Tigard Strategic Plan 2014-2034Strategic Plan
City of Tigard
The most walkable community in the Pacific Northwest where
people of all ages and abilities enjoy healthy and interconnected lives.
2014 –2034
City of Tigard | Strategic Plan | November 26, 2014 Page 1
The most walkable community in the Pacific Northwest
where people of all ages and abilities enjoy
healthy and interconnected lives.
ABOUT THE VISION:
• Goal is to create a unique, vibrant identity for the city – not a vision that could describe any city
anywhere.
• Walkable doesn’t mean anti-car or anti-public transportation, it is about leveraging the existing
trail system and green spaces.
• Interconnected has many meanings: Connecting people to the city, people to people, work/shop/
play, technology, physical connections, social connections, transportation, etc.
• The statement does not imply the city does or does not have a role in providing services to
connect people and/or make people “healthy” – it is about building and providing the space for
connections and healthy lifestyles to happen as people wish.
• The vision should drive future decisions about where the city places priorities and investments –
needs to be a deliberate set of steps to make it happen.
STRATEGIC GOALS:
❶ Facilitate walking connections to develop an identity.
❷ Ensure development advances the vision.
❸ Engage the community through dynamic communication.
❹ Fund the vision while maintaining core services.
Vision
Photo: Doug Vorwaller
City of Tigard | Strategic Plan | November 26, 2014 Page 2
Facilitate walking connections to develop an identity.
OBJECTIVES:
① Every household is within a walking distance of
3/8 mile to a trailhead.
• 100 percent of our residents have access to a densely
networked trail system designed for universal access
and the mobility-impaired.
• Fully accessible connections are made via pathways
and/or sidewalk connections.
• Improve Tigard’s walkability score – currently 51
http://www.walkscore.com/OR/Tigard.
② The trail system is used for all kinds of trips.
• The system is safe. All parts are comfortable for everyone to use – i.e., no segments are
avoided because of real or perceived safety issues.
• The walking/transit connection is creatively engaged. Creative transit solutions, like local
van shuttle service, are available to bridge gaps where trips (or portions of trips) would be
otherwise infeasible for walking.
• This deals with trips within the city as well as trips leading into/out of the city.
• The transit waiting experience is improved.
• Transit stops protected from weather and are aesthetically pleasing.
• Sidewalks are a part of the plan, especially in relation to connections to transit stops. and
key entry points of the pathway network.
③ The city’s development patterns, over time, are influenced by the densely networked
trail system.
• Pathway system and businesses begin to complement each other. You can walk to more
business destinations. Businesses locate here that need and want less parking.
• Changes in the Community Development Code allow more businesses to become closer to
residential.
④ The system supports and enhances Tigard parks and community gatherings.
• The system is designed to serve developed public parks.
• Places in the system are dedicated to community gardens, which become highly localized
and cared-for centers belonging to neighbors and neighborhoods.
• Events, leisure-time activities and other social functions occur on and adjacent to the
system, with City of Tigard involvement ranging from none to high.
1 goal
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⑤ Implementation of the project is long term (20 years) and controlled, in some fashion,
at the neighborhood level.
• Implementation begins by connecting important public places in early phases of the
project.
• Generate enthusiasm and support in neighborhoods (i.e., demonstrate early successes).
• Volunteerism is actively promoted and maximized (e.g., East Bull Mountain example).
• Cooperative approach to the work with citizens (a mutual partnership).
⑥ The city’s identity results from construction of the system.
• We market our successes at every completed connection/result.
• The “identity gain” is natural and inevitable. As the new system gains users, it gains
attention and the attraction and identity of Tigard gains momentum.
continued
1 goal
Ensure development advances the vision.
OBJECTIVES:
① Make best use of undeveloped and underdeveloped land to increase the value of the
city and advance the vision.
• Businesses locate and stay in Tigard in ways that maximize the productive development or
redevelopment of properties.
• Public and private financial support catalyzes the redevelopment of current industrial land
and properties.
• The city is a liaison to understand the local economy and business community and
supports development and marketing of available properties.
• Planning and zoning facilitate the maximum development and revenue potential of
residential, commercial and industrial lands.
• Encourage town center development and business expansion (Washington Square,
Downtown, Triangle), including high-density housing development around shopping,
business and transit.
② Market Tigard. Build a healthy business climate that attracts, serves and employs
more Tigard residents.
• Market, brand and promote Tigard as the place where businesses are healthy and thrive.
• From startup to mature enterprises, provide resources for businesses to grow, stay
healthy, and expand.
• Attract and retain businesses that encourage live-work-shop opportunities in Tigard.
• Market the trail system as a connector of people, businesses and transportation linkages.
• Add and grow regional anchor employers headquartered in or near Tigard.
• Capitalize on Tigard’s central location and business advantages of proximity to Portland.
• Development services are easier, business-friendly and expedited.
③ Invest in public spaces.
• Strategically invest in land, public space, streets,
sidewalks, and trails to create public spaces for
everyone to enjoy; connect people to jobs, transit,
community, leisure, and business; and leverage and
complement desirable development.
• Tigard is the place easiest to access shopping, food and
other businesses using all modes of travel, making the
most of its transportation assets and easiest
connections for business and regional downtowns.
• Transit station locations are developed and redeveloped
to serve riders and adjacent neighborhoods.
City of Tigard | Strategic Plan | November 26, 2014 Page 4
2 goal
City of Tigard | Strategic Plan | November 26, 2014 Page 5
Engage the community through dynamic communication.
OBJECTIVES:
① Messaging engages the community and
advances the vision.
• City communication channels and tools
provide the most accurate and up-to-the-
minute information about Tigard as
measured by an increase in usage.
• Key messages clearly reinforce the city’s
strategic direction and goals.
② The community is engaged and connected
to the vision.
• Communications strategies within
departments align with and actively support the strategic plan through coordinated
communication.
• The Tigard community is connected through compelling content that encourages and
enables robust two-way communication.
• Innovative use of social media.
• Empowered employees share the message.
③ The city actively promotes its vibrant business districts, livable neighborhoods and
accessible parks and trails to inform current and attract new businesses, residents
and visitors.
• Educate community leaders on the strategic plan to create excitement and identify
opportunities to partner to further the vision.
• Serve as a hub for networking individual neighborhoods with the city and community.
• Increase awareness of recreational opportunities through prominent placement of
resources on the website and online media channels.
3 goal
Fund the vision while maintaining core services.
OBJECTIVES:
① Stabilize finances to provide a foundation to build
toward the vision.
• Budget for core services using current available
funding and re-evaluate core services during
annual budget process.
• Delivery of a reinvestment plan, including a
facilities plan, prioritizing near-term investments
needed to prevent larger costs later
• Continue to build reserves and create a strategic
investment plan.
• Continue to implement efficiencies in operations
and maintenance in all departments.
② Invest in the strategic vision.
• Reprioritize/redirect existing resources where possible to further the vision.
• Strategic investments, new programs, and significant changes to existing programs not
funded by existing resources will require new resources.
③ Ensure the vision increases city value long term.
• Report to community, City Council and staff annually.
City of Tigard | Strategic Plan | November 26, 2014 Page 6
4 goal
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Background
• The Tigard City Council adopted the Strategic
Plan by a 4-0 vote on Nov. 25, 2014.
• The goal of the City of Tigard Strategic Plan is to
provide guidance and direction for the city’s
priorities over the long term (next 20–30 years).
Proactively planning for the city’s growth
provides an opportunity to grow the city in a
way that is thoughtful and unique. This plan
does this by leveraging and building on Tigard’s
existing strengths and aiming to continue to
grow Tigard as a thriving, desirable place to live,
work and play.
• This Strategic Plan will also inform the allocation
of limited city resources to both long- and
short-term goals.
• For more information, go to: www.tigard-or.gov/strategicplan