5 Office Specialist 7.0 Seasonal help 21.25 Total FTEs 7.9 FTEs per 10,000 residents $3,080,000 Adopted Operating Budget, FY 2019/20 (minus transfers out, capital and grant line items) $114.31 Per capita gross operating cost West Linn's citywide Urban Forestry program is within the Parks and Recreation Department. Fleet and equipment responsibilities are within the Public Works Department. The Department also oversees the City's Facilities Division, one employee who is responsible for all City buildings including City Hall and fire stations. The Parks and Recreation Department manages its departmental social media accounts (Facebook, Instagram, Twitter), provides content H-11 Tigard Parks and Recreation Master Plan Update management of its Department web pages on the overall City website, and created in-house program guide and brochure. Recreation program staff take on those communications and marketing roles. The Department also uses Active.com as a promotional tool to reach out with targeting marketing. The administrative/office specialist is tasked with managing the registration system, reporting from the system, and sending out communications and reminders to system users. Recreation staff enter their classes and activities into the system. Historically, parks capital projects have been completed within the Department. There is a capacity issue due to the passage of a bond in 2018 and the increased funding for project implementation, including complicated land transactions and permits. According to the current Parks and Recreation Director, there is a need for an in-house parks planner/project manager and a management analyst. Tualatin The Parks and Recreation Department operates the Juanita Pohl Senior Center and several smaller buildings, maintains parks and facilities, provides signature community events and offers a full suite of recreation programs including camps and Youth Advisory Council. The City is known for its extensive trail and greenway network and its well-designed parks with customized features and incorporation of art. Like West Linn, the Department is responsible for street trees. Fleet and Building Maintenance are within Public Works. Previously, the Department had a Management Analyst position. Within the City Manager's office are two positions related to volunteer recruitment and management and a community engagement coordinator. Tualatin has an extensive volunteer program and the City's management approach to volunteers is a key component in its success. Table H-7 summarizes the staffing and budget for Tualatin's Parks and Recreation Department. H-12 Tigard Parks and Recreation Master Plan Update Table H-7: Tualatin Parks and Recreation Staffing and Budget Summary Tualatin 1.0 Parks and Recreation Director 1.0 Parks and Recreation Manager 1.0 Parks Planning and Development Manager 1.0 Office Coordinator .75 Recreation Program Specialist 1.0 Juanita Pohl Center Supervisor 1.0 Program Specialist 1.0 Parks Maintenance Manager 6.0 Parks Maintenance Technician 1 2.0 Parks Maintenance Technician II 15.75 Total 5.69 FTEs per 10,000 residents $3,291,435 Total Operating Budget, 2019/20 $118.51 Per capita gross operating cost Sherwood While Sherwood is less than half the population size of Tigard, it offers more indoor facilities than Tigard does. It does not have a parks and recreation department. Community Services provides programs and services, including operating the Sherwood Arts Center, the Sherwood Fieldhouse, the Senior Center and the Sherwood Library. Operations (within Public Works) maintains parks and trails and manages capital projects. The City built and owns the YMCA building, which is maintained and operated through an agreement by the YMCA. This arrangement has meant that Sherwood residents have had access to an indoor recreation center and swimming pool for more than 20 years, despite the small population size. H-13 Tigard Parks and Recreation Master Plan Update Events and volunteer programs are also managed by Community Services, as is management and rentals of the City's indoor facilities. Communications and marketing for programs and events is also the responsibility of the Community Services team. One of the reasons this arrangement works well is that there are only five departments within the City, and three of the five have a role in parks and recreation. Community Development takes on parks planning responsibilities. There is direct connection between the Community Services Director and the City Manager, as well as between the Public Works Director and the City Manager. Sherwood has two facilities staff within Public Works who maintain all City facilities, including City Hall, the Library and recreation facilities. As with West Linn and Tualatin, these staff are excluded from the staffing comparisons for consistency. Until recently, Sherwood maintained school fields and grounds at Sherwood School District sites, totaling 78 acres. This included striping and lining the sports fields for games. In addition to maintaining school fields, the City was responsible for scheduling all School District and City sports fields. An agreement between the School District and the City spelled out responsibilities, and the School District paid the City a specified amount for field and grounds maintenance annually. The agreement was not renewed, and Sherwood School District intends to take over maintenance and scheduling of its own facilities. The permanent City staff who previously maintained school facilities have been reassigned within Public Works and have taken on previously contracted out maintenance tasks. Public Works is responsible for maintaining streets, parks, trails and bike lanes, and has responsibility for fleet. Public Works also has responsibility for all types of capital improvements, including parks and trails. H-14 Tigard Parks and Recreation Master Plan Update Table H-8: Sherwood Parks and Recreation Staffing and Budget Summary Sherwood 1.0 Community Services Director .4 Administrative Support 1.0 Volunteer Coordinator 1.0 Field House/Recreation Supervisor 1.0 Recreation Specialist/Field House .75 Seasonal/On-Call Staff/Field House 1.0 Sherwood Center for the Arts Manager .6 Admin II/Front Desk 1.0 Recreation/ Program Coordinator .5 Seasonal/On-Call Staff/Center for the Arts 1.0 Senior Center Manager .625 Chef 9.875 Community Services Total .5 Operations Supervisor II (oversees parks and streets maintenance) 6.0 Parks Maintenance 1.5 Seasonal Parks Maintenance 8.0 Public Works Total 17.875 Parks and Recreation Total (Community Services + Public Works) 8.92 FTEs per 10,000 residents $2,079,718 Total Operating Budget, 2017/18 $103.88 Per capita gross operating cost H-15 Tigard Parks and Recreation Master Plan Update Key Takeaways • Comparability. For the purposes of making comparisons to other agencies, Tigard should subtract its internal service charges from the total operating budget. The City's system is more sophisticated than is typical, accounting for 30% of the budget for parks maintenance. To make more accurate comparisons, Tigard should subtract the internal service charge line item to avoid skewing the analysis, including when Tigard staff conduct benchmarking studies in the future. • Staffing and Funding Level. Despite increases in recent years, Tigard's staffing and funding levels for parks and recreation is low, compared to national data and local peers. • Organizational Structure. Tigard's organizational structure is atypical for a city of its size. Most cities in the region have a direct report to the City Manager for key parks and recreation functions, most commonly a department that combines parks and recreation. Looking across the nation, some cities separate parks and recreation into two departments. But even in cities that do this, at least one department directly reports to the City Manager. When programming and maintenance functions are divided between two departments, typically with maintenance and/or capital improvement functions contained within a Public Works Department. • Recreation Programming. Tigard offers less programming than peer agencies and offers a more limited range of recreation options than is the norm in the Metro region. This is due to the level of funding and staffing for recreation programs. The City's recreation staff account for 14% of the total parks and recreation staffing level, less than is typical. The same is true for the overall operating budget, of which less than 13% goes toward recreation. According to NRPA Park Metrics data, recreation typically receives 40-46% of the operating budget. It is true that Tigard's recreation program is relatively new and its available facilities limit the amount and type of programming that can be offered. Even with these limitations in mind, more staffing and funding would allow for more recreation programming, more in line with the offerings of peer agencies. • Supporting Services. Administrative and communications/marketing functions are important supporting functions needed for successful parks and recreation services. While there are various approaches, as illustrated by the profiles of West H-16 Tigard Parks and Recreation Master Plan Update Linn, Tigard and Sherwood, these are important roles where dedicated, trained staffing is needed. Tigard currently has lean staffing in both these areas. Especially with communications and marketing functions, the workload is bigger than can be supported by existing parks or recreation staffing and the existing Public Works departmentwide communications staffing. Parks and Recreation Service Provision Needs Drawing from Tigard's existing services and the national, regional and local comparisons, this section identifies the essential functions needed for parks and recreation service provision. Functions such as Finance, IT, Human Resources, Legal, etc. are assumed to be provided citywide as they currently a re. Table H-9 organizes the essential functions by area and describes each. Table H-9: Essential Functions for Parks and Recreation Service Provision Essential Function Description Land Management Parks Maintenance Regular maintenance of developed parks. Natural Areas Management Management of natural areas and greenways, including invasive species management, vegetation management, restoration, etc. Green Infrastructure Management Managing green stormwater infrastructure. Tigard-specific essential function (the Green Team). Urban Forestry Park Trees Tree care and replacement of trees in parks and on public lands. Street Trees Oversight of or tree care of trees in the public R.O.W. Facility Operations and Maintenance Buildings Maintenance Janitorial care of buildings and building upkeep. Restrooms (freestanding) Maintenance Regular cleaning of restrooms, minor plumbing repairs. Graffiti Abatement Removal of graffiti. Trails Maintenance Regular sweeping of paved trails, maintenance/repair of surfaces Pedestrian Bridge Maintenance Monitoring and maintenance of pedestrian bridges. Tigard- specific function due to the number of bridges. Sports Fields Maintenance Maintenance and care of sports fields, requiring more specialized activities than standard landscape maintenance. H-17 Tigard Parks and Recreation Master Plan Update Essential Function Description Outdoor Recreation Facilities Maintenance and care of sports courts, dog parks, picnic shelters, Maintenance and other facilities in parks. Each may have its own protocol. Facility Rentals/Reservations Customer service and scheduling of facilities. Coordination with maintenance and programming staff. Community Gardens Management of community garden plot rentals. Plaza Maintenance Maintenance of plazas and associated areas, including fountains. Three plazas are coming online in Tigard. Special Events Event Permits Customer service and scheduling of special events in parks. Requires interaction with multiple city departments and customer service with community members and organizations. Examples of events that require permitting are the Balloon Festival, the 5k and the farmers market. Managing Event Spaces Customer service and scheduling of event spaces, including Universal Plaza. Likely to require coordination with multiple city departments, such as for street closure permits. Event Set-up and Support Set up and take down for scheduled events for which City event support is being provided. Requires coordination with event permits and event space management. Event Production (e.g., movies in the park) Organizing and executing a special event or series of special events, such as movies in the park. Requires coordination with multiple departments and with communications staff. Recreation Programs and Services Direct Program Provision Designing and implementing a program using City staff (permanent, PT or seasonal). Contract Program Provision Recruiting and managing contract instructors to provide programs at a park or city facility. Program Coordination Providing information about programs provided by outside providers that meet City criteria (sports leagues, scouting groups, clubs and organizations). Registration System Managing the registration system, including inputting Management/Reporting programming data, managing the system, sending notifications, and exporting reports. Communications and Marketing Marketing and Promotion (programs, Marketing and promoting Tigard's programs and facilities, across events, facility rentals, etc.) all media. Includes the program guide and social media updates. May include radio and online promotions. Requires coordination internally and externally. H-18 Tigard Parks and Recreation Master Plan Update Essential Function Description Social Media Communications Managing social media presence of Tigard Parks and Recreation. Requires coordination internally. Website Management Managing the parks and recreation pages on the city website. Community and Partner Engagement Ongoing communication with partners, community organizations, advocates and community groups. Capital Improvements Parks and Recreation Facility Planning Managing consultants or completing long range planning and master planning efforts in-house. Land and Trail Acquisition Negotiating fee-simple and easement acquisitions Parks and Recreation Facility Design Overseeing consultants to design parks and facilities or renovations. Includes development review of developer- proposed parks to ensure they meet City requirements. Parks CIP Project Management Management of capital improvement projects. May include oversight of consultants and management of bidding processes. Grant Writing and Management Evaluating grant opportunities, pursuing grants and managing grant compliance for successful grants Other Functions Parks and Recreation Advisory Board Management of the PRAB and associated responsibilities Contract Management (e.g., Riverkeeper) Management of concessionaire and vendor contracts. May include landscape maintenance contracts. Infrastructure Coordination (Streets, Coordination with other divisions and departments on Water) infrastructure, especially to coordinate projects Downtown and URA Coordination Coordination with the URA Volunteer Recruitment and Management Recruitment and management of volunteers Intergovernmental Coordination Ongoing coordination with other governmental entities, including Tigard-Tualatin School District, the Tigard Tualatin Aquatic District, neighboring agencies, etc. Administrative Support Effective administrative support extends the capacity of specialized staff There are multiple possible approaches to providing essential parks and recreation functions in Tigard. Updated job descriptions can be used to reallocate and reprioritize responsibilities and add new responsibilities. New positions can bring in additional staff resources. Contracted services can add more capacity or bring in a specialized resource without committing to permanent staffing. Organizational restructuring can redefine how essential functions are provided by the City of Tigard and is discussed next. H-19 Tigard Parks and Recreation Master Plan Update Organizational Alternatives This section discusses three organizational concepts, outlining where responsibility for each of the essential function categories would be held. Alternative 1: Parks and Recreation Department The Parks and Recreation Department concept would create a new Department, similar to how most of Tigard's regional peers provide parks and recreation services. Most essential functions would move to this new department, as shown in the diagram below. Capital Improvement functions would stay with Public Works under this model, as would Buildings. Figure H-2:Parks and Recreation Department Organizational Concept Essential Functions: • PRAB • Infrastructure Coordination City Man 0 Downtown and URA Coordination • Internovernmental Parks and Recreation Department Li Parks Division Recreation Division Essential Functions: Essential Functions: • Land Management 0 Facility Rentals (all) • Community Gardens • Urban Forestry(all) 0 Event Permits • Restrooms 0 Managing Event Spaces • Graffiti Abatement • Event Set-up • Trails • Event Production • Pedestrian Bridges 0 Recreation Programs • Sports Fields and Services (all) • Outdoor Rec Facilities 0 Communications and • Plaza Maintenance Marketing (all) • Volunteer Recruitment and Management H-20 Tigard Parks and Recreation Master Plan Update Alternative 2: Two Departments The Two Departments concept would create a new Department tasked with providing Recreation and Community Services, adding a deeper focus on community services especially focused on equity. Public Works would retain operations responsibilities, as shown in Figure H-3. Figure H-3: Two Departments Organizational Concept City Manager Public Works Recreation and Community Department Services Department Essential Functions: Essential Functions: • Land Management (all) 0 PRAB • Urban Forestry (all) 0 Downtown and URA Coordination • Buildings 0 Intergovernmental Coordination • Restrooms a Facility Rentals • Graffiti Abatement a Community Gardens • Trails • Event Permits • Pedestrian Bridges 9 Managing Event Spaces • Sports Fields 0 Event Set-up • Outdoor Rec Facilities 0 Event Production • Plaza Maintenance 9 Recreation Programs and Services (all) • Capital Improvements (all) 0 Communications and Marketing (all) • Infrastructure Coordination a Volunteer Recruitment and • Contract Management Management (maintenance) 9 Contract Management (concessions and programs) H-21 Tigard Parks and Recreation Master Plan Update Alternative 3: Tigard's Current Structure, Refined Alternative 3 would retain the current structure, refining it to bolster some essential functions that are currently distributed or not part of the Department's responsibilities. Tigard's Public Works Department is currently the largest in the City, with the broadest range of activities. These refinements would potentially further expand the responsibilities of the Department. Figure H-4: Current Structure Organizational Concept City Manager Public Works Department Parks, Recreation and Green Team Division Potential refinements to the current structure include: • Bolstered community engagement and marketing/communications functions, including more staffing. • Additional parks maintenance staffing • Additional recreation staffing • Additional administrative support, especially within recreation • Volunteer recruitment and management functions added within the Department or to the General Services Department (as in Tualatin) • Updated job descriptions to ensure essential functions are fully addressed. H-22 PARKS & RECREATION : " Tigard FUNDING HISTORY & VISION FOR THE TIGARD COMMUNITY The Tigard community values parks and recreation services. Thanks to ongoing community support and increased funding in recent years,your parks are improving, and new recreation programs are offered. Moving forward, the new Parks and Recreation System Plan will ensure we reinvest in your ELcurrent parks while also adding new parks as we strive to be a more equitable and healthy community. I I The City of Tigard's vision is to be an equitable community that is walkable, healthy, and accessible for everyone. Overarching Goal in the / Parks & Recreation System Plan To provide high quality parks and recreation services within a 10-minute walk of everyone. Action Plan Includes Prioritizing Capital Projects Taking Care of What We Have q Criteria ensure projects are advanced based Ensure that existing service will continue to on need and their potential to advance the improve as the city adds new parks. vision, in addition to funding availability. Building Organizational Enlivening the Park System Capacity Recreation programming and park activation Invest resources to keep pace with growth are critical and increasingly important for both to ensure service is provided throughout equity and health. the system. Parks&Recreation-Funding History&Vision I Page 1 How have services increased? increase in funding and FTEs in just a * 50% few years has and Community . : will continue to Events Classes ni improve our parks. Pop Ups,Concerts, Summer Camp, Bagan Park, Movies in the Park Afterschool Program Steve Street Park Parks and Recreation Fee The purpose of the fee is to support parks maintenance and recreation operations.The fee ensures that maintenance occurs in a timely fashion, 1� thereby reducing increased costs that result when maintenance is deferred. Day to Day Deferred Reinvestment This increased community support is ExistingMaintenance Maintenance Parks already paying dividends—the division is currently supporting more reinvestment Field Maintenance, Hardcourt Resurfacing, Cook Park Inclusive Play projects, more events,and more parks Routine Trash Pick Up Cook Park Tot Lot &Dock Replacement planning projects. Historical Look - Parks & Recreation 2018 filIX, 01110M 12.75 2017-18 $4.00 FTEs 2019 12.85 Funding 2018-19 $4.69 2020 14.85 2019-20 $5.91 Parks 2021 17.75 ■ GF Revenue 2020-21 $616 ■ Rec 1 PARF Rev. ■ Total 2022 18.05 PARF Rate 2021-22 $2.2M $2.4M $7.94 I I I Park Quality Recreation Program 10-Minute • NAssessment Scores Participants Walk Analysis Community Parks B FY 15-16 to FY 19-20 r Neighborhood Parks B Participants ' of Tigard's population 660/0 area 10 minute walk Linear Parks B- from a developed park. FY 20-21 During COVID-19 Assessing Overall Quality of Each Park '�6 65 4,550 Park scores are based on: Events Programs Total However,communities of color and • Variety ti Experience • P alka Condition Classes Participants low-income residents must travel • Connectivity • Park Condition Majority of FY 20-21 events, programs further to enjoy the benefits of the Scores are then averaged for each park and classes were virtual or self directed parks and recreation system. and each park type. to meet COVID health requirements. Parks&Recreation-Funding History&Vision I Page 2 I I , The city's annual budget determines the resources available to provide parks&recreation services. F1-- -I -W Money Sources Where does the money _ lik XT come from? 7F F Fund The money generally comes from $2,200,000 $2,400,000 General Fund taxes and 0 fees.You can think of these Parks&Rec Operations � Spent on police,streets, library, and different sources of money as colors. 48% Funding parks,among others. Urban L LFY 21-22 Parks & Forestry Rec Fee Fund MI.J Special Revenue Funds—operate much like a separate small business. General The money charged may only be used ' ' ' Fund ' for the specific service provided. Fees Paid by Reimbursement Improvement Developers (SDCs) • Improvements- Used to build things. • Reimbursements-Used for major maintenance or replacement. Where does the money go? Developer fees can pay for community There are two basic categories of funding for the park and recreation system: amenities, but cannot be used for the city's daily operating expenses. Capital: resources for acquiring, designing, building, and renovating Operations: resources for the staff and ongoing maintenance. 0 Grants Operations Capital • Individual grant programs specify the requirements for the use of funds. Parks Bond Recreation Maintenance • The$17 million Tigard Parks Bond: • 80%or More-acquire land • 20%or Less-create or improve parks —1 Community Day to Day Events Maintenance • Up to 10%of the Total-for •z downtown parkland Camps& Deferred A small amount of funding remains. Classes Maintenance • Targeted for Tigard Triangle area property acquisition. Parks&Recreation-Funding History&Vision I Page 3 Spotlight - Deferred maintenance Tracking Projects Parks Maintenance maintains a list of O Operations Maintenance Budget Unaddressed deferred maintenance deferred maintenance items.These reduces service quality and increases are items that are overdue for repair or © CIP Major Maintenance risk. The goal is to manage our parks replacement. Deferred maintenance and other infrastructure to operate in projects can be funded in three ways: © CIP Projects the most cost-effective way. Operations ♦ CIP Major �, CIP > Maintenance Maintenance Projects Budget — Program • Asphalt for Trail Patching Cook Park Tot Lot Artificial turf ballfields at • Irrigation of Metzger School Windmill Park Improvements Cook Park Park Fields Summerlake Park Hardcourt Cook Park Ballfields Improvements Cook Park Inclusive Play Jack Park Playground Structure- In Progress • Replacement Cook Park Boat Dock- In Progress i With the increase in funding, and additional staffing in Parks Maintenance, here is what you can start to see: We will get the formal beds back to better shape. Weare looking forward to really making a Particularly the Sorg Rhododendron Garden at dent in the deferred maintenance list.We've gained Summerlake Park and the Tupling Butterfly Garden at capacity in our ability to move forward projects in Cook Park. Overall bed maintenance will be better,with all three funding areas. In day-to-day maintenance lower weed tolerance. we have added 2 additional positions,the adoption of the reimbursement portion of the Parks System Development Charge has allowed us to create ; the Major Maintenance Program,we now have a second supervisor who can help to oversee major maintenance projects,and Engineering has reallocated staff time to help move parks CIP projects forward. More labor at the Tigard Street Heritage Trail and Rotary Plaza. Includes weeding, litter patrol, and Martin McKnight, Parks Supervisor timely response to vandalism. Parks&Recreation-Funding History&Vision I Page 4 Parksr ' Recreation Progrmflmeline • 1961 INC 1962 City of Tigard Incorporated • Cook Park Deeded to the City of Tigard from Washington County 1977 (Tigard Owns Over • 104 Acres Parkland) Tigard Owns Five Park Sites Totaling 62.59 Acres,Plus 42 Acres of Open Space 1987 (+100 Acres Parkland) Q R Tigard Owns Approximately 200 Acres of Parkland 1998 (+83 Acres Parkland) Tigard Owns 283 Acres of Parkland 2009 (+179 Acres Parkland) • Tigard Owns 462.2 Acres of Parkland • 2010 Q Parks and Recreation System Plan recommends: • Initiating a recreation program Parks Bond Measure Approved • Building 30+capital projects in 6-10 years • $17 million to acquire and preserve open spaces,water quality, • Securing more funding for operations and CIP habitat,and parks • At least 80%of the money to be spent on property acquisition +�� 2011 (+70 Acres Parkland) • Park Acquisitions Accelerate Acquired Summer Creek,Sunrise and Potso properties • Adding over 70 acres of parkland • Acquiring$2.5 million in grant contributions • 2015 • Hired Recreation Coordinator and Kicked Off New 2016 Recreation Program 0 • • Concern for Park Maintenance Funding Grows The Parks&Recreation Fee is Adopted o Land Grew 62%During 2000-2015 Established the fee as a funding source,but did not increase o Could Only Afford a 12%Personnel Increase funding for Parks&Recreation Q • 2017 secs 2018 The Parks System Development Charges(SDCs)are C'l Tigard Local Option Levy Does Not Pass • Updated to Include a Reimbursement Fee in Addition to an Improvement Fee Was proposed to add funding for park maintenance Funds new Parks Major Maintenance Program • Addresses deferred maintenance • Initial funding is$100,000/year • Since increased to$250,000/year • 2019 The Parks and Recreation Fee Increases Over Time to 20 21 (Tigard Owns 557 Total Cover Additional Service and Inflation Acres of Parkland) • Tigard Owns 557 Acres of Parkland Parks&Recreation-Funding History&Vision I Page 5 City of Tigard Memorandum To: Tigard City Council From: Parks and Recreation Advisory Board Re: Adoption of the Parks and Recreation System Plan Date: October 19, 2021 We are pleased to present our recommendation to Tigard City Council regarding the Parks and Recreation System Plan. On October 11, 2021 the Board voted unanimously to recommend adoption of the Plan. Completed every ten years, the Parks and Recreation System Plan sets a vision for Parks and Recreation Services in Tigard. The overarching goal of the Plan, to provide high quality parks and recreation services to everyone in Tigard, mirrors our mission as an advisory board. Over the last two years,we've dedicated a significant amount of time and effort into the development of the plan. This draft reflects our desires for: • Future park acquisition, development, and maintenance to consider equity among all service areas of the city as a key decision-making criterion. • Adequate staffing and maintenance as the parks system continues to grow. • Stability and growth for the Recreation Program. In our recent deliberations on the draft plan, key elements of our discussions included: • Adding language recommending future development of bike park facilities in Tigard. [This language will be added prior to Council consideration for adoption] • The feasibility of expanding the Recreation Program by utilizing indoor and outdoor school facilities. • The Organizational assessment, and specifically comparisons with National Recreation and Park Association metrics and local peer organizations. We hope that the Implementation Plan can be developed as soon as possible and that it will specifically address the question of what is the best organizational structure that will allow parks and recreation services to thrive. �1 CITY OF Tigard o � j Meeting Purpose • Brief overview of the System Plan and Council goal progress • Follow up from the October workshop, and specifically questions about taking care of what we have • Project Team and Parks & Recreation Advisory Board recommendation • Consider a resolution: 1. Adopt the Parks & Recreation System Plan 2. Develop a realistic funding plan and cost-effective service delivery model for Council consideration by September 2022 Two Step Process t rjAi�-' r (2�j A CDOV-PiN �D�T- VISION An equitable community that is walkable, healthy and accessible for everyone. Overarching Goal lip To provide high quality parks and recreation services within a 10-minute walk of everyone. ■ Equitable Parks & Recreation Services 2025 Strategic Plan Community Promise Equity • Equity • Eq • Environment • Walkability • Economy • Accessibility 0 Engagement • Healthy • Excellence City Council Goal 4 • Adopt the Parks System Plan and develop a realistic funding plan and cost-effective service delivery model I I I i Park Quality Recreation Program 10-Minute W* Assessment Scores Participants 0 0 FY 15-1G to FY 19-�� 0 Walk Analysis Community Parrs Neighborhood Parks Participants of Tigard's population Linear Parks B— area a 10 minute walk FY 20-21 During COVID-19 Q from a developed park. Assessing Overall Quality of Each Park Park scores are based on: 16 65 47550 Events Programs Total However, communities of color and • Variety of Experience • Walkability Classes Participants law-income residents must travel • Connectivity • Park Condition Majority of FY 20-21 events, programs further to enjoy the benefits of the Scores are then averaged for each park and classes were virtual or self directed parks and recreation system. and each park type. to meet COVID health requirements. Historical Look - Parks & Recreation 2018 12.75 201748 $4.00 FTEs 2019 4 12.85 Funding 2018-19 $4.69 2020 14.85 2019-20 $5.91 Parks 2021 17.75 ■ GF Revenue 2020-21 $6.16 Ree 0 PARF Rev. Total 2022 18.05 ■ PARF Rate 2021-22 $7.94 Operations CIP Major CIP o Maintenance Maintenance Projects Budget g Program • Asphalt for Trail Patching • Cook Park Tot Lot Artificial turf ballfields at • Irrigation of Metzger School • Windmill Park Improvements Cook Park Park Fields • Surnmerlake Park Hardcourt Cook Park Ballfields Cook Park Inclusive Play y • Jack Park Playground Structure - In Progress Replacement Cook Park Boat Dock - In Progress Action Plan Includes Prioritizing Capital Projects Taking Care of What We Have Criteria ensure projects are advanced based Ensure that existing service will continue to on need and their potential to advance the improve as the city adds new parks. vision, in addition to funding availability. Building Organizational Enlivening the Park System Capacity Recreation programming and park activation Invest resources to keep pace with growth are critical and increasingly important for both to ensure service is provided throughout equity and health. the system. System Plan Updates • Chapter 5 has been updated to incorporate the updated parks funding story graphics. • The word "Master" has been replaced with the word "System" throughout the document. Public Works Utility Best Practices -1 INFRASTRUTURE RATE STUDY COST OF SERVICE SDC UPDATE SYSTEM PLAN ANALYSIS Comprehesive study Business audit of Comprehensive study Comprehensive of the system, budget and revenues. that includes CIP update for Identifies needed Includes forecasting requirements;includes improvement fees and improvements. and recommendations. 5-year rate package. reimbursement fees. n Parks & Recreation System Planning ADOPT IMPLEMENTATION PLAN J x— J� n x� ADOPT PARKS SYSTEM PLAN PROJECT FUNDING PLAN COST EFFECTIVE PRIORITIZATION DELIVERY MODEL Comprehesive study Incorportes System Comprehensive study Evaluates service of the system. Plan criteria to ensure that projects future delivery models for Identifies needed projects advance the revenues and expanded park and improvements. vision. expenses. recreation services. City Council Goal 4 Adoption = J_ f f Cal f9 PARKS SYSTEM PRIORITIZED FUNDING PLAN COST EFFECTIVE PLAN PROJECT LIST DELIVERY MODEL Recommendations • The Parks & Recreation Advisory Board reviewed the draft System Plan and unanimously recommend Council adoption. • The project team recommends adoption and direction to start on the implementation plan consistent with Council Goal 4. i. Adopt the Parks System Plan 2. Develop a realistic funding plan and cost-effective service delivery model for Council consideration by September 2022 Next Steps • City Council Workshop (March) • Early input into the Parks & Recreation Implementation Plan • Receive preliminary direction: CIP prioritization guidance Realistic funding plan possibilities