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City Council Packet - 04/18/2000 r. 7. t rf' f - ~ : 7 ~ - 7 t TIGARD CITY COUNCIL W RKSHOP MEETL APRIL 18 , 2000 C®UR'CIL MEETIllmoulo" ALL PVT . TELEVISED- 7 i:ladmyolccpkt2.doc . t ' .t r ; r, y ~ ' ~ - ~"r •,;..sr ..4~.i ti v.Fl.l t7 di S. >p 1,.~. .L.u. .3. 3 Y,Y.S .1.: ?„e ris~Ti t b ! ~~i;',j~ ~ ~kG r i'}e+wC ~~tl•~ti~t~.,~tY t,~7,'~.~ I P . kry y ~ 4 F`•'. r" ~4''r.' l e",rt4s7 +F t TtG l C1 CITY OF TIGARD =1Y•") ^ V~~~ O+J-"Y' ..~L+Y iT~ 1Ai~e'1'Pcs,.3~7y i!7( 1 ! PR~~~~ ~%i•p~,iil~'" 1*•' i r ~ r r'~y ~ tiY~~ ti ] 43"'5 r af" .2 ~ •n t .r+ ~ 7 a .~~r~'tst v ys a 15~~Alr`~ ~D~ It .rith+%}a 1 ' 312f TIGARD, "REGOhI S~7`2~3 PUBLIC NOTICE: Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 639-4171, Ext. 309 (voice) or 684-2772 (TDD - Telecommunications Devices for the Deaf). Upon request, the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments; and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers, it is important to allow as much lead-time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting date at the same phone numbers as listed above: 639- 1 4171, x309 (voice) or 684-2772 (TDD - Telecommunications Devices for the Deaf). I SEE ATTACHED AGENDA COUNCIL AGENDA - APRIL 18, 2000 - PAGE 1 1 AG GNDA TIGARD CITY COUNCIL WORKSHOP MEETING APRIL '10", 2000 6:30 PM I . WORKSHOP MEETING • Call to Order: Mayor Nicoll • Pledge of Allegiance • Council Communications 81 Liaison Reports • Call to Staff and Council for Non Agenda Items 2. JOINT MEETING WITH TIGARD-TUALATIN SCHOOL BOARD The following topics of mutual interest and concern are scheduled for discussion: a. The Atfalati Recreation District proposal. b. Youth activities underway in the community. C. Tigard-Tualatin School District bond measures proposed for May and November 2000. d. City of Tigard potential bond measures - Transportation Bond, November, 2000. e. Proposed student advocate position. f. Proposed colocation of a water reservoir with new school on school district property (Bull Mountain). g. School superintendent search. h. Other topics. 7:30 PM 3. TIGARD CENTRAL BUSINESS DISTRICT ASSOCIATION UPDATE a. Staff Report: Community Development Department b. City Council Questions/Comments 8:00 PM 4. PROPOSED TIGARD TRANSIT NEEDS SURVEY AND OUTREACH PROGRAM a. Staff Report: Community Development Department b. City Council Questions/Comments 8:20 PM 5. COUNCIL LIAISON REPORTS 8:30 PM 6. NON-AGENDA i T t"115 COUNCIL AGENDA - APRIL 18, 2000 - PAGE 2 8:40 PM y. EXECUTIVE SESSION: The Tigard City Council will go into Executive Session under the provisions of ORS 192.660 (d), (e), (f) 8t (h) to discuss labor relations, real property transactions, exempt public records, and current and pending litigation issues. As you are aware, all discussions within this session are confidential; therefore nothing from this meeting may be disclosed by those present. Representatives of the news media are allowed to attend this session, but must not disclose any information discussed during this session. 9:00 PM 8. ADJOURNMENT h\ADM\CATHY\CCA\000418. DOC COUNCIL AGENDA - APRIL 18, 2000 - PAGE 3 Agenda Item No._U . Meeting of o -13 , _DO TIGARD CITY COUNCIL WORKSHOP MEETING MEETING MINUTES - APRIL 18, 2000 1. WORKSHOP MEETING r.,11 t Ord Council President Moore called the meeting to order at 6:35 p.m. e Roll Call Council Present: Councilors Paul Hunt, Council President Brian Moore, Ken Seheckla, and Mayor Nicoli (arrived 6:36 p.m.) Staff Present: City Manager Bill Monahan; Public Works Director Ed Wegner; City Recorder Catherine Wheatley; Community Development Director Jim Hendryx; Utilities Manager Mike Miller; Property Manager John Roy; Associate Planner Laurie Nicholson; Police Officer Dennis Dirren School Board Members & Staff Present: Merilee Hawes, Rich Carlson, Pat Biggs, Tom Sharp, Al Hieb, Pete Stidd, Susan Stark-Hayden CBDA Members Present: Kate Dormer; Tyler Ellingson, President; Jerry Hillary; Penny Conner; S. Carolyn Meyer; Sue Gallant; Martha Bishop; Manager of the Main Street Apartments; Owner of Cyber Cafe Guests Present: Vicky Hilliard, Oregon Downtown Development Association Executive Director; Ed Hilliard, Oregon Downtown Development Association landscape architect Call to Council and Staff for Non-Agenda Items Bill Monahan, City Manager, mentioned an update on the Library Director appointment and discussion of the parks grant applications. Councilor Scheckla asked for information regarding the break-in at the Senior Center. 2. JOINT MEETING WITH TIGARD-TUALATIN SCHOOL BOARD a. The Atfalati Recreation District proposal Ed Wegner, Public Works Director, reported that, given the unknown position of Durham on this proposal, staff was preparing two sets of documents to send to the County, a set that CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 1 =011111=1 MIMI gill MGM did not include Durham in with the City of Tigard, the City of Tualatin, and the Tigard- Tualatin School District (minus King City), and one that did include Durham. He reviewed the boundary lines for Councilor Scheckla. City Manager Monahan advised Council that Tualatin, School District and Tigard staff would meet May 2 to work out the remaining issues in the memo of understanding, such as what level of services the District would provide. Rich Carlson, School Board, discussed the implications to the District of the sentence "The School District will maintain the same level of effort in maintaining facilities." He spoke to clarifying in the memo that Atfalati would contribute to the maintenance of the facilities that it used (because the increased use would cause those facilities to wear out more quickly) rather than simply leaving it to the District to fund all the facility maintenance as it has in the past. He mentioned that the District would continue to maintain the fields as it has in the past. Tom Sharp, School Board, concurred that the District could not make a carte blanche agreement with respect to maintenance. He pointed out that the District has not had the ability to maintain facilities on a consistent basis down through the years. He commented that Atfalati might consider some district facilities to be in need of repair. Councilor Scheckla asked for clarification on the use of the high school swimming pool by senior citizens. The Board confirmed that seniors could use the pool now but they had to pay a fee. Mr. Carlson mentioned possibly using a two-tiered fee system differentiating between in-district and out-of-district users. b. Youth activities underway in the community City Manager Monahan reviewed the work by Liz Newton and Susan Stark Hayden to develop youth activities in the city, including the successful February 25 event at the Senior Center. He mentioned their efforts to compile a list of students to act as advisors on what activities to provide. He noted that Wes Taylor remained active in soliciting contributions from local merchants to keep the events at a low cost. Councilor Scheckla spoke in support of continuing to provide activities to youth, particularly the non-athletic youth, if Atfalati failed at the ballot box. He reiterated his support of a community center that would provide activities and a gather for youth. Pat Biggs, School Board, commented that the key to the success of the Senior Center event had been the District bussing the kids to the Center with pick-up by parents after work. City Manager Monahan distributed to the Board the latest update of the Visioning Committee's discussion of the Schools and Education section of Tigard Beyond Tanorrow. c. Tigard-Tualatin School District bond measures proposed for ivlay and November 2000 Pete Stidd, Acting School Superintendent, reported that the District has filed for a local option election measure on the May 16 ballot. He indicated that the District saw their greatest challenge as getting 50% of the registered voters to vote in this double majority election. He mentioned raising $4.2 million in the first year with the local option. He reviewed the specifics of how the local option worked in raising revenue for the schools. He stated that few households would pay the maximum $1 per $1,000. CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 2 Councilor. Scheckla asked how the District responded to people's comments that the District should not need more money because it sold the Phil Lewis school site to Eagle Hardware. Mr. Stidd explained that the District ground leased the property to Eagle for 27 years; it did not sell it. He stated that the District promised the voters at the last election that it would take the first $5.5 million in revenue from that lease and apply it against the bonds passed at the last election; that would take 7.5 years. d. City of Tigard potential bond measures - Transportation Bond, November 2000 City Manager Monahan distributed to the Board members an outline of the $16 million package developed by the Transportation Bond Task Force (70 cents per $1,000 for 10 years). He indicated that the Planning Commission passed it with no changes. Ms. Biggs spoke to the importance of sidewalks in providing a safer pedestrian environment, especially for the school children. She explained how sidewalks could save the District money by reducing the number of kids it had to bus. Councilor Moore reassured Ms. Biggs that the projects included sidewalks and street lighting, except for the signalization of the SW 98°i intersection. e. Proposed student advocate position City Manager Monahan recalled the history of the discussions concerning a youth advocate position, beginning with the Youth Violence Task Force last year. He indicated that the Budget Committee's Social Service Application Review Committee concluded that the proposal had too many unanswered questions to fund at this time. He asked for discussion on whether the District and City staff should fine-tune the proposal and get the business community and the City of Tualatin involved. He questioned whether this proposal should be brought forward as a social service application or as direct action by the Council and the District. Ms. Biggs discussed the need for a youth advocate to identify the problems that kids experienced, such as homelessness, overcrowded living conditions, insufficient clothing, anger, etc. She indicated that Marilyn Hasken at the District served as a freshman advocate i but she was overwhelmed by the amount of work that needed to be done in matching the a community resources to the individual needs. i Ms. Biggs mentioned a meeting of all the providers in the community scheduled for next i Tuesday night at the high school to discuss what they could do to address the needs of the i kids. She spoke to the City providing a staff person as a counterpart to Marilyn to help match the resources to the need. Ms. Hayden concurred that they needed to find someone s whose job it was to help students and their families. Merilee Haas, School Board, spoke of a a partnership between the District and the City with possibly full-time staff on both sides. 1 Mr. Sharp pointed out that neither the Council nor the Board have been sufficiently briefed on the youth advocate position and the ongoing community discussion to engage in meaningful dialog at this time. He suggested that the staff of both agencies prep their boards on the work already done to address this issue. CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 3 f. Proposed co-location of a water reservoir with new school on school district property (Bull Mountain) Ed Wegner, Public Works Director, explained that the City needed to build two more water reservoirs within the next five years in order to serve the continued growth of the city. He indicated that the City identified the school site on Bull Mountain as a viable location for a reservoir. He suggested co-locating the reservoir with the elementary school. Mike Miller, Utility Manager, described how the school site on Bull Mountain met the City's requirements for a reservoir location. He discussed how the City would construct the reservoir below the surface with a playing field or courts placed on top of it. He mentioned the City's need for access and a vent. Mr. Stidd indicated that, although the District was willing in principle to co-locate the facilities, it had made some specific agreements with Mrs. Ryder that it needed to keep. He spoke of building the facilities around the same time. Ms. Biggs discussed the issue of bus access to the site, noting that the location of Mrs. Ryder's cabin (which the District agreed to preserve) limited their options for bus access. Mr. Wegner described how the City reservoir sites were neighborhood.-friendly. Mr. Sharp suggested that the City refine its plans for the reservoir and work with the District to develop a composite of the City's site plan and the District's site plan as a means of looking at the issues of placement, access, etc. Mr. Wegner concurred that it would be advantageous to build the facilities at the same time, as both agencies needed their facilities within five years. g. School superintendent search Mr. Sharp described the District's recruitment and interview process that involved public input from the various stakeholder groups. He discussed the response group interviews designed to provide input to the Board in making its decision. He noted that the District invited Police Chief Ron Goodpaster to serve as the City representative on the response group. He indicated their hope to make a job offer by early June and to have the new superintendent on board by the next school year. He reassured Councilor Scheckla that the District would not hire someone from this group of candidates just to hire someone, if it could not find someone satisfactory. He mentioned that Mr. Stidd agreed to serve as Acting Superintendent for up to 18 months, if necessary. h. Other topics City Manager ivionahan announced that the City received a $120,000 grant from the COPS program to fiord a third School Resource Officer. He mentioned that the District has indicated its intent to help support the third officer when the grant money ran out. Mr. Stidd thanked the City for making the application. He discussed the District's need for a third resource office, noting the uncertain police coverage that the Deercreek Elementary School received, given its location in the County. Mr. Stidd indicated to Councilor Scheckla that the police kiosk at the high school was vacant at this time; they have had difficulty getting the phone lines to work properly. He CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 4 MR, commented to Councilor Hunt that the District would provide the police officers with access to the school building and its restroom facilities. Al Hieb, School Board, thanked the City for its work on the Superintendent focus group. > Mayor Nicoli recessed the meeting at 6:40 p.m. for a break. > Mayor Nicoli reconvened the meeting at 6:47 p.m. 3. TIGARD CENTRAL. BUSINESS DISTRICT ASSOCIATION UPDATE Vicky Hilliard, Oregon Downtown Development Association Executive Director, mentioned that her organization helped downtown groups take a comprehensive look at what needed to be done to address the issues in their downtowns. She referenced the extensive public input process they used to get information about the downtown and what people wanted it to be for use in making their recommendations. Ms. Hilliard mentioned the good foundation already existing in the Tigard downtown, including adjacent residential, a good employment base, and the beginnings of business cluster districts (dining, home furnishings). She pointed out that Highway 99W and the railroad tracks worked as barriers in the downtown with respect to traffic circulation. She discussed upgrading facades, providing a more pedestrian friendly environment and developing more contiguous storefronts. Ms. Hilliard mentioned her pleasure in working with the CBDA. She encouraged the Council to support the Association's efforts to revitalize the downtown in any way that it could. Ed Hilliard, Oregon Downtown Development Association landscape architect, reiterated that ODDA provided a fresh perspective on a community's downtown. He concurred that Tigard had a unique downtown in that it was a traditional downtown in the middle of a large urban area. He described their concept to improve the traffic circulation on the south side of the railroad tracks by creating the Ash Street Loop, connecting Burnham to a future parking area in the ODOT right-of-way near the present transit station/future commuter rail station. He mentioned removing two of the three railroad tracks. Mr. Hilliard discussed a proposal to locate the library on the Stash Tea property as a means of connecting City Hall with the downtown. He spoke to removing the City parking regulations from the CBD zoning to facilitate more intense business development without having to provide parking for each business individually. He suggested creating a turn-around at the south end of Main Street to facilitate traffic circulation. He described methods to improve the pedestrian environment. He noted an opportunity for infill commercial development at the rail terminal. Councilor Scheckla indicated that he had expected to see in the repori the" 'rential betwccrl those who leased or owned buildings in Tigard. Mr. Hilliard stated that they normally did not provide that information but it would be available at the County Assessor's Office. Councilor Scheckla commented that in 1984 the voters turned down the Stash Tea building as a library. Mr. Hendryx pointed out that this was a concept of the downtown with a laundry list of recommendations that the Association and the City could choose from. CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 5 'Jim _~Ilmww Officer Dennis Dirren reported on the community-policing program recently instituted on Main Street in which he served as a resource available to the businesses. He discussed the work already underway to deal with the transient issue on Main Street, mentioning ODOT's agreement to light the area under the viaduct by the bike path to discourage transient loitering. He noted the police department's intention to fence off another section of the viaduct to discouraging overnight camping by transients. Officer Dirren indicated to Councilor Scheckla that putting trash barrels in the area was an idea they have discussed. He mentioned a clean-up effort last Saturday. Mr. Wegner recalled that the City put trash barrels in that area in 1996 but they all ended tip in Fanno Creek within one week. Mr. Hilliard observed that the more activity occurring on the bike path, the less likely transients would sleep in the area. Councilor Hunt discussed providing public restroom facilities at the transit station. Officer Dirren observed that they could not get rid of the transient population as long as Labor Ready was there. He spoke to making the area under the viaduct as unattractive as possible to transients, noting the drug use in the area. Tyler Ellingson, CBDA President, spoke of the Association's desire to keep the Council updated on what they were doing to revitalize and improve the downtown. He mentioned the next steps of developing more membership among the business and property owners in the downtown core area, obtaining funding for self-sufficiency, and hiring a part-time downtown manager to implement the vision. Councilor Hunt complimented ODDA on their focus groups and the variety of people involved. He complimented the CBDA on making more progress in the last year than has been made in the seven years he has been on Council. Councilor Moore echoed Councilor Hunt's comments. He noted that he liked the positive direction and progress of the CBDA. Mayor Nicoli concurred that the CBDA was moving forward in a positive manner, even if he did not agree with all the proposals. Councilor Scheckla asked if the CBDA could put pressure on Tigard to provide better transit service within Tigard to bring people into the downtown. Mr. Ellingson referenced the Visioning Task Force discussions with respect to Tri-Met and transit service. Mr. Hendryx reported that staff has identified money in the budget to support the CBDA, including finding for a downtown manager. Councilor Scheckla indicated that he wanted more e information with respect to that position before he could support it. Mr. Ellingson said that their a intent was to be specific with respect to job description and compensation costs. 4. PROPOSED TIGARD 'T'RANSIT NEEDS SURVEY AND OUTREACH PROGRAM Laurie Nicholson, Associate Planner, presented the staff report. She referenced the Council a goal: to promote intra-city Tri-Met bus routes. She indicated that, following several discussions with Tri-Met staff and other organizations, Tigard staff decided that they needed to find out what the citizens wanted for transit service in order to tailor a program to meet the community's needs (whether that was more bus routes, dial-a-ride or a shuttle service). She presented the proposed transit survey scheduled for the next issue of Cityscape. Councilor Moore suggested putting the survey on the City's website. CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 6 Councilor Hunt asked if staff was proposing specific bus routes, noting the lack of service on Durham Road. Ms. Nicholson stated that the Transit Choices for Livability Program sponsored by Tri-Met proposed a new bus route from King City to Meridian Park Hospital in Tualatin traveling along Durham Road. Mr. Hendryx indicated that Tri-Met staff finally agreed to think outside the box, and suggested a shuttle or van provided by Tri-Met but operated by the City. Councilor Hunt mentioned the Tri-Met handicapped shuttle service that provided the handicapped with rides to and from luxury trips, such as going to a restaurant. He spoke to a shuttle service restricting rides to trips of necessity because he did not think that they had the money to provide luxury trip service. Ms. Nicholson explained that that service was sponsored by the State, which had to set aside a certain amount of money for elderly and disabled transit service. Councilor Scheckla asked the staff to include an option of the City Hall/Library complex as a destination point. Councilor Moore suggested adding it to Question #5 along with an `other' option. Councilor Hunt noted the need for transit service on Bonita for the low-income families. City Manager Monahan commented that Tri-Met would help the City find ways to get input from the Bonita residents with respect to transit service. The Council approved the staff direction for the survey and public outreach, with the one correction noted. 5. COUNCIL LIAISON REPORTS: None. 6. NON-AGENDA ITEMS o Library Director City Manager Monahan reported that he intended to offer the position of Library Director to Margaret Barnes, Library Director for Dallas, Oregon. He reviewed her qualifications and high recommendations. o Parks City Manager Monahan asked the City Council if they would be willing to hear staff proposals on applications for state grants for parks. In a response to a concern noted by Councilor Hunt, City Manager Monahan explained that staff has taken no further action on the proposals (presented by the Trust for Public Lands) turned down by the Council last week. He explained that staff wanted to present other proposals for the state grant applications, such as additional money for Cook Park and Woodard Park. The Council agreed that staff should present alternate proposals for the state grant applications. City Manager Monahan referred to a recent letter from Max Williams that included an endorsement letter signed by the Mayor. (Both letters are on file with the Council meeting packet material.) At the time the Mayor signed the endorsement letter, the grant program parameters had not yet been defined. He indicated that the information came from outside of staff; Max Williams wanted the Council to be aware of his position. CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 7 o Senior Center City Manager Monahan referenced the memo from Loreen Mills, Risk Manager, reporting on the Senior Center break-ins. He said that the keys of someone associated with the Center were stolen on March 14 and reported to the Washington County Sheriff but not to the City o f Tigard police. He stated that Ms. Mills was reviewing why the Tigard police were not informed. He commented that if Tigard had known, those break-ins might not have happened. He also referred to a March 24 break-into the Public Works yard. City Manager Monahan mentioned an issue of individuals in Fanno Creek Park posing a threat to property, etc. He indicated that Chief Goodpaster and Officer Dirren were developing a program to address the issue. In response to an inquiry from Councilor Hunt, City Manager Monahan explained that the Senior Center keys given to individuals renting the Center were labeled "do not duplicate." He said that, while a reputable locksmith would honor that, others might not, and someone could obtain a copy. He spoke to installing an alarm system at the Center. Mayor Nicoli concurred that an alarm system/motion detector would help provide protection to the Center. 7. EXECUTIVE SESSION: Canceled 8. ADJOURNMENT: 9:02 p.m. Attest: (4~erine Wheatley, City R der Mayer-, Brian J. Moore, Council President Date: 13. 60 1 AADM\CATHY\CCM\000418.DOC 3 i i i i i CITY COUNCIL MEETING MINUTES - APRIL 18, 2000 - PAGE 8 17 Tigard-Tualatin School Beard - Joint Meeting '13711+111 Tigm r Cyly Comncil - 4-15-00 Please sign in.... V-& 7 pea L T77C-~ Z !Y 5'c9x5 CkGa f ab3r'ro; ¢c~`crma~ ~ em`,erl6nin.COc AGENDA ITEM # a FOR AGENDA OF 10 (JV CITY OF TIGARD, OREGON COUNCIL AGENDA ITEM SUMMARY ISSUE/AGENDA TITLE Joint Meeting With Tigard-Tualatin School Board PREPARED BY: Bill Monahan DEPT HEAD OK CITY MGR OK ISSUE BEFORE THE COUNCIL Annually the City Council and Tigard-Tualatin School District Board meet and discuss issues of mutual concern. This year the Board will attend the Council Workshop meeting to discuss the activities now underway at the District, including proposed bond measures. In addition, the City draft transportation bond package will be presented as well as projects which the City and District are working together on. STAFF RECOMMENDATION It is recommended that the City Council and District Board of Directors meet in a workshop setting and discuss each of the several items of mutual concern that have been identified for review. INFORMATION SUMMARY The District and City are both considering measures to place before the voters in 2000. In addition, both have been actively involved in developing additional programs and activities for youth and particpated in the recent feasibility study for the Atfalati Recreation Partnership. Specific topics to be discussed during the workshop are: I . the Atfalati Recreation Partnership proposal, 2. youth activities programs underway in the community, 3. the Tigard-Tualatin School District bond measures proposed for May and November, 2000, 4. City of Tigard proposed transportation bond for November, 2000 5. the student advocate position proposed by the District which grew out of a discussion involving District and city staff, 6. the City proposal to colocate a water reservoir on a future school site on Bull Mountain Road, 7. input from the city to the Superintendent of Schools search, 8. other topics added by either the District or City at the Workshop. OTHER ALTERNATIVES CONSIDERED Do not meet on an annual basis. VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY The "Tigard Beyond Tomorrow" visioning effort focused on promoting and protecting Tigard's identity and quality of life. The six target areas addressed in the vision process included two which directly relate to the topics to be discused by the Board and Council. They are: Schools and education: "Schools and City government will work together to provide a community-based recreation activity program for young people." Urban and Public Services (Parks and Recreation): "Create a special parks and recreation district with the City of Tigard spearheading the process and maintaining membership for its citizens." FISCAL NOTES The meeting will be for discussion only of issues which may have a fiscal impact should the voters approve them at a later date. iAcitvwide\sum.dot {l~r_„ r<a llc~ vL Tom JL hri w/ o~e_ hcn!' _ J-)Cj Statement of Direction For Schools and Education (Approved by the Vision Task Force, 5/1/97) Tigard area residents have access to quality public and private schools. Residents of our community, whether or not they have children in the school system, understand the importance of education and how they can help promote education in our community. The public schools have stable funding through state and local funding options. Curriculum and extra-curricular programs are important and are well supported through volunteers, local funding, and increased partnerships with business and government. 9 New development assists in paying for new education infrastructure required by growth in the community. i i ➢ Public schools and governmental entities in our community actively partner in day-to-day operations and other costs to facilitate the most efficient delivery of services. a i 7 "Tigard Beyond Tomorrow" 2000 Community Vision Schools and Education White Paper Update all '111 SIMMONS! I III 1/060 V v .1rodd-ti .~t': including Westgate Christian School, Gaarde Christian School, Quest Nchools and education are an Academy, and Portland Faith Church important part of the Tigard and School. A total of approximately community. Citizens value quality 800 students, from grades K-12, are schools ' and education as a vital enrolled in private schools. Other component of our City's quality of life families choose to educate their children and as a significant investment in our at home. Tigard also has an active future. The education of all individuals, homeschooling community, with children and adults alike, helps them to approximately 200 children educated at achieve personal fulfillment and to home. become informed, productive members Many families in our area use day of society. For young students, care programs, which enable parents to academic success translates into work increased hours while still improved confidence and an enthusiasm providing an educational environment for learning - qualities that help for their children. There are several students well beyond their years in child care providers in Tigard, such as school. Education provides the the Northwest Montessori School, foundation for accomplishments that will Children's Village Day School, be realized throughout a child's career. Kindercare Learning Center, LaPetite For adults, education can continue Academy and Kid's Kampus. long after high school, and can There are many continuing education contribute to continued happiness and options for adults in the Portland Metro growth throughout life. In the past, area. Portland Community College's education was often considered a (PCC) Sylvania campus, located just specific occurrence in our lives, northeast of Tigard, is a valuable something we graduated from and to educational resource for the community. which we never returned. We now know PCC offers a mix of university transfer that education is a lifelong experience. courses, professional technical Tigard's citizens take advantage of a programs, and continuing education wide variety of educational opportunities courses in day and evening formats in beyond formal schooling, both in Tigard more than 60 disciplines. and in the broader Metro region. Several other colleges and The Tigard-Tualatin School District universities around the region, including (TTSD) is the largest education provider Portland State University, George l=ox in our community. TTSD has University, Lewis & Clark College, Reed approximately 11,500 elementary, College, and Marylhurst College, offer a middle, and high school students variety of programs ranging from enrolled in 14 schools. Nearly 1,000 ;professional certificates to advanced Tigard children attend schools in the degrees. In addition, there are severai Beaverton School District. The business/vocational schools and Beaverton School District is the third computer training providers in Tigard largest in Oregon, with over 32,000 that offer a variety of career students enrolled in 45 schools. development programs. In addition to public schools, there The Tigard Senior Center hosts a are also rnrivate scll^^IS in Ti?arrivariety of PCC CIaSSeS; Such as "Tigard Beyond Tomorrow" 2000 Community Vision 2 Schools and Education White Paper Update Spanish, Yoga, Calligraphy, Painting, a I fairri%At ft-Hlnn The Senior Center also has 38 vownieers who teach English as a Second Language (ESL) classes. The Senior Center is the site of several community group meetings, including the Stamp Club and the Garden Club. The Tigard Public Library provides educational and recreational materials for individuals of all ages. The Library works with K-12 public and private schools, in addition to the home- schooling community, to provide resource materials that enhance curriculum and enable students to complete homework projects. A Homework Center is open for service to middle school youth. TTSD has partnered with the City to provide bus transportation to the Library three afternoons a week for this program. Volunteer tutors are available to assist students with questions about homework. Literature-based programs are offered for children beginning at the age of two. These programs set the stage for the development of reading skills. "Summer Reading" for children and teens keep reading abilities sharp through the summer months. Adult literacy tutors provide regular classes, using the Library's specialized "learn-to- read" collection. The Library's computers are open to the public for research on databases and the Internet. Tigard's network of educational services includes a variety of programs that play an important role in the future of our community. The Schools and Education White Paper Update discusses the variety of educational resources that are available to individuals in the Tigard community. "Tigard Beyond Tomorrow" 2000 Community Vision 3 Schools and Education White Paper Update MMMMMMMMMM~_ 111M ~1=1111111 ON Tigard-Tualatin School District High school students can participate in extracurricular activities such as The Tigard-Tualatin School District drama, choir, band, Future Business was founded in 1969 by the unification Leaders of America, speech and debate, yearbook, and newspaper. of five smaller school uijtr--'-. In addition to Tigard and Tualatin, the About half of all high school students District includes Durham, Metzger, King also participate in competitive athletics. City, and Bull Mountain. The Tigard-Tualatin School District Altemative Secondary Education (TTSD) is the tenth largest in Oregon TTSD offers alternative education and the sixth largest in the Portland programs at the 21st Century Metro area. TTSD includes two high Academy, located in the old Durham schools, three middle schools, nine Elementary building. 21St Century elementary schools, a swim center, and Academy programs have been an alternative education program. successful at helping students at risk of There are 3,423 high school students, dropping out obtain an education by 2,616 middle school students, and 5,247 offering smaller class sizes, elementary students enrolled in Districtj individualized instruction, work schools for the 1999/2000 school year. experience opportunities, and flexible hours. Academy programs include the Secondary Education following: High School students in the Tigard- ➢ ABLE Program- A scholastic Tualatin School District have access to achievement program for at-risk a variety of required and elective students that emphasizes consistent courses, including Computer Science, attendance, academic progress and Oceanography, Japanese, and Calculus appropriate behavior at school. III. ABLE believes that success in TTSD has responded to the changing school prepares students for role of information technology in our success in future educational and society. Bond measures approved in employment endeavors. 1995 and 1996 allowed the District to ➢ ABLE PM Program- An afternoon connect all of its classrooms to high school completion program for computer networks, and connect all students requiring later starting schools to the Internet. Schools have times. purchased enough computers to ➢ (CE)2 Program (Community maintain a ratio of one computer for Experience in Career Education)- every five students. A career-based alternative program TTSD is the only school district in offered to juniors and seniors. (CE)2 Oregon to offer the International students are provided with the Baccalaureate (IB) Program at both high opportunity to choose from a wide schools. IB is a challenging program for variety of job sites to gain broad highly motivated students in which experiences in different career fields. students complete a rigorous More than 100 community employers curriculum, are tested against students offer jobs in which students can earn from around the world, and are elective credit. Graduates receive measured according to international standard high school diplomas and standards. "Tigard Beyond Tomorrow" 2000 Community Vision 4 Schools and Education White Paper Update their credits appear on regular high implemented the "Success for All" school transcripts. program at two elementary schools. The Cordero School- A school that This program provides a written originally began as an agreement curriculum and utilizes teaching between TTSD and Janus Youth methods which have proven to be Programs. The mission of the effective in other locations. -iuviv --^I,r,n~ lrV is. to provide Washington County Community ^ 0-11 nl academic support for young men Aciiun offers a Head Start preschool who have not been successful in program for low-income families at the school. Students learn the skills that former Phil Lewis Elementary site. are necessary for them to be Some local day care services provide successful contributors in our after school programs at elementary society. school sites. The GED Prep Program- A program designed to assist those who are Community Support and committed to improving their basic Volunteerism academic skills and successfully The Tigard-Tualatin community gives passing the five tests required for a a great deal of support to its schools. In GED certificate. The GED Prep the 1998-1999 school year, more than Program provides assessment and 3,945 community members volunteered instruction in the academic areas of a total of almost 120,511 hours in TTSD reading, writing, social studies, classrooms. Volunteers averaged over science, and mathematics for 30 total hours each. About 91 % of the students ages 16 to 21 who are volunteered time was spent in preparing to take the GED Tests. instructional and classroom settings, v The Reese-Lamb Shelter with 9% spent on advisory and Evaluation School Program- An organizational functions. educational program administered by Volunteers include parents serving on the Janus Foundation serving youth school site councils, senior citizens who ages 12-21 who have been declared volunteer weekly to help students read, wards of the court. This program business people who share their uses Individual Education Plans, knowledge with high school economics which are customized learning plans classes, and community members who based on an evaluation of a are "lunch buddies" with elementary student's educational needs. school students. Students have access to a computer More than 100 local businesses lab, internet tools, a digital camera, a provide on-site experience for Tigard- scanner, and extensive multimedia Tualatin students through the (CE)2 and learning software. Program (Community Experiences in Career Education). Other businesses Primary Education and Preschool have formed partnerships with individual Traditional middle school and schools, providing employee volunteers elementary programs allow students to and/or school supplies and equipment explore many different subjects and try for educational programs. out new skills in a variety of areas, preparing them for success at the next level of education. TTSD has "Tigard Beyond Tomorrow" 2000 Community Vision 5 _Cchnols and Education White Paper Update LEN= FM Alternatives to Traditional o Increase opportunities for learning Pubilc Education and access to quality education for all students. Charter Schools . Create choice for parents and The Oregon Public School Charter students within the public school Law (SB 100) was enacted in May, system. 1999. This legislation provides an • Provide a system of accountability opportunity for teachers, parents, and for results in public education. community members to "create new, . Encourage innovative teaching innovative, rncire f!exihle ways of practices. educating all children within the public ® Create new professional school system." This legislation offers opportunities for teachers. local communities the opportunity to s Encourage community and parent design and operate schools that involvement in public education. individualize and customize education Currently, there are no charter schools for their students. operating in the Tigard-Tualatin School Charter schools are nonsectarian District. public schools that operate with freedom from many of the regulations that apply Supplemental Education to traditional public schools. The Sylvan Learning Systems, with a "charter" establishing each school is a franchise service area that includes the performance contract detailing the Tigard-Tualatin School District, is a school's mission, program, goals, private for-profit organization that students served, methods of provides personalized instructional assessment, and ways to measure services to students of all ages and skisl success. The length of time for which levels. Sylvan uses student charters are granted varies, but most assessments to identify individual skill are granted for 3-5 years. At the end of gaps, enabling staff to determine the term, the entity granting the charter specific educational needs. may renew the school's contract. Personalized learning programs are Charter schools are accountable to aimed at filling these skill gaps, their sponsor (usually a state or local strengthening existing skills and school board) to produce positive acquiring new, more advanced skills. academic results and adhere to the Sylvan's instructional method is charter contract. The basic concept of based on learning experiences in small charter schools is to exercise increased group settings. A 3:1 student-teacher autonomy in return for accountability. ratio allows for a high level of face to They are accountable for both academic face interaction and personal attention, results and fiscal practices to several with immediate positive reinforcement. groups: the sponsor that grants them, Using the concept of 'mastery learning' the parents who choose them, and the students prove that they have public that funds them. "mastered" a concept or skill by using it Charter schools are established for a 3 to 5 times, with 80-100% accuracy. variety of reasons. The intention of most charter school legislation is to: "Tigard Beyond Tomorrow" 2000 Community Vision 6 &,%hoo!s and Eavwvtinn While Paper Update Mill 1111al 111M 1~~ Continuing Education for Adults ❖ Linfield College- Located in There are several academic Pv9c VSI~ ~vill2. institutions in the Portland Metropolitan ❖ Warner Pacific College- Located in area that are in close proximity to the southeast Portland. Tigard community. Tigard residents can choose from a variety of continuing education classes, professional certification programs, and degree programs for Associates, Bachelors, Masters, and Doctorate degrees. Most offer flexible schedules and night classes that accommodate working adults. Some of the colleges and universities that offer programs in the Portland area include: ❖ Portland State University- Located in downtown Portland. ❖ University of Oregon- Offers some extension programs in the Portland area. ❖ University of Phoenix- Locations in 15 states, with the Oregon campus located in Tigard. ❖ Concordia University- A national University system with a location in Portland. ❖ Pacific University- Located in Forest Grove. ❖ George Fox University- Portland campus located in Tigard. ❖ Portland Community College- Several campuses located around Portland, with the Sylvania campus located in suburban southwest Portland between Lake Oswego, Tigard and Portland. ❖ Clackamas Community College- Located in Oregon City. ❖ Mt. Hood Community College- Located in Gresham. ❖ Lewis & Clark College- Located in s southwest Portland. a ❖ Reed College- Located in southeast Portland. ❖ Marylhurst College- Located in southwest Portland. "Tigard Beyond Tomorrow" 1000 Community Vision 7 Schools and Education White Paper Update a Studejit Achievement rated in this system. Small schools with answer sheets for less than forty The Oregon School Report Card students in reading and mathematics Rating System multiple choice will receive a report card Oregon law (SB 1329) mandates that but will not receive a Student the Oregon Department of Education Performance rating or an Overall School produce annual performance report Performance rating. cards for schools and districts beginning Report Card Rating results for in the year 2000. Educational schools in the Tigard-Tualatin School performance and improvement are the District are displayed in the table below. focus of the Oregon School Report Card Rating System. Schools will be rated on The Oregon Educational Act for the several measures - student 21st Century performance, student behavior, and Oregon's Education Reform Act will school characteristics. These measures change many aspects of traditional will be combined to yield an Overall education. The Oregon Educational Act School Performance Rating of for the 21st Century, passed by the exceptional, strong, satisfactory, low, or state legislature in 1991, calls on unacceptable. schools to hold students accountable for The School Report Cards are a higher academic standards. Students logical extension of other programs will demonstrate what they know Oregon has initiated to improve through complex assignments and education in the long term and to meet periodic tests. Students who achieve the requirements of the law. Oregon the established standards will receive School Report Cards are designed to certificates certifying their abilities. increase public accountability and Comprehensive statewide assessments provide a means of reporting ratings of determine whether individual current school performance and performance satisfies these standards. improvement over time. All public schools in Oregon will be 199912000 Oregon Report Card School Ratings for the Tigard-Tualatin School District Improvement Overall Student Student School in Student School Rating Performance Behavior Characteristics Performance Tigard High School (9-12) Satisfactory Satisfactory Satisfactory Satisfactory Declined Tualatin High School (9-12) Satisfactory Satisfactory Strong Satisfactory About Same Bridgeport Elementary (K-5) Satisfactory Strong Strong Satisfactory Improved Charles Tigard Elem. (K-5) Satisfactory Strong Strong Satisfactory Improved Deer Creek Elementary (K-5) Delayed-Not Yet Rated Durham Elementary (K-5) Strong Strong Exceptional Satisfactory Improved Edward Byrom Elem. (K-5) Strong Strong Exceptional Satisfactory Improved Hazdbrook Middle (6-8) Satisfactory Satisfactory Strong Satisfactory Declined James Templeton Elem. (K-5) Strong Strong Strong Satisfactory Improved Mary Woodward Elem. (K-5) Strong Strong Exceptional Satisfactory Improved Metzger Elementary (K-5) Satisfactory Satisfactory Strong Satisfactory Improved Thomas Fowler Middle (6-8) Satisfactory Satisfactory Strong Satisfactory About Same Tualatin Elementary (K-5) Satisfactory Satisfactory Strong Satisfactory About Same Twality Middle (6-8) Satisfactory Strong Satisfactory Satisfactory Improved "Tigard Beyond Tomorrow" 2000 Community Vision 8 Schools and Education White Paper Update The Oregon Statewide Assessment 8 and 10 were assessed in Program reading/literature and rnathernatics. in The purposes of the Oregon addition, students in grades 5, 8, and 10 Statewide Assessment Program (OSAP) took tests in writing, mathematics are: problem solving, science, and social (1) to provide information on science. individual student achievement on Results of 1999 state tests show that performance standards set by the State Oregon students are performing at Board of Education for the Certificate of higher levels. For example, the State Initial Mastery and the benchmark analyzed a group of the same students grades leading to it; who took the tests when they were 8th (2) to provide information for policy graders and as 10th graders last year. decisions by the legislature, the Seventy-seven percent of those governor, the State Board of Education, students scored 'nigher than expected and local school districts; on either the reading or math multiple (3) to support instructional program choice test. In addition, a higher improvement efforts; and percentage of the state's 10th graders .(4) to inform the public about student passed all tests. Twenty-six percent of achievement in Oregon schools. last year's 10th graders passed all tests, OSAP is different from national, up 4 percent from last year and 11 norm-referenced tests used in many percent from 1997. This means if they districts and states; it is a criterion- also meet standards on classroom work referenced assessment based on the samples, they will be the first students in Oregon Content Standards. As a result, the state's history to receive Certificates the types of scores produced from the of Initial Mastery (CIM). Oregon Statewide Assessment are somewhat different from those produced Certificate of Initial Mastery and by national, norm-referenced tests. Certificate of Advanced Mastery The major advantage of the The Certificate of Initial Mastery assessment scale is its connection to (CIM) will be awarded to students who the Oregon Content and Performance achieve grade 10 academic standards Standards. The recently adapted in: Performance Standards for the a English; Certificate of Initial Mastery were set by a Mathematics; panels of teachers, curriculum a Science; specialists and community members. a Social sciences (history, civics, The panels reviewed test' items geography and economics); anchored to the achievement scale and a Arts; and a determined the score a student would O Second language. need to receive to meet the specified This year's eighth graders will be in the academic standards. Assessment first class to receive the CIM in English scores are reported in specific skill and math, while standards in the other areas, enabling educators to identify four areas will be phased in over time. aspects of the curriculum that need The CIM will be awarded in the 2002-03 improvement. school year in all six areas. For the 1999 Oregon Statewide Assessment, all students in grades 3, 5, "Tigard Beyond Tomorrow" 2000 Community Vision 9 Schools and Education White Paper Update The Certificate of Advanced Mastery health, business management, (CAM) will be awarded to students who: engineering, and manufacturing ➢ Achieve grade 12 academic technology. standards in English, mathematics, ✓ Collecting work samples in science, the social sciences (history, individual portfolios for students in civics, geography and economics), all grades, and transferring those the arts and second languages; portfolios to the next school level as a Achieve grade 12 career-related students move throughout the learning standards in personal school system. management, problem solving, ✓ Introducing the TigerNet program, teamwork, communication, which gives students experience workplace systems, career repairing computers and computer development and employment networks. foundations; ✓ Creating programs to provide • Participate in a career area of options for students who aren't interest such as arts and succeeding in traditional schools. communications, business and ✓ Updating its School Improvement management, industrial and Plan, which will focus on student engineering systems, natural achievement. resource systems, human resources or health services; and Participate in career-related learning experiences. The Certificate of Advanced Mastery will be phased in at selected schools. It will be awarded in all schools to students in the 2004-05 school year. District Schools have begun several efforts to prepare for the initiation of the CIM and CAM programs, including: ✓ Focusing on improving test scores by annually reporting each school's statewide test results and requiring each school to set goals for improvement. ✓ Working towards meeting the second language requirement by offering after-school Spanish classes for teachers. ✓ Joining other Washington County school districts and corporate partners to support the Capital Center alternative school program. This program provides "hands-on" work experience in the areas of "Tigard Beyond Tomorrow" 2000 Community Vision 10 Schools and Education White Paper Update 40% from local property taxes, with the Since 1977, enrollment in the Tigard- remaining 6% coming from fees and Tualatin School District has doubled other miscellaneous sources. The from 5,660 students to 11,286 students. Tigard-Tualatin School District's local In the past eight years, the School property tax rate is $5/$1,000 of District has opened Tualatin High assessed value. Though the annual School, Hazeibrook Middle School, a budget has increased by 8% over the new expanded Durham Elementary, and last eight years, student enrollments the new Deer Creek Elementary. have grown by 15% during this same In January 1997, the School District time period. Since 1992-93, the Tigard- completed a boundary change process Tualatin School District has been "flat- designed to equalize enrollment among funded," with budgets rising only in schools and provide room for projected proportion to increases in school growth. The relief has been short-lived, enrollment. however, as Tigard High School, two Since Measure 5 was approved in middle schools, and five elementary 1993, school budgets have largely been schools are once again at or exceeding determined by the State Legislature. capacity enrollment. The Legislature has emphasized parity in school funding, as school districts Funding across the state are now allotted equal The 1999-2000 budget for the Tigard- amounts of funding per student. This Tualatin School District is $65.4 million. approach has given additional money to TTSD receives 54% of its revenue from under-funded school districts and takes the State's School Support Fund and it away from traditionally well-funded Spotlight: Tigard-Tualatin Schools Enrollment Projected School Date Constructed Capacity 1999-2000 enrollment 2003-2004 enrollment Tigard High 1953 1500+additions 1,883 2,151 Tualatin High 1992 1500 1,540 1,607 Fowler MS 1974 900 952 1,130 Hazelbrook MS 1992 800+portables 751 694 Twality MS 1960 900 913 964 n Bridgeport 1982 600+portables 509 515 N Byrom 1979 600+portables 625 662 Charles F. Tigard 1945 595 567 549 Deer Creek 1997 600 609 625 Durham 1989 600 593 665 Metzger 1965 550+portables 657 739 Templeton 1965 550+portables 571 554 Tualatin 1939 600 459 435 Woodward 1979 600+portables 657 787 "Tigard Beyond Tomorrow" 2000 Community Vision 11 Schools and Education White Paper Update w districts. The proposed rate will raise The District's voters have traditionally approximately $4,228,928 in 2000-01; been strong supporters of tax measures $4,442,671 in 2001-02; $4,554,351 in to fund schools. In the last 20 years, 2002-03; $4,596,715 in 2003-04 and only three Tigard-Tualatin school tax $4,624,509 in 2004-05 for a total of measures have failed. In 1996 and $22,447,174 over five years. 1997, voters approved bond measures The school board has also issued for the School District. These bonds $3.6 million in Certificates of provided funding for computers; roof, Participation (COPs) to purchase and plumbing, and heating repairs; and renovate a building to house the safety and security improvements. district's administration building and The school board has recently voted maintenance shop/warehouse. The to place a Local Option tax not to 43,500+ square foot building is located exceed $1 per $1000 of assessed value in an industrial park at 72nd and on the May 16, 2000 "vote-by-mail" Sandburg Road in Tigard. Previously, it ballot. If approved, the levy would be in was the printing facility and effect for 5-years, beginning next year. headquarters for RFD Publications, In 2000-2001, the Local Option is which published This Week Magazine. expected to generate $4,228,928. It The purchase price was $2.1 million. would prevent cuts resulting from an The costs for renovations, permits and anticipated revenue shortfall of over architectural fees are expected to be an $1,000,000 next year. additional $1.9 million. No new tax The funds from this measure would dollars or general fund dollars will be be used to finance school operations, used to pay for this facility. including the following: In addition to the COPs, about $1.1 provide teachers to reduce million in interest earnings from prior classroom overcrowding and bond measures will be set aside for this improve the courses and programs project. Those dollars can only be spent offered to students; for facility construction and ® complete preventative maintenance improvements. projects to maintain the community's The CODs will be repaid from funds investment in existing school received from leasing the Phil Lewis site facilities; to Lowes (formerly Eagle) Hardware- 0 upgrade outdated computers and once the first $5 million in Phil Lewis computer software and improve the lease payments is returned to taxpayers technology instruction for students; as promised. e provide teacher training to improve The current administration building student achievement; and site will either be sold or leased at a y m prevent cuts to current education later date with the proceeds slated to programs. help pay for future school facilities. ( If this measure is not approved, the The District actively pursues grants district anticipates larger class sizes, and alternative funding sources. In a reduced course offerings, postponed 1999/2000 more than $200,000 in ~ preventative maintenance and grants are providing funding for science, inadequate computer equipment and after-school activities, and reading technology education. programs for Hispanic students. Grants partially fund programs for "at risk" "Tigard Beyond Tomorrow" 2000 Community Vision 12 Schools and Education White Paper Update None= students, drug and alcohol prevention School District Stafflngr programs, and sexual abstinence in past years, the Tigard-Tualatin programs. School District has been home to the The District is also pursuing National High School Teacher of the partnerships with community athletic Year, the Oregon Superintendent of the organizations to help cover the cost of Year, an OMSI!OPB Science Teacher repair and maintenance of athletic fields Award Winner, and a Walt Disney and facilities. Community members and American Teacher Award Winner. The local businesses are donating money to "Spotlight° below displays a breakdown build a covered stadium at Tualatin High of Tigard-Tualatin School District School. Staffing. Spotlight: Tigard-Tualatin School Staffing 1992-93 1998-99 %Chanze Student Enrollment 9600 11,286 +15% General Fund Budget $56.6 million $65.4 million +8% Teachers 588.3 626 +6% Classed Staff 291.8 411 +30% (Secretaries, custodians, eta) Administrators 40 37 -8% (Principals, Asst: Principals, eta) "Tigard Beyond Tomorrow" 2000 Community Ylsion 13 Schools and Education White Paper Update ~~ue~ • The maintenance and repair of public school infrastructure helps • ivcvr growth in our arcs rssu!ts in a prevent more expensive capital greater demand on our public school projects in the future and improves system. Schools in both the Tigard- the learning environment for Tualatin and Beaverton School students. What long-term stable District are at or near capacity. How funding sources will be available for should our community address the capital projects in the future? impacts of new growth on our public schools? • Sports, drama, choir, and other extracurricular activities help to keep • The Oregon Educational Act for the some "at risk" students in school, 21St Century will change many and are important to many other aspects of education. The 1996 students. However, these programs Community Survey indicated that are often among the first to suffer in many people in the community are times of budget cutbacks. According unfamiliar with the requirements of to the 1996 Community Survey, this legislation and want TTSD to extra-curricular activities are focus on "the basics" and diploma generally given a low priority by the achievement. How can these community. How can schools priorities be balanced by the District? balance these concerns? Are there any new methods to continue • The State of Oregon has recently providing extracurricular programs? introduced new academic standards. In particular, the Oregon Statewide • Local businebs-as have been active Assessments and the Certificates of partners in the education of our Initial and Advanced Mastery (CIM children. Oregon's Educational Act and CAM) are complicated and little for the 215t Century emphasizes this understood by the public. How can relationship. What can be done to citizens be better educated about the further strengthen the ties between advantages and ultimate goals of business and education? these programs? • Facilities are expensive to operate • What role, if any, should TTSD play and maintain. What opportunities in parks and recreation in the Tigard are there for TTSD to partner with area? community organizations that operate similar types of facilities? Is • As our area grows, there will be a there a way to create more efficient need for new school sites and school use of community facilities? buildings. How can community development be linked with long- • Continuing education programs are term school planning for facilities? an important resource for the Tigard How can the district acquire suitable community. Are the education sites for new schools? How will resources that are available well funding be acquired to build and know by residents and well operate these schools? coordinated by providers? "Tigard Beyond Tomorrow" 2000 Community Vision 14 Schools and Education White Paper Update ' .~ts~ct s c~ J! o L .Dt;s Transportation ]bond Task Force Item No. For Council Newsletter dated 'T. OC Recommended Projects Category Project Project Cost Major Collectors Gaarde Street - 99W to 121st Avenue $3,140,000 121st Avenue - Walnut to North Dakota $2,030,000 Walnut Street- Tiedeman to 121st $4,990,000 121st Avenue - Gaarde to Walnut $3,760,000 98th Ave. Signal:z.auou - at Durham Road $200,000 Minor Collectors Fonner Street - Walnut to S. of 115th Avenue $1,570,000 Totals $15,770,000 Bond Issue and Other Costs 1.5% $240,000 Grand'Tota1-$oi' fond issue $."1`6ODO: ;0 Alternative Projects Commercial Street (North side, Main St. to Lincoln St.) $460,000 Burnham Street - Main to Hall $1,570,000 Tigard Street - Main to Tiedeman (south side) $990,000 Tiedeman Ave. - Greenburg to Tigard St. $860,000 Note: Alternative Projects in the order of priority shown will be implemented if funding becomes available because of favorable bids, partnerships, or if some other funding mechanisms are identified. e h Prepared Marcli 16, 2000 CITY OF-MARD Eneneering Depa tment Shaping A Better Community MEMORANDUM f:ITY n= TIGARD 13125 SW Hall Blvd. Tigard, OR 97223 Phone 503-539-4171 Fax: 503-624-0752 TO: Planning Commission FROM Gus Duenas City Engineer DATE: April 7,-2000 SUBJECT: Transportation Bond Task Force Recommendations The Transportation Bond Task Force is scheduled to present a list of projects to the Planning Commission on April 17, 2000 for a proposed transportation bond measure in the November 2000 election ballot. Attached is the project list recommended by the Task Force. The Task Force will elaborate on the process through which the projects were selected, and will be making specific recommendations during the Planning Commission meeting on April 17th. Also attached are the projects originally considered, public comments, and some other relevant documents that - were developed during the course of the process to select the recommended. projects. The Task Force was created by City Council Resolution No. 99=19 to identify transportation, safety, sidewalk, and pedestrian/bikepath projects for inclusion in the bond measure to be submitted for voter approval. The projects recommended are to be submitted to the Planning Commission for review and comment, and to the City Council for review and approval. The Task Force has been meeting since April 1999 and initially developed an extensive list of projects for consideration. The projects proposed were rated using a variety of criteria aimed at meeting Tigard's transportation goals. After a series of public meetings (one on October 20, 1999 and the remainder in February 2000), the Task Force selected the attached list for submission to the Planning Commission. A The public input was carefully considered, and the final list was based on what would be approvable by the voters. The focus was on construction of major collectors, with the inclusion of one minor collector (Fonner Street) that had safety issues. The estimated cost for the R . recommended projects total $16 million, including the cost of issuance. The Task Force felt an altemative list of projects should be included for implementation in the event that bids come in lower than anticipated, or that other funding sources are found to supplement the bond proceeds. The alternative list of projects is shown in order of priority for implementation. The Task Force will elaborate on the specific recommendations during the presentation on the 17s' of April. However, some of recommendations include the following: ■ Focus of projects should be on the collectors ■ Bond should be in the $15416 million range ■ Bond should be issued on a 10-year term Projects should l;c -within the City limits ■ Partnerships and other funding sources should be aggressively sought to supplement bond proceeds ■ Adverse impacts on existing neighborhoods should be minimized ■ Former Street should be constructed at reduced width wherever feasible ■ Design standards should be examined to allow more flexibility in application to existing neighborhoods . Planning Commission comments will be incorporated into the submittal to City Council. The presentation to City Council is scheduled for May 9, 2000. Attachments c: Mayor and City Councilors Bill Monahan, City Manager Steve Clark, Transportation Bond Task Force Chair Mark Padgett, Transportation Bond Task Force Vice Chair Transportation Bond Task Force Members DAWord Documa=u\TTvurrdtW to Planning Cormmssion - Proposed Bond Projects r H 1 Transmittal of Proposed Bond Projects to Planning Commission Page 2 of 2 item Scil aL:.. CITY OF TIGARD OREGON City of Tigard, Oregon Proposed Bull Mountain Road 3.0 MG Reservoir / Proposed Alberta Rider Elementary School Integrated Reservoir Site - Sample Photos APRIL 2000 M SA&,bodes Inc, EnWliners ' - . 1a1S.Q:~,~e1024 ~at~lo WOW% K h~wxr® s~~tl°®Asso~at~,Inc. 121 S.W. Salmon, Sde 1020 ■ Ponland, Oregon 97,205 PHONE 503.275.9010 FA 503 .ZM02? 94-0310.112 April 18, 2000 N Mr. Mine Miller Utility Manager City of Tigard, City Hall 13125 SW Hall Blvd. Tigard, Oregon 97223 Re: Proposed Bull Mountain Road 3.0 Million Gallon Reservoir Preliminary Siting Efforts Dear Mike: In accordance with your request, please find the enclosed sample photos of integrated reservoir sites for your use in preliminary siting efforts for the proposed Bull Mountain Road 3.0 Million Gallon Reservoir. Also included under separate cover, are two conceptual site plan alternatives for a proposed buried reservoir. The proposed property appears to be well suited for a buried reservoir that allows recreational facilities to be integrated with the reservoir site. Please do not hesitate to call if you have questions regarding any of the above items. Sincerely, MURRAY, SMITH & ASSOCIATES, INC. Thomas P. Boland, P.E. F;%M0JECrb194D310.11MWW4. 1!-0 Aw i t nY~ P p~svou *rc°`rad~`6' G 5 ` p~ p N VOW ,a 93 Rrvotr r - Presa GO~nt rp~tes Stot+Bt 2 MG puricd ve-I tn8;°n Stradore: m~ Wmsl~notOn qcY of Otymp~►nc., OtY iornts Oanerc Aty Grant Q A3sucfa~a Inc., Pl Gs1on, 4eat~° 8B~0YK Ptcsaesse~ Preatr~`ing~ l'x 1 q ✓ 51 s Recipient of P.C.A.'s First Place Award of Excellence in 1987 for Distinguished Environmental Treatment Structure: 2.0 MG Buried Prestressed Concrete Water Storage Reservoir ("Ray'l Owner: City of Chandler, Arizona Design: Malcolm Pirnic, Inc., Phoenix, Arizona Tank Contractor & Prestressin : DYK Prestressed Tanks, Inc., El Cajon, California A r ~ ..Yss ht;h_ -4 Q l Recipient of P. C.A.'s First Place Award of Excellence in 1986 for Distinguished Environmental Treatment 4 Structure: I MG Buried Prestressed Concrete Water Storage Reservoir ("Touchstone") 13 Owner & Design: City of Lake Oswego, Oregon Landscape Architect: Robert E. Meyer Consultants, Inc., Beaverton, Oregon Prestressing: BBR Prestressed Tanks, Inc., El Cajon, California sm ' a ~ a \ < L Recipient of P. C.A.'s First Place Award of Excellence in 1978 for Distinguished Environmental Treatment Ask Structure: 3.6 MG Buried Prestressed Concrete Water Storage Reservoir tuma Owner: City of Auburn, Auburn, Washington luff Design: STRAAM Engineers Inc., Seattle, Washingon Prestressin : BBR Prestressed Tanks, Inc., El Cajon, California s<;;~1 :ts s y - mom Recipient of R C.A.'s First Place Award of Excellence in 1984 for Distinguished Environmental Treatment Structure: 2 MG Buried Prestressed Concrete Water Storage Reservoir ("Forest Highlands') Owner & Design: City of Lake Oswego, Oregon Landscape Architect: Robert E. Meyer Consultants, Inc., Beaverton, Oregon ® Prestressing: BBR Prestressed Tanks, Inc., El Cajon, California CITY Oi TIGARD ~ OAEOON M~ r ~ fi OMEN, III MINES PROPOSED 2.5 MG SW 141st AVE RESERVOIR CITY OF TIGARD MSA. September 1999 AGENDA ITEM # FOR AGENDA OF 4/18/00 CITY OF TIGARD, OREGON COUNCIL AGENDA ITEM SUMMARY ISSUE/AGENDA TITLE Tigard Central Business District Association Update PREPARED BY: Jim Hendrvx DEPT HEAD OK IW4 ITY MGR OK ISSUE BEFORE THE COUNCIL The Tigard Central Business District Association (TCBDA) contracted with the Oregon Downtown Development Association (ODDA) to conduct an on-site analysis in downtown Tigard on February 8 -10, 2000. TCBDA & ODDA will provide the City Council with the results of their Resource Team Report for Downtown Tigard. STAFF RECOMMENDATION No action is necessary INFORMATION SUMMARY On February 8 -10, 2000, ODDA conducted an on-site analysis of Tigard's downtown. In particular, the analysis looked business development, streetscape, building facades, parking, and organizational development. A kickoff meeting was held on the 8`h, where members of the community were invited to participate in the three day process. Input from community members was received on the downtown needs. The final report along with recommendations and drawings will be presented to the City Council. TCBDA will also iniate discussions on plans for the coming year. OTHER ALTERNATIVES CONSIDERED Not applicable VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY Community Character and Quality of Life/Downtown, Goal #1 - Provide opportunities to work proactively with Central Business District (CBD) businesses and property owners and citizens of Tigard to set the course + des CBD: «,.active; Action Plans - Explore or the future of the central downtown area; strategy u - T igaru ~ ~n~.,. Be u~ Proactive; , r.,,.,, options: Outside expertise (i.e., Economic Dev. Dir., Livable Oregon). FISCAL NOTES Community Development has $50,000 approved in the budget for consultant services to assist in preparation of downtown planning. Council authorized $20,000 of contract services for the TCBDA this past September. To date, approximately $10,000 of services have been provided. ® Oregon Downtown Development Association's ® Resource Team Report ® For ® Downtown Tigard, Oregon 0 0 0 R E 0 N DOWNTOWN ® DEVELOPMENT ASSOCIATION ® _ i,le ® February 8-10, 2000 ~eew~~~~xw~oawn~na~new~n~®s~ ~~i rm~s ~w~.~a~~ns®n ® This report was prepared by: 0 The Oregon Downtown Development Associaton ® PO Box 2912, Salem, Oregon 97308-2912 ® 503.587.0574 phone ® 503.587.0580 fax ® irifo@odda.org ® Resource Team Members: ® Vicki D. Hilliard, Team Leader ® Oregon Downtown Development Association ® Mark Seder, Architect ® Consultant ® Ed Hilliard, Landscape Architect Consultant ® Mary Bosch, Business Development Specialist ® Consultant 0 0 The Tigard Resource Team and Report were funded by the City of Tigard through the ® Tigard Central Business District Association. 0 ® Table of Contents Executive Summary 1 ® Project Introduction 5 ® Recommendations for Strengthening Downtown's Image & Sense of Place 6 ® Design Recommendations: Public Space 7 ® Design Recommendations: Private pace 11 ® Market Dynamics, Business Mix & Clustering Recommendations 15 ® We've Got the Plan, Now What'? .32 0 Partnering for Success .......................................................................33 ® Appendix .....................................................................34 O 0 Tigard Resource Tears i 71 ® Tigard Resource e-am ® Executive Summary ® Recommendations for Strengthening Downtown's Image & Sense of Place ® It is important to strengthen the downtown Tigard as the "heart" of the community and as ® the logical place for people to gather, interact and do business. This can be achieved, in ® part, through elements of design, appropriate mixed use redevelopment and capitalizing on ® Tigard's downtown image, history and culture. Fostering new collaborations and taking ad- vantage of opportunities to cooperate will also strengthen downtown Tigard as "the glue ® that holds the community together." ® ! Downtown Tigard is a haven in the midst of miles of highway sprawl. Creating a strong and ® positive image that promotes the specialness of downtown, then marketing it to the commu- ® nity, as well as visitors, will better define and highlight its unique role. ® • It is important that downtown is an inviting place with interesting storefronts (which en- ® courages browsing). It is also crucial that shoppers feel safe and welcome. Downtown has a ® very real problem of vagrants hanging out and people living under the highway bridge, or ® overnighting in their cars. This gives the southwest end of downtown an unsavory and un- ® safe reputation. A top priority should be to address and remedy this situation. ® Design Recommendations: Public Space ® • When entering the downtown core from Highway 99, an elevation change (drop) combined ® with a curving road make this area very inviting. There are other gateways into downtown ® (Tigard & Burnham Aves.) that should be enhanced, giving a stronger, more positive arrival ® impression. ® • Downtown Tigard has a very good relationship to Highway 99. It is highly visible and ap- ® pears easy to explore, especially from the southwest end of Main Street. The relationship of ® downtown to Highway 99 is something that couldn't be recreated in this day and time and ® efforts should be made to market and capitalize on this advantage. ® There is an opportunity for selective planting along Highway 99 to help screen unsightly ® roof tops and mechanicals. However, it will be important to keep interesting and inviting ® vistas from the highway intact wherever possible. ® • Pedestrian crossings in downtown need to be improved through better marking and surface ® texturing. This will interrupt and slow traffic. Bump-outs created at intersections would also help make downtown more pedestrian friendly. ® • Address traffic circulation issues to create a more "workable" downtown. This includes cre- ating a loop that would tie into a proposed parking lot off Burnham and Ash. Adding this ® loop would help improve circulation as well as add parking. ® The traffic pattern change noted above would provide a logical connection to, and increased parking for, downtown shopping and the proposed commuter rail system. This report ad- dresses new and upgraded pedestrian crossings from the proposed parking lot to the existing ® transit station. The proposed parking lot between Burnham and Commercial (the Ash loop) ® could provide as many as 150-180 new parking spaces if a deal with ODOT could be made to combine the three tracks into one in downtown, releasing this area for redevelopment. lee 1 W 0 • Additional downtown parking has been recommended in the following areas: on the north 49 side of Commercial Street there is a possibility of creating 20 more parking spaces by changing to angle-in parking instead of parallel parking; and there is the potential to create up to 100 additional spaces by carefully designing parking lots behind the businesses on Main Street and linking this area to the Ash loop. • With increased public parking and parking management, parking standards on Main Street could be abolished. One recommendation would be to eliminate the standards on Main Street first, then begin moving out from there as appropriate. • Pedestrian amenities are needed in downtown to make the area more inviting. Upgraded street lighting that is smaller in scale should be encouraged, along with plenty of trash re- ceptacles, and benches, where appropriate. It is important that sidewalks are unobstructed by trash receptaclelbanner holders. There are several instances where these are currently blocking the sidewalk. • There may be an opportunity to move and increase the size of the public library. A logical location would be the "Stash Tea" site. Locating a public anchor there would help connect the existing City Hall complex with the rest of downtown. This particular site exhibits a good opportunity for wetland redevelopment and an option for the City to create a wetland bank. This site could also tie into the trail system and transition into a new park space in downtown. • There is an opportunity to extend and link the trail from "under the bridge" to the north- west. The increased activity of a busy trail would help alleviate the live-in transient problem in this area. • The constant problem of people u-turning at the southwest end of Main Street has been ad- dressed in the plan with the creation of a traffic roundabout. Correctly designed, it should not hamper access or egress onto Highway 99. • Provisions in the plan have been made for combining the three railroad tracks into one line within the downtown area if ODOT's part of the RR right of way becomes available. Along with the increased downtown parking that has been proposed, a great opportunity for mixed use infill development exists along Main Street that should include a commuter station. Design Recommendations: Private Space • Downtown is the "glue" that holds several disparate uses together: industrial, residential, commercial and transportation. Downtown must be very strong in design, use and offerings in order to hold these "pieces" together. Downtown is currently being pulled apart by disparate uses; these include fine dining a couple of blocks down from an industrial axle business. More appropriate uses for the central downtown core should be explored and en- couraged. There is an opportunity to transition several Main Street industrial sites into uses that fit more within the context of traditional downtown development. These changes may not happen in the immediate future, but should be supported in long range vision and plan- ning for downtown. • There is strong investment in downtown which emphasizes a positive feeling for the future I and commitment to the idea that downtown is the place to do business. These are very posi- tive signs that Tigard's central business district is on the upswing. • There is a tremendous opportunity for siting an infill railroad commuter station on Main 2 ® Street where it is proposed that ODOT vacate their RR right of way. The station sho,iid ® contain mixed use retail and services in addition to transit. An infill project of this magni- ® tude could be a landmark project for downtown in a couple of different ways; in scale and ® design as it would be visible from several downtown and highway vantage points, and as a ® new anchor development that would help bridge and unite the two sections of downtown 0 currently separated by the wide railroad crossing. Redevelopment of this site could provide ® a new anchor for the north end of downtown, complementing the new A-Boy development. ® There is an opportunity to strengthen and improve the traditional downtown core with ap- propriate mixed use in-fill redevelopment in the Shell station location. Redeveloping this site will help improve the walkability of downtown and will move a highway commercial use out of the center of the downtown district. In addition to this site, other infill opportuni- ties that would "tighten" the urban fabric and pedestrian friendliness of downtown should ® be explored for redevelopment. ® Design guidelines are needed for downtown to ensure that new and rehabbed development fits into the existing scale and fabric of downtown. Also, guidelines for roofs seen from ® Highway 99 should be explored. These guidelines could fit within the context of a historic ® overlay district. ® C Enforcement of the sign ordinance, along with signage upgrades tremendously help the ap- pearance of downtown. ® . The existing downtown core, located on Main Street, should be improved and strengthened ® with fagade rehabs that include transparent storefronts, pedestrian scale signage and appro- priate building colors. Rehabs should take the building fagade back to the original design whenever possible. Appropriate architectural elements should be used in the downtown ® core that take into account the scale, massing, rhythm, fagade treatment and signage of tra- ® ditional downtown design. ® Market Dynamics, Business Mix and Clustering ® • There is an opportunity to create a stronger business climate in downtown Tigard by recruit- ® meat the appropriate mix of businesses into vacancies and new infill projects. e Downtown's identity and image as a friendly hometown shopping district has strong poten- ® ® tial. It has a positive urban feel and flavor and with aggressive promotion and marketing can ® become a unique destination. This image needs to be better defined and marketed. ® . A successful strategy for downtown will be to focus on building the retail base of a few core ® blocks, beginning with the block on Main Street between Burnham and Commercial. ® . There is an opportunity to develop a simple rack card or one page directory of downtown ® Tigard businesses. This would help market the district as a whole. ® . The shopping center adjacent to the downtown core needs updating to make this "entrance" area more inviting. C Downtown has two existing business clusters that should be built upon. They include a res- ® taurant/dining cluster and a home furnishings cluster. ® . The transient population is generating negative impacts on downtown. Numerous public ® safety incidents related to this population are hampering the image and success of this dis- trict. ® + Downtown Tigard has growing target markets of customers with expendable income. 3 Special promotions that are directed to these markets will help create an awareness of what downtown has to offer. Downtown Tigard's location is an advantage for business development. Its location adja- cent to Highway 99 offers exposure to thousands of potential customers every day. Downtown has a number of anchor or "attractor" businesses that are destinations in, and of, themselves. These types of businesses in downtown help serve as a magnet for customers. Downtown has a strong mix of convenience businesses that serve the needs of local resi- dents and workers. O The lack of critical mass of retail storefronts and the gaps in the commercial core make it IND challenging to market downtown as a unified business district. The goal is to create a strong, pedestrian friendly district where shoppers park once and shop often. The dotivi district has several businesses that are incongruent with the goal of creating a pedestrian friendly shopping district. Examples of this include: the axle shop, car wash/ gas station, and day laborer employment center. 4 s s Project Introduction ® The Oregon Downtown Development Association (ODDA) has been working with a group of downtown business owners over the past year and a half to help organize the Tigard Central ® Business District Association. The City has shown strong support for downtown revitalization ® efforts and the formation of a non-profit group to help implement projects. As part of that ® Support, the City provided resources to bring in a team of professionals to offer findings and ® recommendations related to downtown revitalization. ODDA contracted with the City and the ® Tigard Central Business District Association to implement a Resource Team site visit to ® address the areas of public space design, private space design, business mix and image develop- ment. ® On February 8, 2000, ODDA's Resource Team arrived in Tigard for three days of on-site, inten- ® sive work on downtown issues and opportunities. The Resource Team consisted of Vicki D. ® Hilliard, Executive Director of ODDA; Mary Bosch, Business Development and Marketing ® Specialist; Ed Hilliard, licensed Landscape Architect and Mark Seder, licensed Architect. ® The team held public meetings, focus groups, and individual interviews with stakeholders. In ® their efforts to collect relevant information, the Team also worked with city staff, ODOT, and ® other consultants who are currently working on plans related to downtown. A public presenta- ® tion of the Resource Team's findings and recommendations was presented at a meeting on the ® evening of February 10. ® This report is a summary of information collected and synthesized by the ODDA Resource Team. It is based upon the information presented at the February 10th meeting. ® 5 Recommendations for Strengthening Downtown's Image & Sense of Place As the Team's efforts gathered information about the community and received input on issues and opportunities, a recurring theme emerged on the need to strengthen the image of downtown 0 and further connect the community to downtown. It is important to strengthen downtown as the "heart" of the community and to establish it as "the glue that holds this diverse community to- gether." Downtown Tigard is different from many of the communities that ODDA works with 0 due to its strong residential and light manufacturing components directly adjacent to Main Street. A real opportunity exists to better integrate this sizable "captive audience" into down- town. Downtown, because of its scale, location, and offerings should be marketed as the logi- cal place for locals and visitors to gather, interact and do business. This can be achieved, in part, through elements of design that include, appropriate infill development, safe and inviting environments that encourage browsing, interesting and appropriate businesses, and an image 0 that emphasizes and actively promotes the uniqueness of downtown. This is a very opportune time for downtown revitalization in Tigard through partnership efforts of the Tigard Central Business District Group (TCBD) and the City. Downtown is experiencing a recent, and notable, reinvestment in commercial properties. Other opportunities are emerging, as well. This,type of reinvestment shows belief in, and commitment to, the central business district as the place to do business. The City is also showing strong support for downtown revi- talization activities. The timing is right to implement partnerships and projects that will strengthen and market downtown Tigard's assets while addressing and overcoming existing challenges. g g 6 dFJ Design Recommendations: Public Space ® Topics Addressed in This Section ® Downtown's Relationship to Highway 99 Pedestrian Circulation and Amenities ® Streetscape Improvements ® Traffic Circulation ® Parking ® Proposed Site for Library/Wetlands Redevelopment ® Extending the Downtown Trail ® Proposed Roundabout ® Utilizing ODOT's RR Right of Way 40 40 49 Downtown's Relationship to Highway 99 ® Downtown has a very special relationship to Highway 99. The downtown core is sited ® "below", and adjacent to, this heavily congested thoroughfare lined with commercial sprawl. Downtown has the feel and elements of a traditional downtown commercial district, with small, ® contiguous storefronts that are sited adjacent to the sidewalk. The Resource Team viewed ® downtown Tigard as an a true oasis in the midst of miles and miles of pavement and highway ® commercial sprawl. ® The entrances into downtown from the highway are sinuous, curving down into town giving ® and the impression of arrival into a special environment that is very different from the highway. 0 Downtown is also very fortunate in that it can be easily seen from the highway and appears very easy to explore. The relationship of Highway 99 to downtown is something that couldn't be rec- ® reated and should be capitalized on and marketed to the community and visitors. ® There is an opportunity to selectively plant trees between the highway and the backs of ® businesses that have unsightly roof tops and mechanicals. However, it is of critical importance ® not to plant this area as a solid screen. Interesting and inviting vistas into downtown should be ® kept and enhanced. ® There is also an opportunity to improve the other gateways into downtown; namely from Burn- ham and Tigard Avenues. These streets serve as more informal gateways and should be ® upgraded and enhanced to provide a positive "arrival" impression. ® Pedestrian Circulation and Amenities ® One of the goals of downtown revitalization is to improve the pedestrian friendliness and walk- ® ability of the district. Downtown Tigard has several opportunities to upgrade their facilities to ® make it as friendly to pedestrians as it is to vehicles. Improved pedestrian crossings in 7 One of the goals of downtown revitalization is to improve the pedestrian friendliness and walk- ability of the district. Downtown Tigard has several opportunities to upgrade their facilities to make it as friendly to pedestrians as it is to vehicles. Improved pedestrian crossings in 40 downtown are needed. They should be textured and clearly marked; this combination will 40 naturally "interrupt" and slow traffic, making it much easier for pedestrians to cross Main Street. Creating bump-outs at intersections will also help calm traffic, give pedestrians a better line of sight, and a shorter crossing distance. The City already has plans to upgrade Burnham with sidewalks. This will create a stronger con- nection between the City Hall complex and downtown and will encourage better pedestrian cir- culation. Pedestrian amenities are important to make people feel welcome and comfortable in a down- town setting. Upgraded street lighting that is more human-scale is needed along Main Street, along with trash receptacles and benches, where appropriate. It is important that sidewalks re- main 40 unobstructed by trash receptacle/banner holders. There are several instances in downtown where this is currently a problem. Traffic Circulation The Team found that downtown Tigard has very limited circulation opportunities, because it is bounded on the northwest by Highway 99, with only Tigard Avenue providing circulation from 46 the west. On the southeast side of Main Street, Scoffins, Commercial and Burnham provide circulation to the east. The railroad right of way and Fanno Creek are two barriers that further 40 inhibit development of traffic circulation patterns. Vehicle circulation problems are addressed 40 in the plan to create a more "workable" downtown. This includes a proposal to create a loop that would tie into a proposed parking lot area off Burnham and Ash. Ash Street would need to ~ be realigned on the south side of Burnham, then extended on the north side creating the loop. This change in the traffic pattern would add another option to help move traffic anti provide ad- ditional downtown parking (see next section). Parking The traffic pattern change noted above would provide a.logical connection to, and increased 41 parking for, the proposed commuter rail system as well as downtown parking. New and up-40 graded pedestrian crossings from the proposed parking lot to the existing transit station have been addressed for safety. The proposed parking lot created through the development of the 40 "Ash loop" could provide as many as 150-180 additional parking spaces for downtown, if Oregon Department of Transportation (ODOT) would enter into an agreement to release this area for redevelopment. 8 Additional parking has been recommended in the following areas: on the north side of Com- mercial Street and behind Main Street businesses. On Commercial there is the potential of cre- ating about 20 new spaces by changing to angle-in parking as opposed to parallel (as it ® currently exists). With careful planning and design, there is the potential to create about 100 additional parking spaces behind businesses on Main Street. This parking would tie into the ® proposed Ash loop lot. This is a good opportunity for property owners to partner with the City ® to create more parking. ® It is recommended that downtown undertake a parking study and explore the possibility of ® parking management as another option to help maintain customer and employee parking. With ® parking management and increased public parking capacity, parking standards for downtown ® could be abolished. Our recommendation would be to combine parking management with in- 0 creased ® capacity prior to getting rid of the standards. It would also be a good idea to remove the stan- dards from Main Street first, then move out from that point in a carefully planned way. ® Proposed Site for Library & Wetlands Redevelopment In stakeholder interviews during the Resource Team process, the comment was made that the ® library needs to expand, and possibly move. After carefully evaluating the relationship of the • City Hall complex to the downtown core, the Team began looking for potential library sites that ® could better link downtown with City Hall while better serving the community through a larger ® facility. The Team recommends the City explore the possibility of moving the library to the ® "Stash Tea" location on Burnham. This site could provide a better connection from downtown ® to City Hall and could accommodate the need for a larger facility. This particular site exhibits a ® good opportunity for wetland redevelopment and an option for the City to create a wetland ® bank. (Wetland credits are worth about $30,000 - $50,000 per acre.) As part of the site, an ® opportunity exists to tie the wetland area into the trail system, providing a new park setting, 0 with linkages, adjacent to downtown. ® Extending the Downtown Trail I® ® As soon as possible, an effort should be made to extend and link the trail that ends beneath the ® Highway 99 bridge in downtown. Currently, this area is a haven for vagrants who hang out and live there making this end of downtown unpleasant. An extension and linking of the trail will N ! ® increase activity in the area and help alleviate this serious downtown problem. ® Proposed Roundabout ® With the existing constraints in downtown traffic circulation and overwhelming congestion on ® Highway 99, there is a need to address the issue of drivers u-turning at the southwest end of ® Main Street rather than using the congested highway for circulation. The Team proposes the 9 w v City explore the possibility of a traffic roundabout near the entrance of the Main Street Apart- ments to address this problem. Correctly designed, a roundabout should not hamper access or 40 egress onto Highway 99 or into the apartment complex. It would put a stop to the numerous 40 illegal turns that are occurring at this end of town every day. Utilizing ODOT's RR Right of Way Downtown Tigard can better define its role and historic image as a transportation hub in the following way: working out a deal with ODOT to take over their railroad right of way. If this happens, the three sets of railroad tracks that are currently bisecting downtown could be com- bined into one, releasing space for infill development of a mixed used commuter rail station and additional downtown parking (this potential redevelopment project will be discussed in fur- ther detail in the Private Space Design section of this report.) 10 ® Design Recommendations: Private Space ® Topics Addressed in This Section ® Confidence and Reinvestment in Downtown 0 Downtown as the "Glue" ® Transitioning to More Traditional Downtown Uses ® Traditional Downtown Storefront Design Features ® General Recommendations for Storefront Rehabs ® Rehab and Redevelopment Opportunities ® Infill Opportunities Design Guidelines / Overlay District ® Signage/Sign Code Enforcement ® Confidence and Reinvestment in Downtown ® Downtown is showing signs of strong investor confidence with the redevelopment of the A-Boy ® site and other building rehabs currently underway. This type of investment in downtown signals ® a feeling of confidence in downtown as the place to do business. This evidence, as well as opin- ® ions voiced by community stakeholders, points to the fact that downtown Tigard is on the up- swing. ® Downtown as the "Glue" 40 ® Downtown Tigard is the "glue" that holds the community, as well as disparate downtown uses ® together: industrial, residential, commercial and transportation. Downtown must be extremely ® strong in design, use and offerings in order to successfully hold all these "pieces" together. ® Currently, downtown is being pulled apart by adjacent retail and industrial uses that do not ® complement each other and inhibit pedestrian movement and activity in the district. ® Transitioning to More Traditional Downtown Uses ® Tigard's downtown core is small and Main Street should serve as a retail and service center. Industrial uses should be sited off Main Street, adjacent to downtown, in more appropriate loca- tions. As it exists now, a couple of industrial/ light industrial businesses interrupt the flow, con- ® tinuity, and "browser friendliness" of Tigard's downtown business district. There is an oppor- tunity to transition several of these Main Street industrial sites into uses that fit more ® appropriately within the context of traditional downtown development. These changes may not occur in the immediate future, but should be supported in long range vision and planning for downtown. ~ 11 0 Rehab and Redevelopment Opportunities There are opportunities in downtown, especially along the west side of Main Street at the south- west end, to upgrade and rehab building facades to make this area more inviting and help bal- ance the A-Boy project. The existing downtown core should be improved with fagade rehabs that include transparent storefronts, pedestrian scale signage and appropriate building colors. Buildings should be taken back to original whenever possible. Appropriate architectural ele- ments should be used in downtown that reflect the scale, massing, rhythm, fagade treatment and signage of traditional downtown development. One primary downtown site that could benefit from redevelopment is the Oregon Drive Axle Supply complex located along Fanno Creek. The building was originally used as a mill and is an interesting structure. This site could transition into a more appropriate use that would en- hance downtown livability and attractiveness, perhaps as a restaurant/brew pub with outdoor seating along the creek. The interior rehab should retain the original structure. The exterior should be rehabbed to make it more attractive and inviting by using elements that encourage pedestrian movement and activity. 19 Often forgotten, yet constantly seen, are the backs of the buildings that are adjacent to the high- way. There is a real need to upgrade the backs of these buildings and make them more attrac- tive, as they often give a first impression of downtown. Business signage on the backs of these businesses also needs to be improved and upgraded (see the Signage/ Sign Code Enforcement section). Infill Opportunities Downtown Tigard is very fortunate in that it has a relatively tight urban fabric; meaning that there are not very many gaps or "broken teeth" in the building line along Main Street. There are a couple of very good infill opportunities in downtown that would help tighten the fabric of downtown, enhancing the district's walkability. They include ODOT's railroad right of way on the west side of Main Street and the Shell service station location. The vacation of ODOT's right of way would offer a great opportunity to create a mixed use project that would be anchored by a commuter rail station and include complementary retail and services (as well as additional parking). This development could be a wonderful landmark for downtown; visible from the southwest entrance of downtown as well as from the visitas along the highway. It could "bookend" the new Chamber office development across the street and serve as a new anchor at this end of downtown. With the proposed vacation of ODOT's railroad right of way, there is an opportunity to infill this area on the southwest side on Main Street, next to the new Chamber office. Though small, infilling this site would help tighten the architectural fabric of downtown. Infilling the railroad right of way on both sides of Main Street would help connect the two parts of downtown that 0 12 s~ ® the railroad divides. ® Another infill opportunity for downtown is at the current Shell station location. Moving this ® highway commercial use out of the center of downtown and creating storefronts that suppvi ® the rest of downtown, in style and use, will help increase the browsing synergy and dynamics ® that. help make downtowns successful. ® Traditional Downtown Storefront Design Features ® The facade elements that contribute to healthy, livable downtowns include: ® 0 Transparent storefronts at the street level, i.e. large windows Bulkheads below the storefront windows ® • Recessed storefront entries ® . Sidewalk protection, i.e. awnings or canopies ® . Breakup of the horizontal building line with vertical structural elements, i.e. pilasters or ® columns ® • Upper levels punctuated with rhythmic use of vertically proportioned windows 0 . Articulated parapets that vary in height and character from building to building ® General Recommendations for Storefront Rehabs 0 . Restore buildings back to their original whenever financially and structurally feasible; strip- ping away the layers of fagade treatments to expose the building's original architectural ® character. 0 • Fagade rehabs should include power washing, fresh paint and replacement of dilapidated ® materials and implementation of the design principles mentioned above. ® Y Appropriate storefront signage that addresses both vehicular and pedestrian traffic; this in- 0 cludes storefront signage above the sidewalk protection and blade signage beneath. ® a Breakup of horizontal building lines and sidewalk protection with the use of vertical ele- 0 ments, i.e. pilasters and columns. ® Design Guidelines/ Overlay District i Design guidelines for downtown could help control inappropriate rehabs and infill develop- ® ments. Guidelines will help ensure that these type of projects will fit into the existing scale, massing and fabric of downtown. Also, design guidelines for roofs seen from Highway 99 ® should be explored as an option to help alleviate some of these obvious eyesores. ® Design guidelines for downtown could certainly fit within the context of a historic overlay dis- ® trict that would help protect and enhance, the traditional downtown buildings that make this ® district so charming. ® 13 Signage/ Sign Code Enforcement Along with the general appearance of the facades, signage is an issue that needs to be addressed in making downtown more attractive. High quality signage that is scaled to pedestrians and very slow moving traffic (25-30 mph) should be encouraged for downtown facades. Vacuum formed plastic and oversized signs are generally inappropriate for a downtown environment. Lighting 40 for signs that are illuminated at night should be as inconspicuous as possible, avoiding obtru- sive or gaudy lighting techniques. Signs can be illuminated with incandescent, fluorescent, or halogen lights. Blade signs that extend from underneath awnings or canopies perpendicular from the building fronts, should be encouraged in a downtown setting as they are geared to the pedestrian. Most of the signage at the backs of the businesses that are adjacent to Highway 99 need to be more cohesive, professional in appearance and upgraded, along with the backs of the buildings themselves. The view of these businesses from "up above" (on the highway) generally gives a very unfavorable impression of downtown. 0 Enforcement of the existing sign code is an important and available tool that should be used. This v~ ll help unclutter downtown storefronts and windows, making the whole area more at- tractive and inviting. 40 14 ® Market Dynamics, Business Mix and ® Clustering Recommendations ® Introduction Downtown business mix development is the most difficult aspect of the downtown revitaliza- ® tion and development. Its importance lies in the fact that it provides the economic payback for 0 the investment the community makes into downtown revitalization. Business mix develop- ment, also defined as economic restructuring, is generally defined as the retention, expansion ® and recruitment of businesses within the downtown area. It is also the study of the appropriate placement and clustering of businesses for the traditional downtown core. This ® includes keeping highway commercial and traditional downtown development in their appropri- ate locations. ® This section of the Tigard Resource Team report focuses on market factors and business mix ® and provides Tigard volunteers and City staff with direction and guidance as they seek to 89 achieve the goal of creating a more economically vibrant downtown area. Among the key ques- ® tions to 0 address in creating a strong business district are: 0 o Who are downtown's customers? ® ® What are their shopping habits and interests? ! • What shopping is available to them? What is the current `supply' of retail/services? ® 0 What are the market voids or niches that downtown can fill? ® ® How can downtown compete for the available shopping dollars in the trade area? • What are the most profitable locations for businesses? ® C How can all this information be `packaged' to strengthen existing businesses and to recruit ® new businesses? ® The findings and conclusions of the market assessment and business analysis are based upon ® the following: community input during the Oregon Downtown Development Association's ® Resource Team visit February 8, 9 and 10, 2000; definition of downtown's trade area; analysis ® of trade area demographic and lifestyle data; and in-store and telephone interviews with se- ® lected business owners. H 1 ® Topics addressed in this section ® Current Business Profile ® Trade Area and Market Segments ® Competitive Advantages and Disadvantages ® Business Mix ® Next Steps for Downtown Business Development ® 15 w Current Business Profile Types of Activities w A successful business mix in virtually any size downtown will have a balance and mix of uses that includes housing, professional and government services, entertainment and retail shopping. For purposes of this analysis, the core business district of downtown Tigard is defined as SW Main Street from Scoffins Street, where U.S. Bank is located, to the Main Street Apartments. However, the strip shopping center just off Highway 99 and Commercial and Burnham Streets are also considered part of the greater downtown Tigard area. Professional and Financial Services This category includes banks, savings & loans, physicians, insurance agencies, financial advi- w sors, attorneys, certified public accountants, home designers, and any other office situation that w provides professional services. The function of this category is to provide downtown with em- w ployees that will use, and are able to pay for, other available services. This category tends to w pay higher rents and has less turnover than the retail and entertainment categories. Among the most prominent professional and financial service companies within downtown Ti- gard are: U.S. Bank, Tigard Vision Center, a real estate company, American Family Insurance and an attorney's office. Retail The retail category includes grocery, pharmaceuticals, apparel, dry goods, hardware, cards and gifts, home furnishings, and any other category that provides goods with or without services. Successful small downtowns offer a mix of largely convenience and specialty goods. The most likely retailer for the downtown core will be a home-owned, sole proprietorship or small local corporation. National corporate chains prefer mall locations. Currently downtown Tigard is home to several retail and specialty business operations includ- ing: gift and antique shops, frame shops, a carpet store, paint and wall paper stores, office supply, gas, specialty sporting goods and hardware/electric/lighting supply. Entertainment This category is closely related to retail except that businesses function as attractors for custom- w ers seeking entertainment venues. Entertainment establishments include restaurants, video w stores, theatres, galleries, bars and taverns, coffee shops and any other business that attracts 40 customers for social or entertainment purposes. This category supports the retail services cate- w gory by offering the downtown customer an opportunity for entertainment and refreshment. w For a relatively small area, downtown has a number of strong restaurants/eateries. Among these are: Cafe Allegro, Bellagios Pizza, Tigard Sub Shop, Manilla Express, Cyber Cafe, 16 w 40 dFA v ® espresso stands, and the nearby McDonalds. Convenience Services ® Tigard is fortunate to have a number of other small businesses in the core business district that ® meet some of the basic needs of area workers and local residents alike. These include: dry ® cleaners, shoe repair, gas, liquor store and hair salon. ~i Government Services Downtown has been the traditional location for government offices and services such as the ® Post Office and Library. Government offices, such as the Post Office, are essential in develop- ing the personality of a community through their scale, character and design. These types of services serve as anchors for a downtown. Anchor vs. Attractor Businesses ® An important function of an anchor business is to establish a complementary cluster of retail ® businesses around its perimeter. Anchor businesses are found in malls and are used to attract smaller business operations which depend on customer traffic created by the anchor business. ® Many small downtowns often do not have an anchor as a customer draw. Tigard is fortunate to have several strong anchor businesses that generate high daily customer traffic volumes. Some ® of these are listed below: ® . Post Office, serving about 800 walk-in customers daily Health Hut (club), 350 customers/day ® i US Bank, 1,000 customers/day ® . A-Boy, 200-300 customers/day ® . Greyhound bus station, 200 customers/day ERM ® Small downtowns primarily depend on attractors for customer traffic. Attractors are businesses ® or services that steadily serve the local community. It is important to recognize what type of ® customer business categories attract, and then leverage that information in recruiting new busi- nesses into downtown. y -I a ® . ® 17 1111MM EM The primary attractors represent the reasons that local shoppers are currently using downtown. g Primary Attractors to Downtown Tigard (examples) Professional and Financial Services Bank Professional off ces: real estate, attorney, insurance Eye care Retail / Services Hair salon Gas.'automotive Home furnishings and accessories Dining'EntertainmentiArts/Recreation Restaurants Health club Government Services Post Office 18 a ® Trade Area and Market Segments 40 ® Trade Area Definition ® A trade area is defined as the geographic area from which the great majority of regular custom- 0 ers originate. The market area for downtown Tigard was identified based on interviews with ® downtown business owners, drive time estimates and the location of existing competitive shop- ® ping centers. The trade area drawn for this analysis is focused primarily on a ten-minute drive time for convenience shoppers and the provision of conve:ience goods and eating and drinking ® services. It is described in the next section. ® Target Markets ® Market segments represent the consumers who currently or potentially shop in your downtown. ® Understanding who these consumers are, and knowing each segment's shopping habits and ® needs can help drive promotional campaigns, business recruitment and retention policies and ® business mix. ® As already indicated, the primary market for many downtown Tigard businesses is a trade area ® customer that is using the downtown because of its convenience, location, and unique merchan- dise or selection. Several businesses were asked to identify their prime market area. Conserva- tively, it was estimated to be a three-mile radius from the corner of Main Street and Electric in ® downtown. This area encompasses Tigard, King City, Durham and a small part of Tualatin and Lake Oswego. Below are current demographics for the primary residents of the downtown ® Tigard trade area market. ® Exhibit 1: 'trade Area Demographics ® 1990 1999 2004 Population 86,073 107,343 117,526 + ® Households 35,808_ 45,148 49,718 1 ® Median Household Income $37,009 $52,529 $61,825 + ® Median Age 34 36.8 38 ® Percentage Age 65 or over 11% 13% 12% 3 ® Source: CACI Marketing Services, U.S. Census 19 00 [Me- It is notable that tl;e median age (36.8) for the trade area population is the same as it is for Ore- gon as a whole. Thirteen percent of the population is age 65 or over, compared with 14% for Oregon as a whole. A significant percentage (25%) is age 19 or younger. Other Target Markets Other potential markets for downtown Tigard are local employees, nearby residents, Tri-Met commuters, high school students and area visitors. Below are data that illustrate the size of these market segments. ✓ Traffic volumes are very high on Highway 99 and within the downtown district. Downtown's orientation to the highway provides excellent exposure to the business district and the chance to lure customers to businesses. ✓ Within a half-mile from the heart of downtown Tigard are at least 2,000 employ- ees. Many of these employees are daily customers of Tigard businesses. They provide a stable, year-round market. ✓ Area residents, in particular the occupants of the Main Street Apartments anchor- ing one end of the downtown district, are a prime target market for downtown conven- ience shopping. This 239-unit complex serves a mid-to-upper income group and helps balance the lower income housing adjacent to other parts of downtown. A .one-bedroom apartment there rents for about $600 and a three-bedroom for $1,000. ✓ The alternative high school in the downtown has 120 students enrolled. At lunch-40 time the students have an hour to eat out (downtown or elsewhere) and shop. Most take public transportation to and from school and can spend time and money in downtown 0 Tigard after school as well. ✓ Visitors also come to downtown Tigard for the festivals of Crary Daize, Tigard Days and the annual Balloon Fest, which brings in thousands at Cooks Park nearby. ✓ Long term, the commuter rail service is projected to serve 1,850 customers daily. Transit users will be potential customers for downtown. More information on customer behavior is provided in Appendix A, "Buyers vs. Browsers." 0 Lifestyle Characteristics Lifestyle, or psychographic, data for the trade area was analyzed to add dimension to the above demographic characteristics. Lifestyle data is derived from households within the trade area . that are grouped into clusters. The groups bear descriptive names meant to convey a type of 20 neighborhood or lifestyle. Psychographics from the ACORN Lifestyle Reports provided by ® CACI Marketing Systems for the Tigard primary trade area are detailed below. ]Exhibit 2 ® Primary Lifestyle Characteristics ® Tigard Trade Area ® 1999 ® Consumer Groups Percent Population Affluent Families 34% 36,003 Upscale Households 31% 32,85 ® U and Coming Singles 19% 20,21 ® Retirement Styles 16% 17,426 ® City Dwellers 0.8% 829 ® TOTAL 100% 107,330 ® Source: CACI Marketing Systems, 1999 ® Within these broad consumer categories are several lifestyle groups representative of the Tigard ® market. The profile of these groups is highlighted below. ® Affluent Families, 34% ® This group includes successful suburbanites, prosperous baby boomers, those in a semirural ® lifestyle. ® Successful suburbanites have achieved family success and home ownership (90%) and are up- wardly mobile. They splurge on home furnishings and improvements, apparel, electronic toils ® and travel. They are professional, well educated and mobile. ® Prosperous baby boomers are younger boomers with young, school-age children. The group ® sets the trend for families with working mothers. They have an active lifestyle through partici- pation in sports, civic groups and adult education. Expenditures include PCs, electronics, ® sports equipment, children's goods, and home furnishings. They tend to carry a lot of insur- ance. i i ® Semi-rural Lifestyle consumers are prosperous households which have opted for semi-rural i locales. Many are self-employed and work at home. As a group, they tend to be homebodies ® with interests in home projects, cooking, and entertainment. The group includes couples aged '35 to 54 with and without children at home. About one-third are empty nesters. They spend money on home furnishings and improvements and the latest electronic gadgets, PCs, camcor- ders and cameras. They read extensively-books, magazines and newspapers. 21 Upscale Households, 31% Urban professional couples and baby boomers with children are the two largest lifestyle groups in the Tigard trade area that comprise this category. 40 Urban professional couples include the first cohorts of the baby boom. They have few or no children, and tend to be politically active and environmentally sensitive. They are also physically active and join health clubs and spend on sports. They spend lavishly on home fur-49 nishings and dining out. They travel extensively and purchase two or more daily papers as well 40 as business magazines. • Boomers with children focus their time and money on home and family oriented activities. Lei-40 sure time includes home projects and crafts; entertainment includes bowling and video rentals, 40 picnics and barbeques. Fast food is popular. They own pets and spend money on vehicles, home furnishings, children's apparel and toys and electronic equipment. Up and Coming Singles, 19% The main lifestyle identified within this category for Tigard is enterprising young singles. These are ambitious people with a head start and promise of success. They are very active, dine out frequently and spend money on new household items such as furniture and appliances. They join health clubs and enjoy a variety of sports, electronic games, dancing, etc. This group is the number one consumer of fast food. They also purchase apparel extensively. 40 40 Retirement Styles, 15% 41 The largest lifestyle group within this category in the downtown Tigard trade area is called Sen-40 ior Sun Seekers. The group is very mobile and has time and income on their hands. They golf, 40 read, travel, socialize, play games, eat out and entertain. They are homeowners but spend more on crafts and hobbies than houses. They own RVs and spend on their car or travel vehicles. They purchase lottery tickets at an above average rate, but also invest and save. City Dwellers, 0.8% This category focuses on Newly Formed Households for the Tigard market. They are physi- cally active-in bowling, wilderness sports and winter sports. They live in neighborhoods in transition and older households too. They include young families and single parents. They visit museums and zoos, enjoy crafts and hobbies. Their spending is home-oriented. Their media preferences are radio and newspapers. 40 Spending and Purchasing Potential 40 ivlarket activity for specific goods and services is evaluted using the Purchase Potential Index (PPI) and the Spending Potential Index (SPI). These measure of market activity are developed by CACI Marketing Systems. While the PPI measure the consumer's tendency to bury certain goods and services, the SPI denotes actual dollars spent on these goods and services. Listed be- low are those categories of goods or services at which the downtown Tigard trade area popula- tion is purchasing or spending above the national average. 0 22 NINE ® Purchase Potential (Level or Rate of Buying) ® The downtown Tigard trade area population makes purchases at rates or levels above the ® national average for the following categories of merchandise. This is an indication of a higher ® level of demand for the following products: ® Restaurants ® Entertainment, including sporting events, theater, concerts, video rental ® Financial services, including auto/home loans and investments ® Home services ® Alcoholic beverages ® Electronics, such as tapes/CDs and PCs ® Travel, including hotel and motel spending ® Luggage ® Film processing ® Spending Potential (Level or Rate of Spending) ® The downtown Tigard trade area population spends at rates or levels above the national average ® for the following categories of merchandise. This is an indication that consumers are willing ® (and presumably able) to spend more than the average U.S. consumer for these goods or services. ® Sporting events Groceries Home improvement - paint ® Household furnishings ® Restaurants ® Vehicles (automobile) ® Telephones 23 0 Downtown Tigard's Competitive Advantages and Disadvantages for Business Development Competitive Advantages 1. Growing target markets as indicated in the Trade Area and Market Segments section. 2. Downtown Tigaard's location is also an advantage for business development with its lo- cation right off Highway 99. This allows exposure to thousands of vehicle trips daily, encourag- ing business development. 3. `Attractor' or anchor businesses and institutions. A number of businesses have large and loyal customer bases and several draw from outside the immediate area: A-Boy Electric, U. 49 S. Bank, the Health Hut and the Post Office are among the important magnets for bringing po- tential customers into the downtown area. 4. Businesses and individuals are investing in downtown and throughout Tigard signaling a 49 high degree of confidence in the future. In recent years, several million dollars of both public 40 and private dollars have been invested in numerous downtown projects, from the 17,000 square foot A-Boy building to the new Chamber of Commerce building and streetscape improvements. The vast majority of business owners expressed a very positive outlook about the future during 40 the Resource Team visit 5. A cluster of home furnishings and accessories businesses in the downtown area provides an opportunity for joint marketing and promotions. Currently in the core downtown are two paint stores, A-Boy hardware/electric/lighting, two frame shops, two antiques stores, an upholstery business, and carpeting and office furniture outlets that offer some home accesso- ries. 6. Downtown has a strong mix of convenience businesses, that serve the convenience needs of local residents and workers. These include two dry cleaners, a shoe repair, a gas sta- tion/car wash, hair salon, bank, espresso and a liquor store, 40 Competitive Disadvantages 1. Lack of a critical mass of retail storefronts and the gaps or blank spaces in the commer- 4) cial core make it challenging to market downtown Tigard as a unified business district. Large parking lots, the railroad tracks and right of way, together with some building vacancies and office occupants in potential retail space, all work against creating a pedestrian-oriented shop-40 ping district that encourages people, once out of their cars, to keep walking down the street, 40 visiting businesses and spending money. 24 41 ffimmom 0 ® Creating a unified pedestrian-oriented district demands uninterrupted storefronts and active ® retail or entertainment businesses with strong street appeal. This allows the district to develop ® a critical mass of businesses and serve as a destination for a large number of shoppers looking ® for a unique and broad selection of merchandise in an attractive and inviting atmosphere. ® 2. Incompatible business uses. The downtown district has several businesses that are in- congruent with the goal of creating a pedestrian shopping district. Examples of this include: the axle shop, car wash and day laborer employment center. ® 3. Absence of a well-defined identity. Creating a strong, concrete image as a business dis- trict takes time and consistent, continuous promotions and marketing. Downtown Tigard has ® the potential to create and market a positive image and unique identity. ® 4. The transient population has generated direct and indirect negative impacts on down- town. Homeless people live in downtown under the bridge. They are in part located there be- cause of the convenience to Labor Ready, the day-laborer facility in downtown. Numerous ® public safety incidents related to the homeless population were mentioned by those interviewed 40 during the Resource Team visit. 40 5. Automobile traffic congestion may be an impediment to encouraging pedestrian flow 0 and movement through downtown. ® Opportunities ® 1. Vacancies and infill development. Several vacancies exist in downtown Tigard that ® should be the first priority for business development and expansion. Adjacent to A-Boy, the Do- Ian family has approximately 7,700 feet on the ground floor of a new two-story building. A ® building services company employing about 50 persons will occupy the upper floor and retail is ® being courted for the spaces below. Vacancies at the comer of Burnham and Main and on ® Main between Burnham and the railroad tracks offer important opportunities to influence the 0 business mix and identity of downtown Tigard. If at all possible, ground floor space should be ® devoted to retail uses. 40 2. Tigard's identity and image as a friendly hometown-shopping district has strong poten- 40 tial. It has a positive urban feel and flavor and with aggressive promotion and marketing can ® become a unique destination. ® 3. Creation of a distinctive, dynamic retail district. A successful strategy for downtown Ti- gard will be to focus on building the retail base of a few core blocks, beginning with the block ® on Main Street between Burnham and Commercial. This would entail helping existing retail/ ® restaurant businesses succeed and filling the vacancies and other ® g ground floor space with retail/ 0 restaurants as spots become available. The physical improvements recommended in the Design 0 section of this report go hand in glove with creating an inviting atmosphere for shopping. ® 25 4. Special promotions to target markets. Successful business districts often promote the businesses together to increase sales from existing or prospective markets. Downtown Tigard businesses could benefit from organizing special events and retail promotions that encourage customers to visit businesses and shop the district. A few examples are; during the Balloon Festival, Crazy Daize or other events, creating a Passport game, scavenger hunt, poker or bingo game that gets shoppers through the doors of all participating businesses to complete a game card and have the chance to win valuable prizes; prepare a special coupon book for nearby resi- dents encouraging them to shop downtown Tigard; or on the first Friday of each month (or other dates comparable to payday), provide special offers or discounts to all employees of Tigard businesses. 5. Develop a simple rack card or one page directory of downtown Tigard businesses. Be sure to include the retail/service businesses located on Burnham and Commercial Streets. Challenges 40 1. The image of the strip shopping center adiac°nt to the downtown core is poor. The center is in physical disrepair with large potholes in the parking lot and tired looking building facades many of which are not appealing. The physical appearance and the many freestanding busi- nesses within this shopping area (such as Napa, Security Westec, Home and Castle) give it a disjointed feeling. These issues are tied to the fact that there are numerous property owners connected to this shopping area, which is actually more than one `center.' The Pacific Shop- ping Center strip is owned by the Alpenrose Family and has a cluster of about six small busi- nesses. Individual property owners lease to the tenants in the other strip, which includes Wood- craft, Value Village and Rite Aid. In part, the divided ownership may be why no one is initiat- ing improvements to the structures and the parking lot. The close proximity of this shopping area to the rest of downtown has a definite impact on the overall attractiveness and enticement of the whole area. 2. Adjacent commercial corridors on Commercial and Burnham Streets are not retail- oriented. Businesses in this area are largely a mix of light manufacturing/distribution and small business operations ranging from auto repair to marine sales to vitamin manufacturing, distribu- tion as well as a business park. The area was not developed as a pedestrian shopping location and redevelopment of the area to retail-commercial is unlikely. 3. Some view the Washington Square Regional Plan as a threat to retail and business devel- opment in the rest of the Tigard area. The character, density and tenants of this development have been, and will continue to be, on a high-end regional market. Downtown Tigard serves a more immediate, local market. Downtown Tigard should only feel threatened by the fact that a plan for this mixed-use development center has been developed and will be implemented. The 40 downtown Resource Team visit and report will provide clear and specific guidance for down- town's work plan. 26 ® Business Mix ® Downtown Tigard is relatively small and compact and will not be able to compete with large ® malls and strip centers in providing a large variety of retail goods, long and predictable shop- ® ping hours, and the image of low-cost retail items. However, the downtown customer will re- ® spond favorably when he or she feels that they are receiving good value for money spent, have a ® convenient and safe place to spend time, and consider the downtown area an interesting and at- ® tractive place to be. These are important values and realistic goals for downtown Tigard. ® To achieve the vision of downtown as a place serving multiple needs and markets, considera- ® tion should be given to the customer that is using the downtown as a destination to acquire needed items and services, or to spend time socializing and relaxing. ® Downtown Tigard has the capability to serve local full-time residents, area workers and visitors ® with a wide range of goods and services. The keys will be: ® ❑ Providing a safe and inviting environment ® ❑ Providing excellent service ® ❑ Offering unique, quality merchandise ® ❑ Targeting high dollar volumes per square foot for a business to succeed. In other ® words, smaller spaces, in-depth merchandise and high turnover inventory. ® ❑ Working with Tigard's business community to provide complementary product lines. ® Retail Clusters ® One way to look at the downtown business mix is to examine the existing retail clusters. Shop- ® ping activity is encouraged when there is a healthy retail cluster in place. Common features of ® successful retail clusters include maintaining visual appeal with interesting window displays, street beautification and a contiguous storefront line. ® A successful cluster must also be large enough and have several categories in order to maintain ® the interest of the browsing customer. The competitive business cluster is a grouping of simi- lar businesses that serves the customer of the primary market by offering more choices, like a ® food court at a shcpping mall. With seven restaurants in close proximity, Tigard has a restau- ® rant business cluster in place. The complementary business cluster contains businesses offer- 0 ing different products or services but appealing to the same customer profile. 0 27 Recommended Businesses Mix The two primary goals of downtown Tigard related to business development should be to: 1) Retain, strengthen and expand the business base in downtown Tigard. 2) Recruit businesses that will complement and improve the existing downtown commercial mix and enhance downtown's attractiveness to its target markets. Downtown Tigard needs to build upon existing business anchors and respond to the needs iden- tified by local stakeholders during the site visit. Listed below are the merchandise and business types with the greatest chance for success: Cards and gifts Home accessories Quilting and fabrics Health food store 9 Flowers, gardening, garden accessories, pottery 0 Books and gifts Wallpaper, mini-blinds, etc. Specific eating and drinking needs identified include: (More) carry-out lunch and dinner Ice cream/yogurt Healthy foods "Dessert Place" Deli/convenience grocery "Quality, interesting" Success will be achieved in downtown Tigard with stores that: ✓ Serve trade area customers and nearby workers ✓ Aggressively market to these target customer groups 40 ✓ Offer multiple, complementary product lines ✓ Fill specific, unique niches ✓ Have focus, imagination and strive to meet the needs of the customer A Features of Successful Downtown Businesses 40 Retail and business standards are just as important as the types of businesses attracted to down- town Tigard. The focus should be on superior retail standards when qualifying and recruiting a prospective downtown business. i 28 They include: ® Strong Business Values ® Planning ® Commitment Passion ® Tenacity ® Understanding ® Strong Merchandising Elements Up to date point-of-sale practices ® Appropriate turnover of goods ® Interesting visual displays Emphasis on value overprice ® Superior Customer Service ® Developing human relationships ® Determining customer needs ® Servicing customer needs ® After-sale contact ® Appendix B includes a more detailed summary of considerations for qualifying a prospective ® business for downtown Tigard. 29 Next Steps for Downtown Business Development Business development and expansion opportunities in downtown Tigard are strong. Building 40 on the momentum of the Resource Team and the market assessment, the following recommen- 40 dations are provided as next steps for action. 1. Organize a business development committee made up of business and property owners, realtor(s), the City, TCBA and the Chamber. The purpose of the committee is to market down-40 town properties, businesses and business opportunities. Identify three or four goals to work on 40 during the next six months. Develop work plans and get started! 2. Create an inventory of first floor vacant and underutilized properties in the downtown area for use in business recruitment and expansion. Prioritize the vacancies according to readi- ness for occupancy and suitability for various business types. Develop a game plan, block by block and building by building. 40 3. Develop a market position statement that focuses on downtown Tigard's strengths. Some of the strengths to emphasize are: ✓ Unique, convenient, one-stop shopping ✓ Downtown offers the opportunity to "park once and walk often." ✓ Home furnishings center 40 4. Package and promote downtown Tigard's key offerings. Find a theme that provides a hook, or an angle, for marketing: 40 "Main Street Tigard: A Place Apart" 40 "Shop Down Under in Downtown Tigard" "The Calm Below the Stonn just off Highway 99" Emphasize the home furnishings cluster and the restaurants 0 Promote the bike and pedestrian path as alternatives to the car. Develop brochures, advertising, special retail events. 40 5. Start with Tigard's strongest retail blocks, such as the A-Boy block and the already noted block between Burnham and Commercial. Begin efforts on both sides of the street in the vicinity and work to improve the business mix in surrounding properties. 6. Send several members of the Downtown Association to the Oregon Downtown Devel-40 opment Association's annual conference in April 2000 (in Hood River) to learn more about the steps and process for downtown redevelopment and to network with other downtown advocates in the state. 7. Begin developing a recruitment package including the highlights of the downtown Resource Team and market assessment. This will include demographics and other market in- formation, key strengths such as community accomplishments and investments, property information sheets for individual properties available for rent or sale and selected visuals from 30 MW ® the design component of the Resource Team. ® 8. Develop a pro-active, collaborative approach to problem-solving. ® Example: Form a Homeless Task Force that has strong participation from downtown business/ ® property owners. 31 We've Got the Plan, Now What? Getting the plan is the easy part! Now is the time for the Tigard Central Business Associa- tion and the City to begin partnering on implementation. • Have a "Town Hall " community meeting to discuss the plan, recommendations, and next steps with the City, local groups, and other community stakeholders. • At this meeting closely examine the local capacity that's needed to carry out the various pieces of the plan. Is there energy, commitment and capacity to move forward success- fully? How can capacity be increased and volunteer burnout avoided? Discussing these issues and finding solutions is a key ingredient to successful implementation of the plan. It is also critical to define the various roles & responsibilities associated with the plan's 40 implementation... who will take responsibilityfor implementing different pieces of the 40 plan? It is critical to coordinate, collaborate and cooperate in putting together the frameworkfor implementation. Create a collaboration matrix that details, who's doing what, and when. • Create short-term and long-range categories for implementation. Decide which projects have the highest level of community support, the best chance of success and highest pri-40 ority. Then create the short-term (1 year) workplans and long-range plans (21 years) based on what can be successfully accomplished. • One year workplans should be action-oriented and implementation based with specific i timelines, names ofpersons responsible, budgets, and a check-off when the project is 41 completed. It is important to do fewer projects very well, than too many projects hapha=- ardly! Keep this in mind when creating the workplan. More projects can be added to the 40 workplan list as others are taken off as completed. 0 • Bring the groups together on a regular basis to report on implementation progress... keep these meetings focused on the workplan and its implementation. Evaluate your progress and make adjustments as needed! No plan or workplan is static, • it should be adjusted to address issues and opportunities that arise. • CELEBRATE YOUR SUCCESSES! Keep the community informed on the plan and its implementation! • Keep moving forward! 32 ® Partnering for Success ® In order for downtown revitalization to be truly successful in Tigard, it is critical that partner- shits and collaborations be strengthened to move the community's vision forward. A good start ® has been made with the partnership on this project between the Tigard Central Business District ® Association and the City. ® The work of the Resource Team serves as a springboard for community discussion as to the fu- ture of downtown and how revitalization efforts should move forward. Tigard is full of opportu- nities to create a more livable downtown that serves as a community gathering place and a ® strong commercial center. This can come about only by building consensus and becoming ® champions for the community's vision for downtown. 0 ® 33 11 Ina, M® r WATAI§ -0 PJU ~z m s+ CD 0 O O~::E mosm ©Z z ada~ 11 i Fill Appendix A ® Buyers vs. Browsers Customers in each market segment act in one of two ways: buyers and browsers. ® Buyers are those who are prepared to make a ® purchase and are looking for the right item to buy. ® Browsers are those who may buy only if they find the ® item that fits their needs. ® To support buyers, a commercial district needs ample and convenient parking; a large selection of merchandise; and service that supports buyer needs. To support browsers, a downtown com- mercial district needs available long-term public parking; well-designed merchandise displays; ® and service that is oriented to the comfort of the customer. ® Businesses that serve browsers should be encouraged to cluster together. ® A successful browser retail cluster will have: ® No interruption in the visual building line of the street; ® Storefront design features that are human, rather than automobile, in scale; ® Merchandise that is oriented towards value rather than price. ® A successful buyer oriented cluster will have: ® Low building density vs. the land area (strip malls, for example); ® Design features that maximize automobile usage; ® Stores that compete through niche specialty, price and selection. ® Comparing Needs of Browsers and Buyers ® Browsers prefer: Buyers prefer: ® long-term public parking short term, convenient parking ® interesting streetscape easy access high value low price time to browse immediate service ® buying for entertainment buying to fulfill a need ® attractive store design functional store design ® fun displays clear displays ® unique selection, large selection ® comfortable environment clearly defined sections - Ida v Appendix B Asking the Right Questions of Start-up and Expanding Businesses Tigard may create a Downtown Business Advisory Program that can assist downtown busi- nesses by providing information specific to downtown Tigard, such as demographics and visitor counts. A Downtown Business Advisory Program is different from a Business Assistance Team 0 (BAT) or the Small Business Development Center (SBDC) in that it provides general informa- tion about the business environment downtown rather than specific business advice. The Small Business Development Center is an excellent resource for businesses needing specific technical or other assistance. The following questions should serve as a checklist of details that every businessperson should consider as they embark on a new downtown business venture. What are the industry categories of the business? (Refer to the Downtown Market Analysis & Business Recruitment workbook) What trade organizations will support the business? (Trade shows, product reps, training programs, published material) What are the anticipated gross sales of the business? (Annual gross sales divided by days open, sq ft, employees) What are the anticipated annual sales per square foot? (Refer to the Downtown Market Analysis & Business Recruitment workbook) What is the anticipated merchandise turnover? (Annual turnover as an industry standard) What are the anticipated sales per employee? i (Percentage of employee cost to gross sales) i What is the cost of sales? (Defined as activities that create sales) 3 What is the anticipated overhead cost? (Defined as all costs not related to sales) i 0 ® Rate each of these business values: ® Commitment _ high _ medium _ low How serious is the owner? ® Passion _ high _ medium _ low Does the owner truly like the busi- ® ness? Tenacity _ high _ medium _ low Are they committed for the long haul? ® Understanding _ high _ medium _ low What he/she does vs. the industry? ® Planning _ high _ medium _ low Is there a written, flexible business ® plan with short and long term goals? ® How is the business organized? ® (As sole proprietorship, partnership, corporation, LLC?) ® To what extent is the business customer driven? ® (vs. management driven) ® To what extent does the business cater to browsers? To buyers? ® (Does management know the difference?) ® What is the market area for the business? ® (Geographic market, tourist trade?) What demographic segment is most likely to support the business? (What is the life-style and age of customer? What percentage of the population?) ® How will the business position itself in the market? ® (What is the identity of the business to the customer?) How will the business market itself? ® -Image (How it presents itself) -Advertising (Direct mail, print, radio, TV) -Public Relations (This ranks higher than advertising) ® What will be the strategy for merchandising? ® (Value vs. price) A ® What is the exit plan for the business? ® (Sell or close?) Expanding Businesses should consider these questions: What training program is in place for employees? (Part of the cost of expansion) What aspect of your business will be replaced in expansion? (Will customers see the change as a negative?) How will your position in the market change with the expansion? (Will it feel like the business has closed and reopened?) How will you promote the changes in your business? What are the positive elements of the change? 1 1 71 1 r 0 b b • b V 1.. 16 a ~ n ® ` w.~ Z r r 1 r fah f r 3 r N, • 0 ~l ® ~ 4 ~ ~ ~ i ♦ w ~ ~ ~ ~ r $ m ` ~ ~ q ~ v ® ✓y ~ o • ~ ® ~ o + z a~ ~ I I i i V • 'fi v '~J~ ® i 1 c ~ ' .,n,.~ , tr_ ® ® 1'-: ~ ® ~ C ,t t ~'r"" ~ ~ ~ ~ 4r i ~ ~ ~ 9~a a s y as ~c ` ~E'r ~ ; ~ qa~, , , F th"~ ' ~a. ~ v • 0 • • ~8 u' ~ M e y 4.' 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J d~ t A • r 7S~ x. tirr ~ t 1 4M ~ t,: 1 ✓ 3 'v~lrl ~ ,v ~ k ~ p ~ ISG - • l,~ipd ' ' w ® lti i 1 t r f p / ~1,~ r,~H ~1 ~n 1~ t r' ..r ' y6 rrM1 ~ , P ~ k it .a t .o-t r ~ ~ • ~ J J. rl { n. ~N.i~ 4 f~!~tl'r rM'r ~t'~ r ~ i - f '•fi 7Y t°{' ~a~. ~ r t . ~ d'~. , I', ~9 ✓.r ( , ~ ~I''~ a f n. t Y , ~ ~ ,r'• v' all.. • • • • • • 1 f , III AGENDA ITEM # L I FOR AGENDA OF 4-18-00 CITY OF TIGARD, OREGON COUNCIL AGENDA ITEM SUMMARY ISSUE/AGENDA TITLE Proposed Tigard transit needs survey and outreach program. PREPARED BY: Laurie Nicholson DEPT HEAD OK TY MGR OK /A~W 44~I ISSUE BEFORE THE COUNCIL proposed community transit needs survey to be distributed in the next issue of Cityscape. Staff has also Y. r- provided an outreach workprogram to determine local transit needs. Both of these items require Council direction before Staff can proceed. STAFF RECOMMENDATION Staff recommends that Council review and provide general, overall direction regarding the attached survey and workprogram and direct staff to proceed with distributing the survey. Tri-Met staff and Westside Transportation Alliance staff will assist Tigard staff in providing detailed comments regarding the attached survey. INFORMATION SUMMARY One of City Coumcil's goals is to improve bus service in Tigard. Since Tri-Met is the primary service provider, city staff has met with Tri-Met on a number of occasions to discuss concerns regarding lack of bus service. As the result of discussions with Tri-Met and the Westside Transportation Alliance, it was determined that the City needs to survey its residents to determine what are the perceived transit needs in the community. Attached is a sample survey. Our next steps would be to distribute copies of the survey in the Cityscape and proceed with an outreach program to determine community transit needs. OTHER ALTERNATIVES CONSIDERED This item is informational. VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY Transportation & Traffic: Goal #2) Improve traffic flow Strategy 3.) Identify alternate traffic modes. FISCAL NOTES Not Applicable is\citywidc\4-18-00;tri-metsum.rtf MEMORANDUM TO: Bill Monahan, City Administrator FROM: Laurie Nicholson, Planning Division RE: Council Goal of Improving Intra-City Bus service DATE: April 5, 2000 City Council set the following goal: promote intra-city Tri-Met bus routes. Tigard staff has met s%-;,,%:°r?! times to discuss transit issues with Tri-Met staff. The first meeting was to inform Tri-Met staff of the concern for lack of uws service in the City. The second meeting was to discuss having Tri-Met staff brief City Council on bus service issues in the City. At the last meeting, issues were discussed regarding what programs were available to improve intracity bus service. The Director of the Westside Transportation Alliance was present at this meeting. It was decided at this final meeting that it needs to be determined who would be served by Tigard intracity bus service: employers or residents, and is there interest in the community for such service. To determine which of the available transit programs to utilize, City Council must first determine who will benefit from new bus service in the City. Staff recommends that a survey should be done of Tigard residents to determine what they view as an unmet transit needs in the community. The revised survey will be distributed in the June issue of Cityscape. LIP, , \ ~ I d v I / .k l.. jr. Tq/ S .1. jj , gip' ® \ ~t '~1.~ f 1~~ \i ,`'i: ~ I gS r \ ~ ` \ 1s ~ ,i 2•Ll' , 41 %r, /1 111{{{111/// s !~fA~ kf •I ^ , of ~],`~iv:~ •v. ~ '~l ~ v v OREGON ® ~ AEKIAL VIE ~ t/ecoa ' MARK Wig AIDWITVtT rD NlttltiRD , tmayoeg AftJOTR T A w~3' , I~ I \ r Transit Needs Outreach Strategy The purpose of the strategy outlined below is to provide an approach to solicit the opinion of Tigard citizens on bus service needs within the City. This proposed process would also ensure that staff receives input from other stakeholders such as, Tigard area employees and businesses in developing a w plan for community transit service. 1. Survey Community by distributing surveys in the following places: a. distributing copies of survey in the Cityscape b. pass out copies at CIT meeting c. Chamber of commerce d. Local businesses identified by the chamber of commerce e. Local grocery stores f. Assisted living or adult foster homes 2. At the beginning of this process, hold an outreach workshop at one of the monthly CIT meetings. A Tri-Met and Westside Transportation Alliance representatives would attend this workshop along with Tigard staff. Surveys would be passed out and staff would seek the public's input regarding community transit needs. a. Tri-Met could help pay for postage and assist with mailing out the surveys to Tigard residents. 3. Tigard staff would compile and summarize survey results, with assistance from Westside Transportation Alliance staff. 4. The results of the survey would be presented to City Council, along with a list of potential citizen representatives to serve on a Community Advisory Committee a. The Tigard City Council would appoint a Community Advisory Committee from a list that staff provides to Council. Council would provide staff direction on the makeup of the Committee and whose interests should be represented. Based on this Council input, the staff would come back with a list of recommended candidates. b. The purpose of the Community Advisory Committee would be to develop a community transit plan with implementation strategies and evaluation criteria of the success of the program, based on the results of the needs survey. The City Council would approve the plan. It would also be responsible for oversight and evaluation of the transit operation. C. Part of plan development will include a plan for inancin g the program and determining if partners such as Tri-Met can assist with financing a program. d. Evaluate the program on an annual basis, based on the evaluation criteria that was developed during the plan development phase, and adjust as needed. Transit Survey Questions The purpose of this survey is to determine the needs of Tigard citizens regarding transit service within the community, not just bus service from Tigard to outside destinations such as Portland. This survey will assist us in determining what types of bus service to be used, where it needs to go, and when it should run. The streets that might be used by a new bus service would probably include arterial and collector streets such as, Hall Boulevard, Bull Mountain Road, Walnut Street, and Bonita Road. Your assistance would be greatly appreciated if you complete the survey below and mail it to: Laurie Nicholson, City of Tigard, Planning Dept., 13125 Sal Hall Boulevard, Tigard OR 57223. 1. How many trips would the members of your household take if bus service ran hourly between Tigard neighborhoods and nearby Tigard shopping centers? (i.e., if two family members would take the bus to and from a location five days a week, then it would count as twenty trips). Please fill out the number: 2. If you currently use the bus, what for: work, non-work, or both? (circle) 3. At what times of day would you use transit? Morning_ Mid-day Afternoon Evening 4. The Tigard community needs better internal transit than currently exists. How strongly do you agree/disagree with this statement? Please check one of the following: Strongly Agree Agree Neutral Disagree Strongly Disagree 5. What do you want bus service to connect you to (please rank 1-4 with 1 being most important): Washington Square Transit Center Tigard Transit Center Local Shopping Health Services 6. Would you need to use transit service that is wheelchair accessible? Yes or No 7. Most transit programs require a fare to provide service. How much would you be willing to pay each way? $1.00 $1.50 $1.75 $2.00 $2.50 $2.75 $3.00 8. What days of the week would you prefer to have transit available? (Rank 1-7, with 1 being the most important): Monday Tuesday Wednesday Thursday Friday_ Saturday Sunday 9. How often would you use the bus? Please check one of the following: 0-2 times per week 2-4 times per week daily (5 or more times per week) N61- / l~ 2td a Iuvl MEMORANDUM TO: Bill Monahan, City Manager FROM: Loreen Mills, Sr. Management Ana )1t RE: City Property Damage DATE: April 18, 2000 Over the last month, there have been three break-ins to City property. Those are highlighted as- follows: 3/24/00 Public Works Yard - Entry was gained by cutting a hole in the fence along the greenway. Two vehicles were damaged (windows broken) and one cell phone was taken from a vehicle. There has been no way to trace any suspects at this time. 3/30-31100 Senior Center - Entry appears to have been gained by key. At this building, the City is responsible for building damage and an interior glass door was replaced. Other damage at the site occurred to property owned by the Senior Center and Loaves & Fishes. There were no traceable leads from this burglary. 4111-12/00 Senior Center - Entry appears to have been gained by key. Damage to door knobs/doors was the extent of City property injury. The Senior Center owned property was more extensively damaged. Karen Gardener will supply a list of damaged and stolen property to Tigard PD when she determines the extent of the burglary. There were no traceable leads from this burglary. The City has become aware that Karen Gardener filed a report with Washington County Sheriffs Office that her keys were stolen out of her vehicle on 3/14/00. This key set included the Senior Center keys. Based on that information and a second "non-forced entry" burglary to the Senior Center Building, City staff has rekeyed the entire building. Since there have been a number of incidents involving City property along Fanno Creek recently, the Tigard Police Department is conducting extra patrol of these sites. The City has filed the cost of our repairs and losses with our insurance carrier. anticipate that with the changing of the locks at the Senior Center we will not see more non-forced entries to the building. If you have questions, please advise.