04/09/2008 - Packet City of Tigard
City Center Advisory Commission — Agenda
MEETNG DATE: Wednesday, April 9, 2008, 6:30-8:00 p.m.
MEETING LOCATION: Tigard Library Pt Floor Community Room
13500 SW Hall Blvd., Tigard, OR 97223
1. Welcome and Introductions ......................................................................................................6:30-6:35
2. Review/ Approve Minutes .......................................................................................................6:45-6:55
3. Round Table Discussion - Downtown Association Development
City Center Advisory Commission/ Tigard Central Business District Association
(Vicki Dugger- Oregon Downtown Development Association) ......................................6:55-7:30
Other Items
4. Budget Schedule - Key Items ...................................................................................................7:30- 7:55
5. Other Business/Announceinents.............................................................................................7:55-8:00
CITY CENTER ADVISORY COMMISSION AGENDA— April 9th, 2008
City of Tigard 1 13125 SW Hall Blvd.,Tigard,OR 97223 1 503-639-4171 1 www.tigard-or.gov I Page 1 of 1
u City Center Advisory Commission
a Meeting Minutes
Date of Meeting: April 9, 2008
Location: Tigard Library Community Room
Called to order by: Chair Alice Ellis Gaut
Time Started: 6:37 p.m.
Time Ended: 9:39 p.m.
Commissioners Present: Carolyn Barkley; Chair Alice Ellis Gaut; Ralph Hughes;
Vice Chair Lily Lilly; Thomas Murphy; Elise Shearer; Alexander Craghead (alternate)
Commissioners Absent:
Others Present: Sydney Sherwood, Lisa Olson, Mike Marr,Jim Andrews, Marland
Henderson, Dick Miller, Forrest Johnson
Staff Present: Phil Nachbar, Downtown Redevelopment Manager; Markus Mead, Planning
Intern;Jerree Lewis, Executive Assistant
AGENDA ITEM #1: Welcome and Introductions
Important Discussion and/or Comments: Introductions were made.
Action Items (Follow-Up or Votes): None
AGENDA ITEM #2: Review/Approve Minutes
Important Discussion and/or Comments: None
Action Items (Follow-Up or Votes): Motion by Vice Chair Lilly, seconded by
Commissioner Murphy to approve the March 12, 2008 minutes as submitted. The motion
passed by a vote of 5-0. Commissioner Barkley abstained.
CCAC Meeting Minutes for April 9,2008 Page 1 of 8
AGENDA ITEM #3: Round Table Discussion— Downtown Association Development
City Center Advisory Commission / Tigard Central Business District Association (Vicki
Dugger—Oregon Downtown Development Association)
Important Discussion and/or Comments: Chair Ellis Gaut stated that the purpose of
the meeting tonight is to get background information from the Oregon Downtown
Development Association (ODDA) and begin to explore what the mechanisms look like and
how they work. No decisions or actions will be made tonight. The expectation at this point
is very preliminary — to educate ourselves about downtown associations and begin to think
about what sort of role such an organization might serve in Tigard, what it would look like,
how it would work, how it will be funded, etc.
Phil Nachbar reviewed some of the key points of the Leland recommendations relating to
having a downtown association. The Leland Report talks about the existing Tigard Central
Business District Association (TCBDA), saying that its membership is limited and that it
does not have adequate resources to staff a manager position. The Chamber of Commerce
is supportive of Downtown revitalization, but its mission is broader than just the
Downtown. Leland recommends an organization whose sole focus is Downtown. It would
operate in parallel with the CCAC and would likely have a representative to serve on the
Commission. It would not replace the CCAC. The City can serve in a supporting role by
providing seed money to hire an executive director. Eventually, the organization should be
completely privately funded, possibly through a business improvement district or with
membership dues.
TCBDA member Mike Marr provided history of the former (Tigard Downtown Merchants
Association) and current (TCBDA) downtown associations. His report is attached as
Exhibit A. There were comments about an earlier attempt to form an Economic
Improvement District (EID) and Business Improvement District (BID) in the Downtown.
It was noted that if more than 33% of those affected remonstrate out, an EID or BID can't
be implemented. Business owner Forrest Johnson was against it because there was no
benefit that the business and property owners could see other than hanging baskets. He
believed the City of Tigard should have paid for the baskets rather than the business and
property owners.
Vicki Dugger reported on how urban renewal links with and partners with downtown
associations and provided some examples of other downtown associations. She noted that
downtown associations should be education-based and be a 501(c)(3) non-profit
organization (non-profits that can obtain foundation grants and sponsor events). A
501(c)(6) organization is more of a membership and doesn't have the same non-profit status.
It provides benefits to its membership only. 501(c)(3) organizations are much broader and
CCAC Meeting Minutes for April 9,2008 Page 2 of 8
try to provide benefit to the larger community. Either category will work for a downtown
association.
Some downtown associations are more interested in promotions, marketing, and events.
Others concentrate on economic development and business development. The association
needs to decide how comprehensive as an organization they want to be. The National Main
Street Program has a 4 point approach:
■ Economic Restructuring and Economic Development (business transition, retention,
and business recruitment and development)
■ Organization (strengthen and build the organization to make it long-term and
sustainable)
■ Design
■ Promotions and Retail Events
Dugger said it's also important to work with the City and partner on policy issues. A
downtown association gathers the downtown private stakeholders together and moves them
forward with an agreed upon vision. What will the business development and clustering
look like? What are all the pieces that they want to do? In order to have the kind of balance
for downtown redevelopment that's sustainable and successful, you need that kind of
partnership. A strong and capable downtown association needs to be able to represent,
advocate for, and help pull the private piece of revitalization forward as a group.
Dugger provided some information on the Main Street Manager Certification Program. She
noted that it's not mandatory for a Main Street Manager to be certified. Also, Oregon has
recently approved a new Main Street Program for the state. She provided history on the
ODDA, advising that they delivered Main Street services for approximately 15 years as a
sub-contractor through the Oregon Economic and Community Development Department.
Downtown associations have a tremendous role in communication to keep everyone in the
organization informed and in touch. They need to be able to articulate the benefits of the
organization. They should partner with the city and not be so developer driven.
Dugger was asked to contrast the role of a downtown association versus having an economic
development director or a city-paid staff person doing the job. She said city staff can never
really get to the hearts and minds of the entrepreneurial group; whereas, an association is
made up of members who are business driven. The two can be complementary.
Dugger was asked how Downtown Tigard businesses can move things forward and go about
the process of goal setting, and what role the City would play at the initial stages. She
answered that the existing Downtown Association should first decide what they want their
role to be for Downtown Tigard. Do they want to expand on what they've already been
CCAC Meeting Minutes for April 9,2008 Page 3 of 8
doing, do they want to get into business development and retention, do they want to work
on capacity and partner with the City?
Dugger was asked about recruitment and timing for going out for an EID/BID. She said it
typically takes 12-18 months. A downtown manager can organize things, work on
education, talk to people, answer questions, prep the board, etc., but the business association
board has to do the work to sell an EID/BID. It was suggested having some downtown
managers come talk to the CCAC on how they work and how their organizations are
functioning. Dugger recommended Patty Webb, McMinnville and Kathy Everett, Gresham.
It was advised that business clustering refers to businesses that feed off one another and
help each other in marketing and promotions. They are complementary businesses — they
support one another and have the same interests. Business clusters can pull people into the
Downtown.
Qualifications of a good downtown manager include good communication skills and
understanding of marketing and business development. They need to know how to work
with the business association and how to help facilitate things that need to happen. They
also need to know how to partner and how to make things work more efficiently.
Regarding funds for initial seed money, Dugger suggested seeing if the Downtown
Association could come up with some funds to match a City donation. This could be a way
to establish ownership for business and property owners and show that they're in support of
the program.
Dugger was asked about significant differences between stand-alone cities and suburban
cities. She noted that Portland doesn't have a business district manager. If there were a
circuit manager that came into a business district 2 days a week, she believes the district
could move forward much faster. The Kenton District has a Merchants' Association and a
Neighborhood Association and they do the best they can, but it's not enough. Downtown
Tigard still feels like a downtown, and for that reason, Dugger thinks that it may be easier.
She noted that Lake Oswego does not have a paid manager. It's all volunteer.
Dugger advised that an EID, economic improvement district, is an assessment that property
owners pay, e.g., 7¢ per square foot. An EID typically brings in more money that BIDs. A
BID, business improvement district, is typically a surcharge on a business license.
Sometimes, the EID and BID overlap and business/property owners pay both.
Dugger suggested having a conversation with the TCBDA and ask what they see as their role
in this, does it have merit, are they interested, do they want an expanded role in business
development. Focusing on business development is a key issue.
CCAC Meeting Minutes for April 9,2008 Page 4 of 8
It was noted that some communities are doing fine without economic development districts.
What will happen with all the non-conforming businesses in Downtown Tigard as property
is re-zoned and phased out? Some business owners don't see any benefit. Staff advised that
a downtown organization can play multiple roles —business development and working with
businesses to communicate their needs and concerns to the City. The City wants to work
with businesses. The Downtown Association can play a role in working with businesses that
are going through transition, and also with those that want to stay and grow.
How can we engage property owners who are sitting on properties slated for transition
without being adversarial? Dugger suggested concentrating on the easiest catalysts that
won't rip everyone apart. For example, there may be 20% of the people who really resist
change, 60% who are ambivalent, and 20% who are excited about a project. You should
concentrate your efforts on the 60% who may not really care too much one way or another,
rather than trying to change the minds of 20% of those people who will probably transition
out in 50 years.
Dugger talked about leadership. She said it's incumbent on a downtown association to say,
"We know it's not going to be easy, but these are projects we really want to move forward"
and then to have the leadership to say, "OK, we heard you, but you're not going to derail
what we've all agreed to do." Having a downtown association and strong communication
and partnership with the urban renewal agency is critical.
It was conveyed that the Downtown business owners have gone through a lot already and
then they come to a meeting and hear about something that they've remonstrated against
before. Business owners won't all act the same. Dugger said that downtown associations
don't always agree with urban renewal districts, but in order to be successful, they can't be at
cross-purposes. They need to be headed in the same general direction. Phil Nachbar
reiterated that the goal of the Urban Renewal Agency is to improve the value of businesses
Downtown.
Dugger was asked if there is an example of a questionnaire for getting feedback from
business and property owners as to how they feel about having a downtown association.
She said she would check on it. It was brought up that the questions asked will determine
what the answers will be. The questions need to be looked at along with the responses.
Dugger noted that, first, education is needed on what an EID is and isn't.
Lisa Olson suggested having time to debrief and share information with other TCBDA
members. She thought the CCAC might also like time to discuss the information and then
perhaps bring the 2 groups back together later for more discussion. It was noted that the
City's input financially will be part of the equation. Councilor Sherwood advised that the
CCAC Meeting Minutes for April 9,2008 Page 5 of 8
groups need to work together and let Council know what they want so it can be put in the
budget. Council is 100% behind the Downtown efforts.
It was suggested exploring the "five first steps" listed on the Main Street website and
spending time at the next meeting to see if there is agreement on going ahead with some or
all of those steps. Staff will schedule time for the next meeting for debriefing and update of
the five elements.
It was mentioned that staff will be meeting with the TCBDA tomorrow to share long term
budget information.
Action Items (Follow-Up or Votes): Staff will send out copies of Mike Marr's testimony.
Staff will mail out information on the five first steps of the Main Street program before the
next meeting.
AGENDA ITEM #4: Budget Schedule — Key Items
Important Discussion and/or Comment: Phil Nachbar gave an update on the Urban
Renewal budget and related projects (Exhibit B). He advised that the Lower Fanno Creek
Park (a City park) would be funded with Park SDC funds; the Upland Park (a community
park) would be funded 54% from Park SDC funds and 46% from Urban Renewal funds.
The Master Plan was paid from Park SDC funds. Alexander Craghead believes there was
earlier discussion about repaying a portion of the Master Plan (design of the Plaza) from
Urban Renewal funds. Staff will check into this.
Nachbar pointed out that a lot of the Downtown projects are being paid from sources other
than Urban Renewal funds. Councilor Sherwood advised that Metro may be willing to
provide some funding for trails.
Nachbar reported on the status of the Stevens Marine property. They have identified a few
properties that they're interested in and staff is following up on them. Once a location has
been selected, we would buy the existing Stevens Marine property and they would use the
money we pay them to buy their new property. Nachbar is hoping to put an agreement
together within the next 6 months.
There was discussion to clarify the intent of the motions made in February and March
regarding budget requests. The motions are noted below:
From February 13, 2008—Motion by Commissioner Lilly, seconded by Commissioner Shearer, to request
the CCDA include in the frscalyear 08-09 budget additional funding in the amount of$100,000 for
CCAC Meeting Minutes for April 9,2008 Page 6 of 8
consulting services outlined on page 4 of the letterprovided by Leland Consulting Group dated 16 November,
2007, and for relocation assistance as needed.
From March 12, 2008—Motion by Commissioner Shearer, seconded by Commissioner Hughes, to read-
"In as much as housing drives the market, and Leland has recommended a housing study, the CCAC
recommends that sufcient funding be provided to complete a housing study in the next fiscalyear, 08-09,
with potential partnership with the private sector. The CCAC recommends that the CCDA consider a
budget amendment as necessary,for funding "
It was clarified that the letter received from the TCBDA, dated March 10`h, was in support
of the CCAC recommendation for $100,000. The money is intended for additional work as
needed for consulting and relocation assistance. Nachbar advised that the money could be
used for consulting work and a study for the 2 shopping centers. It will include working
with the property owners, identifying specific incentives and actions, etc. Nachbar said that
the CCAC would be directly involved with the study and reviewing the work as it progresses.
The money could also be used to pay for options to secure Stevens Marine as part of the
relocation costs.
President Ellis Gaut advised that the presentation to CCDA last night touched on a housing
study. She noted that the CCAC's recommendation was to adopt the Downtown
Implementation Strategy as revised, request that the additional $100,000 be included in the
budget, and that sufficient funding be provided to complete a housing study in FY 08-09,
with potential partnership with the private sector, and recommending that they consider a
budget amendment as necessary for funding.
The staff report prepared for the CCDA meeting stated that, while the Leland Group states
that housing will be the largest component and will create a resident population. .., the near
term recommendations are to conduct project feasibility studies that include housing, as
opposed to a broader housing study. In other words, Leland was referring to doing basically
a project-by-project study, not a global study. President Ellis Gaut told the CCDA that the
CCAC intention is that we need the big picture, and we need it fast.
Nachbar believes we can do more work to define what kind of environment and amenities
we'll need to attract residential development and have a strong downtown. We may be able
to do some research to determine what's going on globally — maybe not a full housing
market study, but pieces of research to inform us on the housing issue. He thinks it's more
useful at this time to use our dollars on specific projects to help us move forward. We can
do some of the research on our own or we can supplement it with part of the $100,000.
There is still the other request (separate from the $100,000) for a housing study to be done.
We may not need the additional budget amendment— staff thinks there are effective ways to
get this done which may or may not involve having a separate budget, but the request for the
CCAC Meeting Minutes for April 9,2008 Page 7 of 8
CCDA to consider it is still intact. There's a clear understanding that the $100,000 can be
used for consulting and/or relocation assistance.
Regarding the March 10' TCBDA letter, Lisa Olson explained that the group felt that if
other groups in the community supported what the CCAC was doing, they were more likely
to get the money.
Action Items (Follow-Up or Votes): Staff will research earlier discussion on repaying part
of the Master Plan from Urban Renewal funds.
AGENDA ITEM #5: Other Business/Announcements
Important Discussion and/or Comments: Upcoming training was discussed.
Action Items (Follow-Up or Votes): Commissioners will let the secretary know if they
would like to attend the Green Communities training on April 22nd or the board and
committee liaison training on May 1".
Jerre s, CCA Secretary
ATTEST: 411A
Chair Alice Ellis Gaut
CCAC Meeting Minutes for April 9,2008 Page 8 of 8
Lx .
Page 1 of 3 History of TCBDA(a short review) April 9, 2008
January 1994 Tigard Downtown Merchants Association 501 (c) 6 **
Group of less than a dozen business owners came together,organized, and proceeded to pursue a
number of projects to improve the appearance of downtown Tigard and to encourage the City to
address some of the needs of the"neighborhood".
Projects accomplished and/or encouraged by the TDMA included,but were not limited to:
Upgrade of Main Street proper with a complete redo of the asphalt from Scoffins south to
Hwy 99 and Main Street bridge improvements
Installation of stop signs at Burnham and Main Street avoiding the cost of signalization
Upgrade of Commercial Street proper, including sidewalks
Installation of the barrel stands with hanging baskets and banners; volunteer business
owners watered and maintained the hanging baskets daily for about six months
every year
Installation of about ten benches along both sides of Main Street
Installation of trees and red rock ground cover on each side of Main Street at the RR
tracks
Periodic encouragement and participation with a"cleanup day"of the rail corridor from
Hwy 99 to Hall Blvd
Participated in conversations and considerations regarding the development of the
Chamber of Commerce Bldg and the adjacent parking lot
Identified and encourage placement of selected"15 minute"parking at curb on Main St
Promoted and/or sponsored multiple events at Easter, summertime, Halloween, and
Christmas
Encouraged numerous other projects by the City but not all were accomplished, including
requests for improvements to Burnham Street
Note: City of Tigard provided selected funding to assist with some of the projects
The TDMA member interest lessened over time due to too few trying to do to much and the lack
of interest by the City to involve itself with downtown improvements
Page 2 of 3
October 1998 Tigard Central Business District Association 501 (c) 6 **
With some new, interested business owners getting involved, the TCBDA was initiated and
picked up the cause of the TDMA, formatted after the old organization.
The TCBDA has kept the hopes alive for downtown improvement, taking responsibility for
creating awareness on several fronts such as:
Solicited City to contract with ODDA and its resources for conceptual design(used
during the creation of the TDIP)
Burnham Street Improvement almost became a three lane, 35 mph expressway with no
parking at the curbs
Initiated considerations for the City to form an Economic Improvement District(EID)
and a Business Improvement District (BID) in 2001; effort was halted due to
major efforts by a few causing the required two thirds support to fall short
Note: Proposed costs were far below that of other jurisdictions
Commuter Rail project coming to Tigard suggested that Tigard ought to get involved
with dressing up the appearance for all of the new travelers coming to town
which then led to the formation of the TDTF in 2002 (members participated even
though the City did not invite the Association to participate)
Actively encouraged members of the Association to participate in the effort to bring
about the Tigard Urban Renewal Plan and the favorable citizen election to adopt
Tax Increment Financing to fund the URA($ 22 million) (2006)
Promotes and/or sponsors multiple events at Easter, summertime, Halloween, and
Christmas with varying success due to less than full participation
Maintains an ongoing program of Main Street cleanliness with periodic street cleanup in
coordination with the Tigard High School Asian Club (a member business has
adopted Burnham Street as well)
Note: City of Tigard provided selected funding to assist with the employment of a part-
time Association Manager in 2000 and 2001
Since the dismantling of the TDTF, change of City Staff, change of leadership of the CCAC, and
the lack of a City Department of Economic Development, the TCBDA has focused most of its
energy in the last couple of years toward protection of the Tigard Downtown Improvement Plan
and its intent, assisting all property owners and business owners with awareness of what the City
is doing, monitoring the City's activities, and surfacing differences of opinion for public debate.
While growing the Association membership, the TDBDA has been enlisting consultants for
presentations at monthly meetings, discussing issues that affect the neighborhood, and soliciting
engagement with senior City Staff for communication.
Page 3 of 3
** From the Internal Revenue Service Publications ..
Section 501(c)(6) of the Internal Revenue Code provides for the exemption of business leagues,
chambers of commerce, real estate boards,boards of trade, and professional football leagues,
which are not organized for profit and no part of the net earnings of which inures to the benefit
of any private shareholder or individual.
A business league is an association of persons having some common business interest, the
purpose of which is to promote such common interest and not to engage in a regular business of
a kind ordinarily carried on for profit. Trade associations and professional associations are
business leagues. To be exempt, a business league's activities must be devoted to improving
business conditions of one or more lines of business as distinguished from performing particular
services for individual persons. No part of a business league's net earnings may inure to the
benefit of any private shareholder or individual and it may not be organized for profit to engage
in an activity ordinarily carried on for profit(even if the business is operated on a cooperative
basis or produces only enough income to be self-sustaining). The term line of business generally
refers either to an entire industry or to all components of an industry within a geographic area. It
does not include a group composed of businesses that market a particular brand within an
industry.
E--)4. ,6
City of Tigard, Oregon • 13125 SW Hall Blvd. Tigard, OR 97223
7
FY 2008-09 Urban Renewal Projects TIGARD
Burnham Street Reconstruction Amount: $350,000
Amain Subject to Irneiguvorrmrtal Lam $350,000*
The Urban Renewal Agency will fund a portion of project costs due to additional street
standards developed for the Downtown. The design incorporates both design standards for
a collector street and specific pedestrian-oriented features developed under the Downtown
Comprehensive Streetscape plan. The proposed budget for FY 08-09 estimates the use of
$350,000 in City funds for Burnham Street which will be repaid with Urban Renewal funds.
Burnham Street includes design of unique features attributable to the Downtown Plaza
including a regional water qualityfacilityto clean water entering the "urban creek" adjacent
to the Plaza, redesign of street frontage adjoining the Plaza,expanded sidewalk widths,and a
gateway at Burnham Street and Hall Blvd.
Main Street Green St. Retrofit -FY 2008- 09 Amount:$285,000
Subject to lrnergacernrrxrnal L avr $30,000*
The Main Street Retrofit Phase 1 is a multi-year project from FY2008-09 toFY2011-12,and
includes comprehensive design and construction of approximately half of Main Street from
the railroad tracks to the southwest entrance at 99W. The street will become pedestrian-
oriented, reduce traffic speeds,be designed in accordance with METRO Green Street
Standards. Design will be based on concept plans as approved in the Downtown
Streetscape Plan.
The City will need$30,000 in City match funds for receipt of$255,000 in grant funds to be
used for preliminary engineering design for the project. Once Phase 1 is completed,the City
will apply for a second MTTP grant to undertake the second half of Main Street,from the
Commuter Rail to the Greenburg Rd intersection.
*A n ao&shoun subject to an lrrt 7zenvmntal L aan Agrwmv The City qf Tigvd lxrs arrangal an
inter-gat nwrntal loan agnmm with the City Cerner DezP gwwr A g�nq for use or fimdk as ram for
appwwd Urban Renewal prr jars with dx-ob esti re of n'payirrg fim&wth tax-incmmrn wwrnres as
s4i iern wa ures berm awdable
Total. $635,000
Phone: 503.639.4171 Fax: 503.684.7297 . www.tigard-or.gov . TTY Relay: 503.684.2772
City of Tigard, Oregon 13125 SW Hall Blvd. Tigard, OR 97223
Fool
19
Urban Renewal Plan Project Cost Update - April 8, 2007
Revised Projected TIGARD
Expenditures Project Urban
Urban Renewal Plan - Summary to 2026 (from Estimates Renewal
of Costs By Project Type UR Plan) April 08 Portion
Street Improvements (see note 1
below) 4419098 NA 4419098
Streetscape Improvements (see
note 2 below) 4419098 NA 4419098
Bike/Pedestrian Facilities 546841 NA 546841
Parks (see note 3)
Fanno Creek Park & Plaza Master
Plan NA 205000 0
Lower Fanno Creek Park NA 2352420 0
Upland Park NA 1328720 611211
Festival Street NA 1193400 1193400
Main St. Gateway / Entry NA 941800 433228
Subtotal - Parks 3885376 5816340 2237839
Public Spaces (see note 4) ,
Downtown Plaza NA 2868240 1319390
Burnham St. Upgrades - to Plaza NA 556920 256183
Subtotal - Public Spaces 3118445 3425160 1575574
Public Facilities 765216 NA 765216
Planning & Development
Assistance 2756003 NA 2756003
Property Acquisition (see note 5) 956351 NA 956351
Urban Renewal Plan - Total 208664281 NA 17676020
Phone: 503.639.4171 Fax: 503.684.7297 www.tigard-or.gov TTY Relay: 503.684.2772
City of Tigard, Oregon • 13125 SW Hall Blvd. • Tigard, OR 97223
N
Notes to Urban Renewal Plan Proiect Cost Update — April 8
Note 1 - Based on improvements to Ash, Scoffins, Hall / 99W Intersection,
Greenberg Rd intersection, Burnham, and Center Streets per UR Plan. The
following projects listed in the urban renewal plan have established funding
sources other than urban renewal: Burnham St, Hall /99W intersection,
Greenberg Rd intersection.
Note 2 - Streetscape projects include landscape enhancements for Main,
Burnham, Ash, Scoffins, Commercial and Center streets per UR Plan. Main St.
will be funded in part with a $2.5 million dollar grant.
Note 3 - Parks as identified in the UR Plan include improvements to Fanno Creek
Park and Skateboard park. Estimates for Lower Fanno Creek Park are based on
the Fanno Creek Park & Plaza Master Plan and will be funded with Parks SDC
funds. The Upland Park and Gateway on Main St. will funded with 54% Parks
SDC funds. Anticipated funding source for the Festival Street is UR funds.
Note 4 - Public Spaces include plazas, urban creek corridor, and a public market
per UR Plan. Estimates for the plaza based on the Fanno Creek Park & Plaza
Master Plan. Funding for plaza and Burnham St. Upgrades to Plaza will be
funded with 54% Parks SDC funds.
Note 5 - Property Acquistion - Anticipated acquisitions include Stevens Marine for
use as the Downtown Plaza. The amount for the Stevens Marine acquisition,
currently undetermined, will be greater than the amount identified in the urban
renewal plan. Funding includes 54% Parks SDC's and other funds to be
determined.
Note 6 - There have been no expenditures of urban renewal funds to date.
Anticipated total loaned funds from City to CCDA is $380,000 for FY 08-09 (see
FY 2008-09 Urban Renewal Projects).
Phone: 503.639.4171 . Fax: 503.684.7297 . www.tigard-or.gov . TTY Relay: 503.684.2772
City Center Advisory Commission
Sign-in Sheet
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DwLwounAssarationRaoKkableDiuzrssion- April 9",Tigard Library, 6:30 pm-8:30 pm.
Outline for Discussion
1. Welcome - Alice Ellis Gaut- Chair, CCAC
2. Background- Leland Group recommendations - Phil Nachbar, City
3. Background of downtown development efforts in Tigard (history of TCBDA,
funding, current status etc) - Lisa Olson
4. Successful Downtown Associations - What makes successful and sustainable over
the long haul- Vicki Dugger, ODDA.
5. Discussion- Points of view,key ideas,where do we go from here
_ City of Tigard
Memorandum
To: Alice Ellis Gaut,Chair,CCAC
From: Phil Nachbar,Redevelopment Manager
Re: Downtown Business Association Research
Date: April 2,2008
Background
In October 2007,Leland Consulting completed a Development Strategy for Downtown Tigard with
recommendations for the successful implementation of its Urban Renewal Plan. Successful
downtowns are the result of strong leadership at both the public and private levels. Development of
a strong downtown association as a way to expand the involvement of local businesses and enhance
communication between the City and the private sector is prerequisite to successful redevelopment.
A strong private non-profit organization can provide needed services such as marketing,organizing
events,educating merchants,recruiting tenants and developers,and directing a broad range of
outreach activities.
The Leland Group's recommendation"Establish a strong downtown organization,"is ranked as
"high priority." As way to initiate the discussion as to how to best achieve this objective,staff has
organized a roundtable discussion between the City Center Advisory Commission (CCAC) and the
Tigard Downtown Central Business District Association(TCBDA)with Vicki Dugger,Executive
Director of the Oregon Downtown Development Association (ODDA) serving as facilitator. In
support of the discussion,staff conducted research on downtown associations through
conversations with representatives of five(5)downtown associations and Vicki Dugger of ODDA
(see attached Summary of Researr'h on Downtown Associations.•Structure, Funding,Effectivenerr). Selection of
the associations was based on the recommendations of Vicki Dugger with the goal of interviewing
organizations thought to be the most effective ones,of comparable city size,and located primarily in
Oregon. Associations interviewed included McMinnville,Baker City,Gresham,Corvallis and
Ellensburg,Washington.
The informational topics researched include organizational structure,purview,and effectiveness.
The attached summary reviews these five associations and summarizes it by topic. Organizational
structure describes the associations'composition and operating structure. Effectiveness describes
the methods,practices and operations which make them effective. Purview describes the realm of
the association's work,and is provided in the appendix. All of the summarized information is
provided in more detail in the accompanying appendix.
The following are the recommendations of the Leland Development Strategy(Oct. 2007) with
regard to objective of establishing a strong downtown organization:
1. Successful downtowns have strong private nonprofit organizations in place to provide
needed services.
2. Successful downtown organizations have a paid executive who can lead initiatives and
outreach,actively engaging business and property owners in the process.
3. While the TCBDA addresses some of the needs of Downtown Tigard,its membership is
limited and it does not have adequate resources to staff a manager position. Similarly,the
Chamber of Commerce is supportive of Downtown Tigard revitalization,but its mission is
broader than just the Downtown. An organization whose sole focus is Downtown is
needed.
4. The downtown organization would operate in parallel with the CCAC and would likely have
a representative to serve on the CCAC,but it would not replace it.
5. Formation of a downtown organization should be led by the private sector—with a
champion that is either a downtown business or property owner and run day-to-day by a
professional manager.
b. While the formation of the downtown organization should be led by the private sector,the
City can serve in a supporting role by providing seed money to hire an executive director.
Eventually,the organization should be completely privately funded,possibly through a
business improvement district or membership dues.
Summary of Research on Downtown Associations: Structure, Funding,
Effectiveness
by Markus Mead, Assistant Temporary Planner, City of Tigard
Structure
All of the surveyed Associations were similarly structured. Their most common characteristic is a
paid staff member. All Associations are a separate entity from the City and Chamber of Commerce.
Most are a non profit corporation.They all have a Board of Directors which provide direction and
participate in task completion. Every Board has at least one designated Board position for a city staff
liaison. All surveyed Associations have an implementation plan that fulfills goals and objectives. Of
the surveyed Associations, Corvallis has the most detailed and linear implementation strategy. With
this strategy, the Board created an economic development vision with a corresponding strategic plan
and succeeding implementation plan. The implementation tasks are intended for the Association's
Board, subcommittees and staff and members to implement.
The survey finds that the most logical and effective structure is that of a Board of Directors and a
dedicated Association paid staff person. The Board would have at least one city staff liaison
position. The Board,Association and city staff and other stakeholders/members create a vision,
goals and an implementation strategy with associated tasks. Each Board member is the chair of a
subcommittee. The subcommittees' role is goal implementation and task completion.The
subcommittees and Board generate their own membership recruitment and replacement. Some of
the surveyed cities do not have Association capacity to include this structure. They are limited to
only a Board and ad hoc assisting members.This above-described structure is ideal,but may have to
be modified if insufficient membership can be recruited to create all the subcommittees.
Funding /Participation
All of the surveyed Associations are funded through a Business Improvement District's assessed tax.
The assessments range from$1.25 to $1.75 per square foot. Most Associations receive the vast
majority (80-95%) of their funding through this BID assessment. Mr. Bishop of the Ellensburg
Washington Downtown Association recommended a trifurcated Association financial structure. This
structure would derive 30% from the municipality (URA TIF), 30% from stakeholders (the BID
assessment) and the remainder from other fundraisers. He believes that this structure forces both
public and private entities to be at the table.
The majority of the surveyed downtowns have a large majority of their downtown businesses
participating in the BID assessment. Some have had small initial participation and gradual increases.
Some Associations warned that a catch 22 situation often arises. One which businesses won't
participate until a success is observed;but that success is dependent on business participation. All
associations report that Board and Association participation is lower than BID participation. To
address Association participation, the Board and subcommittees should recruit new participants and
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April 2,2008
Page 1
members and replace themselves if they cease volunteering or their Board position term ends.This
would take this responsibility off staff to continually recruit for positions and task implementation.
Effectiveness
The surveyed cities provided much information via their respective websites and phone
conversations. The following are common elements of effectiveness determined through
information review and by Vicki Dugger of the Oregon Downtown Development Association.
These effectiveness elements are methods, activities,structural elements and practices that make
these Associations particularly successful at realizing their mission. The elements are: an effective
Board of directors, a supportive partnership with the City, specific downtown association staff,a
strict focus on downtown, a comprehensive approach to structure and activities, secure Association
funding through a BID and incorporation of the national main street program.
1. Effective Board of Directors
A Board should be engaged with Association staff and subcommittee activities. Engagement
includes being active in subcommittee tasks,recruiting members and replacements and leading
direction and tasks.The Board should be implementing tasks so that Association staff and city
liaison are not inundated with work and can focus on their appropriate duties.
2. City Partnership
The board should effectively and actively partner with cities,but they should conduct their own
management,events,marketing and business development. In these arrangements, the cities
typically perform capital improvements and collaborate on development standards, development
applications and other policy refinements for downtown efficiencies. The surveyed associations
believe that this separation is important to provide flexibility to the Association. Although they
believe that the City/Association liaisons are vital,the city should not oversee the entire Association.
Optimally, the Board and Association should be operated by the stakeholders.
Effective partnership also includes strong City support. The City Council should be an active
member in the Association by one council member being part of the Association Board or
subcommittee. The surveyed Associations institutionalized a reporting system of updating the
council semi-annually or quarterly. This city support would also extend to the City creating a BID
assessment on the downtown area.
3. Association Staff
ODDA staff and all Associations stated that this may be the one single important aspect to a
successful downtown association. Without paid staff, momentum is lost and capacity is greatly
reduced.The surveyed associations believe that volunteer Boards cannot operate as efficiently
without a staff member addressing the administrative details and other necessary tasks. Additionally,
a paid Association staff member would alleviate the possibility of city staff becoming burdened by
altruistically assuming Association tasks. Staff can be funded directly through the BID,which is
contingent on strong city support.
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April 2,2008
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4. Maintain Downtown Focus
This common recommendation was repeated in various contexts during research. All Associations
warned of extending the Association's area of interest.This could be a geographic extension,policy
extension or mission extension (also known as mission creep). Geographic focus extension would be
to include businesses outside the downtown as members or try to support business outside
downtown. Policy extension would be to use downtown efforts to enhance citywide commercial
business or to not curtail existing policies that could diminish downtown business' success.The
associations advised to keep focus on downtown business improvement, not downtown promotion.
The distinction would be the difference of attracting people downtown versus attracting shopping
downtown—people downtown for the purpose of purchasing. This results in mission creep such as
promotion,which is commonly the Chamber's purview.The associations advised against competing
with the Chamber. Lastly,the associations recommended that if the focus was maintained on the
main street(s) or downtown,it will expand itself.Trying to do too much too soon outside of the
focus area(s) can dilute efforts.
5. Comprehensive Approach
This recommendation is also a warning of diluting the Association's efforts. This recommendation is
to create a comprehensive approach to the downtown,including redevelopment, economic
development, streetscape design,and revitalization.This recommendation is to focus efforts on the
main street and immediate surroundings. Focus projects include streetscape design,main street
promotion and economic restructuring. All of these elements should be part of the plan. They
should not be attempted singularly.
The Associations warned against prioritizing promotional events or single projects such as parking
or streetscapes. This is because if a single project fails,it's difficult for the Association to recapture
momentum. Additionally,if all the association's attention is focused on a single project, there will be
other desirable projects,but no capacity to complete them.
G. Business Improvement District Assessment
This effectiveness element was a common aspect of all surveyed Associations.These districts
generally funded the Association's activities including staff and office expenses.There are additional
benefits as well. This creates immediate stakeholders from downtown property owners as they are
immediately paying to support the Association. It creates a public/private partnership. The
Association is also funded by the URA TIF funds to create formal funding partnership.The other
surveyed Associations only had the BID and were attempting to establish a URA.They optimally
desired to have both funding mechanisms.
7. Use the National Main Street Program
All of the surveyed Associations used this program.The Ellensburg Association manager has used it
successfully several times.The National Trust Main Street Center approach revolves around a 4
point strategy: design, economic restructuring, promotion and organization. The Association
representatives believe that this program is nearly failsafe. They institute it because it is
comprehensive. It provides association staff constant guidance by its structure and resources such as
case studies and tools. It provides Board and Association structure examples that help create the
initial and refined organizational structure. It is also applicable to Tigard.Although Tigard doesn't
have a collection of historic architecture which many of the comparative Associations have, the
surveyed associations stated that the approach is applicable to Tigard. (See the Ellensburg section of
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the accompanying appendix for more information.) The state of Oregon's Economic and
Community Development Department re-established the state program in the 2007-2009 budget.
This program was referenced and recommended by other Association staff.
8. Create a downtown Vision, Goals, Objectives and Implementation Structure
This recommendation would collaborate with the Board,city staff and stakeholders to create a
vision,goals, objectives and implementation plan.All surveyed associations had a derivation of this
structure,which is also part of the national main street program. An example of this plan is
described in more detail in the accompanying Appendix with Corvallis.The Associations
recommended to include downtown and peripheral stakeholders such as adjacent neighborhood
associations and churches to be part of the visioning and implementation structure. An important
aspect of this is to create the implementation plan directly from the vision and to create
implementing tasks.
9. City Communication
Communication with the respective cities is typically completed through the official Association /
Board City staff liaison and formal reporting. Many of the surveyed associations make regular
(quarterly or semi-annual) reports to the City Council. Often, the task subcommittees have direct
contact with relevant city staff to carry out respective tasks. For example, the events subcommittee
would work directly with the chief of police for street closure needs on event day.
Downtown,Association Research
April 2,2008
Page 4
Appendix
Detailed Association Information
Downtown Corvallis Association
Structure
An 11-member Board of Directors and a staff of one full-time Executive Director and one part-
time employee manage the Association. City staff and representatives serve on the Board as well.
Representatives from the Corvallis police department, planning department and City council
have permanent subcommittee and Board positions respectively reserved.
The Board created an economic development vision with a corresponding strategic plan and
subsequent implementation plan. The Board is comprised of subcommittees. These city
representatives also work on the strategic plan and implement the urban renewal area. One is the
Strategic Planning Committee which guides downtown revitalization and shorter-range action
steps. This committee held numerous meetings with business owners, property owners, and
citizens to develop and refine the Plan. Strategic Plan implementation is guided by a partnership
between the City and the Downtown Corvallis Association.
Funding
Benton County passed an Economic Improvement District for downtown Corvallis. This is an
additional assessment based on property valuation. The assessment is $1.25 per$1,000 of
valuation. It generates approximately$90,000 per year. These funds are collected by the City and
passed through the city for approximately 5% cost. The assessment supports approximately 90%
of the Downtown Corvallis Association activities. When the City creates an urban renewal area,
this assessment will remain in place.
Purview
The Association's mission is: "To improve and promote the economic, aesthetic and cultural
vitality of Downtown Corvallis as a regional center."
The Downtown Corvallis Association is a non-profit organization incorporated: July 18, 1985.
This Corporation is organized exclusively to promote commercial opportunities. It also provides
information about downtown to the public. The Association's activities are limited to collecting
information and assisting downtown property owners and occupants to develop a viable
downtown for the benefit of the citizens.
The Board created an economic development vision with a corresponding strategic plan and
subsequent implementation plan. An example is Vision Goal 4: Encourage Investment in Retail,
Commercial, and Office Activities. This vision is described by various strategies including:
Downtown Association Research
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implementing retail events directed at primary target markets. This is implemented by tasks
including:
• Organize retail sales promotions to help retail businesses generate increased sales.
• Responsibility: Downtown Corvallis Association
• Funding Source: DCA Operating Budget
• Timeline: Ongoing
Strategic plan goals
The following are strategic plan goals (in bold) with implementation tasks following them. The
implementation tasks are for the Association's Board, subcommittees and staff and volunteers to
implement. (A copy of the Corvallis Visioning Plan, Economic Development Plan and
Implementation Plan are in the Tigard I drive.)
1. Provide goods and services that residents presently leave town to purchase.
1.1 Bolster recruitment and retention efforts to fill market niches. Continue to recruit and
retain businesses that help satisfy the community's needs. Prepare and publish market
studies to encourage businesses to satisfy underserved market niches.
1.2 Develop activities to increase midweek, evening, and Sunday shopping. Downtown is
busiest on Thursday nights, weekday lunch hours, and Saturday afternoons. Activities to
increase shopping at other times will increase sales without causing parking congestion.
Consider increasing midweek and evening entertainment options and providing more
housing choices to bring more customers to Downtown.
2. Renew commitment to Downtown as the civic, cultural, and entertainment center of the
community.
2.1 Increase the organization and promotion of DCA sponsored special events and festivals
2.2 Support Downtown community events and organizations that contribute to Downtown
2.3 Support efforts to locate and consolidate government offices Downtown
2.4 Support Businesses that offer entertainment and cultural events
3. Build upon the diverse mix of uses and small town charm.
3.1 Support the unique mix of independent and national retailers, with an emphasis on
business clusters
3.2 Support the City and interested developers in their efforts to diversify Downtown housing
options
3.3 Review City Codes and fees to encourage desirable development
3.4 Collect and publish data on Downtown market opportunities
3.5 Fill vacancies, attract business anchors, and close gaps in the business mix
3.6 Promote Downtown as a destination for area visitors
3.7 Strengthen information-sharing relationships with real estate brokers and developers
4. Encourage investment in retail, commercial,and office activities.
4.1 Implement retail events geared to primary target markets
4.2 Encourage retail anchors that complement Downtown
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4.3 Encourage upper floor offices
4.4 Encourage financial and professional business or clusters
4.5 Prepare and implement an urban renewal plan
5. Ensure effective access, parking,and wayfinding solutions.
5.1 Update Parking Study
5.2 Develop and implement a Downtown wayfinding plan
5.3 Work with neighborhoods to mitigate parking impacts
5.4 Enhance physical linkages to Downtown
6. Strengthen and support effective Downtown organizations.
6.1 Maintain strong volunteer board and committee structure
6.2 Increase community involvement in guiding Downtown vitality
6.3 Establish a permanent source of funding for the Downtown Corvallis Association
6.4 Maintain communication with constituents
6.5 Participate in National Main Street activities
6.6 Maintain adequate staffing levels
6.7 Establish a Downtown Commission
6.8 Develop work plans
Effectiveness
The following are effectiveness elements. They were identified by City and Association staff.
1. Having staff dedicated to the Downtown Association greatly increases effectiveness.
2. Business owners, city policies and residents having a downtown appreciation.
3. Recruit effective volunteers for the Board and events.
4. City goal of keeping downtown a commercial district. Avoiding big box stores downtown
and elsewhere.
5. Attract and retain business downtown.
6. Hold events to attract people to downtown district. Create different events for different
segments of the population. E.g. wine walk for adults, Halloween safe trick or treating,
red carpet events for new businesses.
7. Include Board members in high profile activities. Have Board members and volunteers
attend and be spotlighted at events.
8. Build membership and member-created fundraising.
Recommendations:
Corvallis Association staff had the following recommendations for Tigard:
1. Ask the Board and staff to collaborate on a survey assessment. This would determine
what staff, Board members and downtown residents and businesses would like to see the
Association accomplish. The survey should determine strategy items to create a vibrant
downtown.
2. Conduct a preference survey and obtain feedback from staff, Board members and
downtown residents and businesses. These should be included in the downtown plan.
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Page 7
3. Once get buy in from stakeholders, ask them to create a volunteer base to help with
events and implementation tasks and subcommittees.
4. Talk to public service groups such as Rotary and Kiwanis. Conduct as many
presentations as possible.
5. Be selective of volunteer base. Some people get involved to benefit themselves.
Volunteers should act to benefit whole.
6. Shopping centers try to duplicate downtown atmosphere. Don't destroy downtown to be
like shopping centers.
7. Don't create pedestrian-exclusive areas. Coos Bay and Eugene attempted this and their
downtowns failed.
8. Interest—free loan for business owners.
Contact:
Joan Wessel, Downtown Corvallis Association Executive Director.
(She stated that she is willing to help Tigard whenever she can.)
460 SW Madison Ave
phone: 1.541.754.6624
Joan ,downtowncorvallis.org
Source:
Downtown Association Research
April 2,2008
Page 8
The Gresham Downtown Development Association
(Website information only. Staff has not yet returned my correspondences).
Structure
The Association was founded in 1991. It was originated by commercial property and business
owners. An Economic Improvement District was created in 1995.
Funding
1. Economic Improvement District (renewed every three years) assessed to property
owners for approximately $30,000 annually.
2. Tri-Met/Metro Funding for transportation related programs for $25,000 annually.
3. A contribution from the City of Gresham Council budget towards streetscape
enhancements (flower baskets,banners, tree lights) for $22,000 annually.
Purview
The Association's mission statement is: "... assist property owners and the City in the
development and promotion of downtown as an economic, historic, civic and cultural center."."
The organization's by-laws changed its membership to commercial property owners in 1999 and
the efforts of the organization became focused on the planning and management of development
activities.
Support mixed use projects with higher density components to drive activity for the retail area.
(The density component above the ground floor is what will create the retail activity. Housing
will support evening and weekend activity, whereas the office space will support weekday
activity.)
Additionally, the Center for the Arts is an important catalyst in energizing current investments,
re-energizing some stagnate investments, and drawing new investments to the area.
Projects:
• Graffiti ordinance
• Advocacy for the Center for the Arts
• Spirit of Christmas Golf Tournament
• 2005 Centennial Celebration activities
• Streetscape improvements, the Powell Blvd. Project
• Cleveland Blvd. Project
• Regional Center TMA
• Bike rack projects, web-site redesign
• Customer First Policy assessment
• Consideration of LID and renewal of an EID
• Managing association for Transportation Management Association. (A TMA is an
association of businesses, property owners, and government, which focus on identifying
Downtown Association Research
April 2,2005
Page 9
solutions to transportation issues within the Regional Center. Those issues are related to
access, connectivity, parking, pedestrian accessibility & safety, and commute options).
Events
• Spirit of Christmas Golf Tournament
• Spirit of Christmas event
• Art Walk
• Jazz Festival
• Rockin' Round the Block Car Show
• Gresham Farmers' Market
• Hood to Coast Relay
• Gresham's 100 Celebration and the Center for the Arts events
Effectiveness
N/A until successfully contact Association
Contact
Executive Director, Kathy Everett
503-665-3827 Phone
4
I
j
Source:
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April 2,2008
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The Historic Baker City Corporation
Structure
The Historic Baker City Corporation is a nonprofit corporation that develops and promotes a
healthy and prosperous downtown and serving the community. The corporation has a Board
comprised of stakeholders generally elected. There is one position specifically allocated as a city
staff liaison. Currently, this is the city planner. Each tenant has an implementing subcommittee
which is chaired by a Board member.
Funding
The City of Baker City created an Economic Improvement District. This EID is an assessed
value tax on structures in the district area. This assessment is $1.75 per square foot. The City
provides a guaranteed operating budget. The budget is generated through the EID.
Purview
The Historic Baker City Corporation implements the national main street program's four tenants:
organization, promotion, design, economic restructuring. The corporation is under contract with
the city to carry out these tenants.
The corporation's purview is revitalization. According to staff, revitalization under the national
main street program does not include activities such as tourism, merchandising or retailing. It is
to create a sustainable and vibrant downtown. This is accomplished through the following:
1. FaVade renovation This program uses SHPPO grants and other grants for fagade
renovations.
2. Streetscape improvements. Examples include benches, lights and sidewalks.
3. Shop local campaign. Shop Local /Local First movement recognizes that self-reliance of
a community and local ownership of businesses are critical requirements for a sustainable
and prosperous economy. This Shop Local movement does not require or demand that we
never go outside our community for consumer goods; it only asks that we first look
locally and make conscious decisions to support our community businesses.
4. Newsletter. Bi-monthly. Updates on downtown events and Board information.
5. Parking. Review parking issues such as dedicated parking, employee parking.
6. Destination Downtown program was conceived in 1991 and implemented in 1993 to
establish downtown Baker City as a destination for both local residents and out-of-town
visitors alike. These efforts were intended to create jobs through expanded retail
shopping offerings, improve community pride and livability, and establish Baker City as
a cultural/heritage tourism destination.
Downtown Association Research
April 2,2008
Page 11
Adopted as one of the key components of Baker County's economic development
strategic plan, Destination Downtown revolves around preserving, promoting and
capitalizing on downtown Baker City's Historic District. Since 1993,the Destination
Downtown program has helped facilitate more than 80 restorations within the downtown
district, attracting attention in state and national historic preservation arenas. Streetscape
projects, providing the downtown with banners, benches, trees, bicycle racks, planters
and historic district signs, have dramatically improved the downtown environment and
sense of vitality.
Effectiveness
Ms. Mehaffy believes that the following items have made the Historic Baker City
Incorporation effective.
1. Strictly adhered to the National Main Street Program tenants
(http://www.mainstreet.org/).
2. Participate in the Oregon main street program.
3. Staff specific to the Historic Baker City Incorporation.
4. Keep focus on downtown and commercial district.
5. Learned from LaGrande that tearing down historic buildings for box stores disintegrated
downtown. Make downtown the city's epicenter though practice, promotion and policy.
6. Codify downtown focus through city policy. For example a Corporation Board member
sits on the City's design review commission. The Corporation also collaborates with the
city to keep commercially-designated areas downtown. Any peripheral commercial areas
will have structural size limits to prohibit big box stores.
7. Assemble disparate perspectives together through consensus training. This coaching was
provided by Ford Family Foundation.
8. Use EID funds to fund the downtown association. Use URA funds to fund civic projects.
9. Have a progressive city manager who understands the incremental successes and
possibilities.
10. Report to city on quarterly basis.
11. Used SHPPPO Grants for fagade improvements.
12. Free WiFi downtown.
Ms. Mehaffy believes that to improve the corporation,there could be increased citizen and
business owner involvement with downtown activities. There is a danger in successes that people
expect a certain capacity to solve problems and they don't realize that it's the citizens that
provide that capacity.
She recommends becoming part of the National Trust main street program. Follow those tenants
to create an operating structure. Membership provides access to case studies and many resources.
If the city is a member, each downtown business can be a defacto member. The city can defer the
costs by charging a small amount to each business.
Downtown Association Research
April 2,2008
Page 12
Contact
HBC Director Ann Mehaffy
downtown@bakervalley.net
541.523.5442
http://historicbakercity.com/
From Gene Stackler: Baker City Economic Development
1. About how to catalyze an association—how the city should do it: Find folks with self-
interest and vestment in the downtown. Anyone that would rise to top and become a
leader such as a business owner, retailer or a naturally strong leader.
2. Make sure to address potential animosity from other businesses that are not downtown
who may feel excluded.
1
Source:
r i s-v
Source: http://`histoi-icbakercity.com/
Downtown Association Research
April 2,2008
Page 13
Ellensburg Downtown Association
Ellensburg was not on the list of Oregon downtown Associations. Baker City's previous Director
now works for Ellensburg's Downtown Association. He was highly recommended by Baker
City's staff. He provided the following recommendations for Tigard:
1. Highly recommend National Main Street Program.
It is a grassroots,volunteer driven and staff managed program. It is based on local resources,
challenges and opportunities. It distills guiding principles into small actionable pieces. (He has
seen a danger of other associations not doing this distillation process, focusing on big projects,
and lacking leadership and direction. For example,trying to solve parking and never addressing
infrastructure or design.) He believes that the main street program is a comprehensive process.
The program has a technical and capacity-building resource that is invaluable. These recourses
are important with the public/private partnership model of the Main Street program.
In his experience, he has never seen community that uses this program which didn't succeed.
Many communities have only partially used it, such as only dong the promotions or economic
development. These communities have struggled. He believes that the program works because it
forces communities to be comprehensive and intentionally incremental. He has observed that
this program often takes a significant amount of effort to initiate. The first year is difficult
because many businesses won't become a partner until they have seen a success. He
recommended for Tigard to tap into existing groups. Involve all groups that see themselves as
stakeholders. Attract property owners into the Association's Board. They will be motivated by a
desire to have stable tenants. For the Board, downtown activities and steering committees, he
recommends inviting civic tenants such as churches and other non profits, municipal tenants such
as a library, post office and city tenants. These groups could be strong advocates because they
are not financially interested in downtown and bring a neutral perspective. He finally
recommends to actively recruit adjacent neighborhood representatives. He believes that they
would participate because they have an interest in having a vibrant, proximate downtown.
2. Private and Public funding
He recommended a trifurcated Association financial structure. This structure would derive 30%
from the municipality, 30%from stakeholders(the EID assessment) and the remainder from
other fundraisers. The public money source would be the URA TIF funds. He believes that this
structure forces both public and private entities to be at the table.
Most of the time,the Association is a private nonprofit corporation. These have started as a
Chamber of Commerce subcommittee, but he has seen the transition of these be difficult. He
believes that the optimal structure is an existing group that is willing to incorporate the main
street model. He believes that this will have a more fluid transition from inception to activity.
Downtown Association Research
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Page 14
3. Use a Workplan
To go from a vision to a tangible success,the Association must have a workplan and not just a
vision. The workplan would be based on the Main Street four points. Each point has a goal,
objective and implementing tasks. He has observed organizations fail when these connections are
not linked. This usually happens with promotions committees. The committee limits its purview
to events and creating traffic downtown. This creates no relationship to the larger vision or a
consistent downtown image. (For example, having a car show one weekend and a pancake feed
the next does not create a consistent downtown function.)
4. Mixed Use—a Functional Downtown for downtown residents
For Tigard, he recommended a mixed use community for downtown. This would not compete for
destination retail with Washington Square and other areas. The retail component should cater to
the new residents. He recommended assessing whether downtown is a revitalization or
downtown redevelopment effort as, in his opinion, these are different. He also recommended to
assess existing structures and focus on reuse as much as possible; not to try to create a theme or a
fagade out of an improper building.
Timothy Bishop
Phone: (509) 962-6246
Source.
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April 2,2008
Page 15
McMinnville Downtown Association
Structure
In the mid 1980s a group of property owners approached the McMinnville City Council to create
a downtown association and an associated district. In response, the City Council adopted
economic improvement district which funded the downtown association.
The Association is operated by a Board of directors and staff. The Board generally sets the
Association mission, direction and creates the budget. The Board creates subcommittees which
are tasked with goal implementation. Subcommittees include: design and beautification, capital
improvements and economic improvement. One Board position is reserved for a city staff
member. City employees become liaisons between the City and Board. Additionally, the Chief of
police collaborates with the Association for special enforcement in downtown. The Association
and City collaborate on specific activities such as street closures for brownbag concerts and
festivals. For these activities,the Association and the city street department coordinate with
signage.
Funding:
The downtown district assessed a tax based on square footage. There are two zones. Each zone
has a different assessment rate. The tax is paid to the City and passed through to the Association.
Purview
The Association has operating committees focused on Organization, Promotion, Marketing,
Design, Parking and Economic Improvement. Association also does capital improvements such
as street lighting.
City-driven projects include a downtown improvement plan and a downtown tree preservation
plan.
Effectiveness
The following are effectiveness elements. They were identified by city and Association staff.
• Initial funding method. Having the funding in place before the Association was started
provided motivation and capacity.
• Comprehensive property owner participation(in paying the district assessment). This
gave the association initial financial stability.
• The Association frequently updates City Council and integrates City staff well.
• Initial and continued strong City Council support.
Staff believes that the following could be completed to be more effective:
• New streets and sidewalks
• More festivals and funding for these
Downtown Association Research
April 2,2008
Page 16
• Future parking structure. (Currently have a combination of City owned parking lots.
Seemingly comprehensive participation with joint parking agreements with downtown
churches.)
• Parking and pedestrian navigation way-finding signs,
• Increased ADA parking.
McMinnville staff had the following recommendations for Tigard:
• Obtain strong community support by property owners. (Without this, the association and
city will have decreased effectiveness.)
• Maintain grassroots efforts.
• Beware the risk of complacency. Don't rest on past successes.
• Don't deviate from original downtown mission.
Contact
City Staff:
Mike Bisset
City of McMinnville
bissetm@ci.mcminnville.or.us
503.434.7311
Doug Montgomery
McMinnville Planning Director
503.434.7311
Downtown Association:
Patti Webb downtown manager ginger is office person
McMinnville Downtown Association
(503)472-3605
Source:
Downtown Association Research
April 2,2008
Page 17
Downtown Association Research
April 2,2008
Page 18