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Strategic Plan 2020-2025
City of Tigard STRATEGIC PLAN 2 0 2 0-2 C � 5 . , . . • k r „Eli - , • • , , , , .... • , , i it ,, '� _ •.. i �J� r E R117 1 Iiile :... ..4 . .-- .,...,.a._,, ...::,........,iii. 1 fir, :: Y ri J _ =-Krelcome to 1I ‘ i 10114 i i TIGARD1iro ; '': ` . A Place to Calter, • }J,r.} ili ,, 4 3f .^ } f i •-.. — SYS}• " 'y'•7;01:4, e ''y' ''41, ..1 I I is:.•,, .,. , e- I 7 iiii4gir :...;..,. , �4,� r r 111111.00r—.. '.. '1:„.. , r ..,:,• •.•'-;,.:. '-:•.. .. .4 ..,.: . . ,,,,,, • i imq. 4 ... ,i, ‘,.. , ,.: ,, ,...., , .,, ....„ 10, . ,• 'e i,te4k•tev,•:..:i-.,.;..i'.•;1:'4::1.:‘'.:;:1:::.1.;ir •:::_'-......;,,,,%...''.:.,..:11:i.:,;;_'.42.4:..1 ' I, I .V.' ....',.,.. , 4.&44.* . '-' .::.'''''',....... 41.11:14411.1\r".11 I.411 L ';...\••''..4‘.. i T I GARD ACKNOWLEDGEMENTS _, idi 4:4: ..„:. . . . . , . f . ABLE OF „lir - -_ '. ., .. Refreshing a city's strategic plan, which guides the direction of our city's future, is no small feat. •+. CONTENTS. Thank you to every individual and group who with their passion and determination created a ` lasting impact on our community through this plan. - , Introduction Tigard City Council Strategic Plan Implementation Team ` - • 4 Mayor Jason Snider Allison Arnold, Council President John Goodhouse Readers Services Manager* Councilor Tom Anderson Kenny Asher, • Councilor Heidi Lueb Community Development Director 1t • Councilor Liz Newton Dana Bennett, - •rIt _ • Vision Youth Councilor Emilio Calderon Human Resources Directors Mayor John Cook* Carol Krager, - } ' � Councilor Marc Woodard* City Recorder -, ' Youth Councilor Meghan Turley* Chief Kathy McAlpine, virk Police Chief �''"�►' 1 • - Strategic Plan Guidance Team Mike Nolop, % • - s ryn • Information Technology Manager -- - • • Amber Bell, - -. • Readers Services Manager Kathy Nyland, `,° � � "? , g Assistant City Manager ' mts , Joanne Bengtson, -, i;,�, yi ' =_* City Management Executive Assistant Brian Rager, - • STRATEGIC STRATEGIC STRATEGIC Te an Enloe, Public Works Director - E •• l PRIORITY 1 PRIORITY 2 PRIORITY 3 Senior Project Engineer Paula Walker, - 'aha ',_ -. Library Communications Coordinator* = f _ ' Nicole Hendrix, t'" 6EP 1 6 City Management Senior Management Analyst Kent Wyatt, Communications Manager ' - - - - Steve Kang, f Eric Zimmerman, - `.'-' • Finance Senior Management Analyst . �_'-; • Assistant City Manager* "'- " . Carol Krager, -�_ •• City Recorder �- Summary Brandi Leos, Project Consultant _ Senior Human Resources Business Partner Barbara McMahon, n."-' s 6 McMahon Consulting, LLC T, * " Eggie Maldonado, Permit Technician Assistant _ . All City Boards and Committees : _ ';ry : ,. • Jamey McDonald, - - Police Commander - s y* -• .,�,•: -i'.4..! ,;*",-. . . . - Vii.. • - • Tom McGuire, - • Assistant Community Development Director .� Glossary Martin McKnight, gi"' -. • ' -, Parks Supervisor r•t`:r,, r " • Christine Moody, _, 4'n s_f-' yr. # Purchasing Manager � '► w , • Gary Pagenstecher, `. Project Planner �:_, iyg . 4 ; •• Lloyd Purdy, • 4.rr - ,� ;, • :, Appendix Economic Development Manager ` �. `a '. -• ''� • a y Marty Wine, -,*}°- - ` i a. ''` ;. .. , : i' City Manager *Former ,, ": �f `^ 4 t - ,-•:$/*A rte ` ^ , . '° '—% w * • I: IL 14 ltd.. ---iime.Z., 0". PIPP1 S.- " "`, A note from our City Manager . Or A Refresh OUR VISION 1 `. In 2019, the City embarked on a journey to refresh Tigard's Strategic Plan, last updated in 2015. The purpose of a strategic plan is to set a focus for how the city's vision and direction will A vision highlights where we want to go as a city and r t . be achieved. It is a road map to guide where we are going and what we want to be. Our new vision emphasizes equity, _'�`'2"rr, . convey what our city aspires to be. A strategic plan helps an walkability, health, and accessibility. ir organization allocate resources, set priorities, and states what it will say yes to. In order to understand the state of the vision and goals, r community members and city staff were interviewed, surveyed, .*_ and asked about what the city's future direction should be Tigard: An equitable community now. We are presenting a 2020 refreshed plan that will guide City Manager, Marty Wine us for the next 5 years, through 2025. We are updating the that is walkable, healthy, plan in an unprecedented year, when we are all experiencing unimaginable events, and working in ways we had not planned r for. Demands on our city and community are different than and accessible for everyone. we could have expected, knowing that this plan will probably need to change during its lifetime. COVID-19 and the uprising for racial equity have shifted and created greater focus for the city's strategic plan in the following ways: Framing the Vision • "Most walkable"has become a priority that has greater focus on healthy, equitable outcomes. • Equity — Just and fair inclusion into a society in which all can participate, prosper, and reach their full potential.' • The need for our whole city organization to enroll in the plan has led to one internal-facing priority. • Walkability — A walkable environment supports and allows • The need to measure our progress has prompted much for a choice to participate in active forms of transportation more specific priorities, objectives and metrics to make our such as cycling and includes people traveling with planned actions clear. or without a mobility aid. A walkable community is foundational to an equitable and sustainable community. 2 The city organized a committee representing every city department, called the Guidance Team. This group's purpose • Accessibility — Providing equivalent ease of use and is to finish updating the strategic plan and be the people who opportunity for all people to interact with our services, would ensure that the plan will be implemented. The Guidance processes, and infrastructure. Team, together with the leadership of every city department, are responsible for ensuring that the plan gets done and that • Healthy — Supporting the community's physical, economic, city staff and community members are engaged making the and environmental well-being which improves all aspects plan a reality. We are excited to bring energy and commitment of health. to carrying out these priorities going forward. I Definition by PolicyLink 2 Inspired by America Walks definition \-41144*,era• 2 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 3 tor T V STRATEGIC ___...., _ .. i ,o , , _ ,,,. PRIORITIES A, ,,,:,.. . , ,„_.; ,.,,,„ _ k 1 71Y .• . -.. • These are the three priorities " that support our vision: r� - pp arm.. - - ,. The city identified three strategicIP priorities to help carry out the vision. ` Il V, ,. . - I Within each strategic priority are i q ' ' ' �4 objectives, actions, and timeframe 4' '°r Set the standard for i n for completion. Timeframes follow ' excellence in public service the city's Fiscal Year(FY) which goes i. and customer experience. from July 1 —June 30. Tied to the - 4.7,.j,,e. s objectives are metrics that indicate •: - 1 i and track achievement of the • _sem Yi '" i. •_;ts actions and overall objective. - - Create a well-connected, attractive, and accessible pedestrian network. .L____,.. , { :• ..,, 3 ,./.. _.., . ::r _ _ _ • .. :,±. pi "1, --,,� l�,7,'.40j1.1*-, Ensure development and - �' ___ k ��h� , i growth support the vision. y . tit.1 1.._ , b I ' _ - STRATEGIC PLAN 2020-2025 • 5 .f7 i STRATEGIC STRATEGIC PRIORITY 1 PRIORITYONE Set the standard for excellence in public service and customer experience. Set the standard for excellence in public service and customer experience. METRICS: • % of department work plans and IIIII OBJECTIVE: performance audit measures completed. Be a high performing workplace with seamless ► CM/Leadership Team (LT) service delivery. • % of new employee retention at the 1, 3, and 5-year anniversary of hire. ACTIONS LEAD/TIMELINE: ► CM/HR A. Attract, retain and reward a talented workforce. City Management (CM)/Citywide • Employee demographics compared O Ongoing to census. ► CM/HR of department work plans and B. Hire a workforce to reflect the racial and ethnic CM/Citywide/Leadership Team (LT) performance audit demographics of the community. Ongoing • # of equity/inclusion related training measures completed. (conferences, workshops, etc.) attended by city staff. C. Promote a values-driven organizational culture that CM/Citywide/LT ► CM/HR reinforces inclusion and ethical behavior, exercises Ongoing transparency and maintains the public trust. • % of recruitments completed within established hiring target timeline. D. Build infrastructure (i.e. resources, equipment, CM/Central Services/Communications/ ► CM/HR space, technology, training) that supports Finance & Information Services (FIS) positive customer interactions. Ongoing E. Create processes and coordinate communica- CM/Central Services/LT tion to ensure consistent customer experience Ongoing across service areas. / i 0 • 0 �, • i 7i 1 Tr LI, A Ito. 0 or , 111 tro . # A iI . 1 h g1 . 1 11 t%"?t%$ 6 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 7 STRATEGIC PRIORITY 1 STRATEGIC PRIORITY 1 Set the standard for excellence in public service and customer experience. Set the standard for excellence in public service and customer experience. IliOBJECTIVE: Embrace data-informed decision-making to solve problems, Offer exemplary customer experience. pursue opportunities for improvement and develop innovative solutions for equitable outcomes. IIIIt ACTIONS LEAD/TIMELINE: ACTIONS LEAD/TIMELINE: A. Routinely collect and report relevant data. Citywide A. Expand and integrate organizational knowledge about Citywide Ongoing equity and inclusion into customer service. Ongoing B. Implement innovative data collection and tracking strategies. Citywide/FIS/CM B. Provide information and communication methods in Communications Ongoing various formats that are accessible and easy to Ongoing understand for every customer. C. Apply an equity lens to evaluate proposed solutions. Citywide Ongoing C. Resolve customer concerns in a timely, effective, efficient Citywide/CM and consistent manner. FY22 04 D. Establish and refine how to present measures. Citywide FY22 Q4 E. Identify the suite of reporting tools. FIS, CM, Citywide METRICS: Ongoing • % of total staff completing equity focused customer service training. ` f LI f A O ► HR 1 • # of products that are provided in ...id METRICS: _, r more than one language. - - -ic i, ► Communications 4, , ' --.-- • % of staff stating they use Iii - �4 - ,� data-informed decision- making. ~ • City employee response time to public inquiries. . i ► CM — \Air. 1 ► CM , 1 • i !! • % of total measures • % of community rating overall city eimosalli - implemented. services as good or better. ► CM MI I ► CM 8 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 9 STRATEGIC PRIORITY 1 STRATEGIC PRIORITY 1 Set the standard for excellence in public service and customer experience. Set the standard for excellence in public service and customer experience. OBJECTIVE: `' ��' a - - - 1 . 4awl_ Enhance community awareness and engagement with ""°""""" ' r. f `"'' 1 1� ! City activities and services. f ',� , o !wld ' ` rtr 1 II '�, ACTIONS LEAD/TIMELINE: .- - _ur 41 . .: p «•• -, • N •14 41111 - A. Intentionally create an environment that fosters Leadership Team/Library/ ``+ �' 1# " - - 'VN 1. j 420vw k . . participation from all members of our community. Communications4 r' �1,.... 00 " Ongoing s ' i B. Consistently collect customer feedback in a way that CM/Communications/ ,A1( * `- rn is inclusive to all. PD/CD11111M10 4411/4/# - 1 Ongoing ., '` 0 C. Build authentic relationships and partnerships through Citywide - -- ilit s city initiatives. Ongoing 11 4410 .-irmm..m. J D. Provide news and information that is accurate, timely, Communications/Library/ r -/"":_ _ . 00, _ ^- . :..., authentic and professionally presented. PD/Citywide ;:w •\ * • Ongoing .:,.., , i., ,.., '� METRICS: - - - .. : = F._` _ --,.-- _ , ,,,.. • -. r • • # of outreach and engagement 9 opportunities. al 0 • • o e. I ► Communications ' -_ '''S • # of people following City social +A ``l media accounts. ► Communications ■ /o of social media followers whose PY language 9 rimar Ian ua a is not En list __ 1111111111 .,� ` y ► Communications Ammy 'suillia—Iii:111...- ...... 10 • CITY OF TIGARD _ STRATEGIC PLAN 2020-2025 • 11 STRATEGIC STRATEGIC PRIORITY 2 PRIORITYTWO Create a well-connected, attractive, and accessible pedestrian network. Create a well-connected, attractive, and accessible .1 pedestrian network. -1-7L70 OBJECTIVE:101:k _ .- � r4,1 F �� 7r l n�: "A :i � I rti .� O _r i ft (* Create swell-connected pedestrian network that links all -*� ill F 44 Tigard residents and businesses. I 4 . of community ifzz I - ---72,././-11 -- -. within a LA � _ - --7 10-minute walk of a developed park. ACTIONS LEAD/TIMELINE: Ille - ”7.4.4./' - iiio pa' t A. Inventory existing pedestrian network. Community Development (CD) • = -- - - FY21 03 _ — B. Develop a future-state pedestrian network plan (PNP). CD METRICS: FY21 Q4 '1%\ ''' ''W4:7 4,:,‘47: ,7 Yz { '2k -` V 1•_ .:4-r. • 0/U of residents that use the v„ ksa r=� ' C. Identify and pursue new funding sources to build the CD/Parks A.s' " . 4,52 fc"7,.,,,117 .N.,--,.,:-,..."' pedestrian network. FY22 Q1 pedestrian network. y- 1•� _<.a r' -rs k ,1 , -. I. _., .- It fig. . .. • ► CD, Tigard Transportation , : ;- :- .J . -._7 �. Advisory Committee (TTAC) "gr. it is; ' r. D. Bring parks and trailheads within a 10-minute walk of Parks t x` ti; ` tifiri:-., .,_,-..-, .`i every Tigard resident. FY21 Q4 • # and location of publicly i. { 1:447,\ "2 accessible spaces, including - .' r' E. Expand thepedestrian network nn lI P Public Works (PW) privately owned/publicly accessible ' Y-r� pa d pedest aannually.y. ub c o s _) j, Ongoing spaces like trails, paths, and plazas. ► CD/PW/IT �`1 # 1, 1 _ • % of community within a 10-minute ..- 3= walk of a developed park. = R f, r A ► CD/IT fr /(/ _ •471 r f 4111/11ti / ` • % expansion of pedestrian network ; '_annually. r •,_,:. , x 2:.; ` 1� ► PW/CD/TTAC ,, : ,.; 4. 12 • CITY OF TIGARD \' -='" ` 0 at. STRATEGIC PLAN 2020-2025 • 13 STRATEGIC PRIORITY 2 STRATEGIC PRIORITY 2 Create a well-connected, attractive, and accessible pedestrian network. Create a well-connected, attractive, and accessible pedestrian network. IIIIF OBJECTIVE: Tigard's pedestrian network is attractive, accessible, safe, METRICS: and well maintained. • % of trails with trail markers and wayfinding signage. ► PW ACTIONS LEAD/TIMELINE: • % of pedestrian network and /0 gathering spaces that meet A. Develop and adopt pedestrian network design guidelines that CD/PW of ADA Transition ensure the quality and desirability of the network. FY21 03 maintenance service standards. Plan work achieved ► PW annually under current funding allocations. B. Design the trail system to serve both recreational and active CD/Parks transportation purposes. FY21 04 • % of the ADA Transition Plan work achieved annually under current funding allocations. C. Design pedestrian facilities to prevent crime in new or Police (PD)/CD/PW ► PW remodeled sites. Ongoing D. Coordinate seasonal, visible patrol in parks and trails for safety. Parks Ongoing • - _ :.� .;.. • ol's 0 A - { v. E. Invest in infrastructure that increases public safety such as Engineering/Parks ; . �#: i�: ' trail lighting. Ongoing r#. �' "" .7;, Fanny Creek Trail ' r "� ter - © - F. Ensure inclusive and accessible design is included in the design Engineering/ p10 ` ` • Vit••. '. ' r. • . 1:Z" • ` guidelines and implemented through the ADA Transition Plan, Central Services ' k • Parks Master Plan, and Pedestrian Network Plan. Ongoing Ai•• IG. Allocate adequate resources to ensure existing pedestrian CD/Finance/Parks/ ,y.• .. -. , • . Lilt i"' 44 infrastructure and community gathering spaces are well Streets , ` . 4%. t.1.-1.11.- r,, maintained. Ongoing �., ^ �,; „_ �� H. Conduct an annual health and wellness survey. CD '.. --` '° TwtEE C CI Ongoing 1 f 14 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 15 STRATEGIC STRATEGIC PRIORITY 3 PRIORITYTHREE Ensure development and growth support the vision. Ensure development and growth support the vision. METRICS: I Et OBJECTIVE: • Pursue land development that maximizes public health % of residents living within walking • % of collector and arterial streets distance of essential services. with bike facilities/sidewalks. benefits while increasing connection between people ► Finance & Information Services ► Engineering (FIS)/Engineering/CD and community destinations. • # of employers and employees • # of residents served within one served by high-frequency transit or ACTIONS LEAD/TIMELINE: quarter of a mile of new and light rail, multimodal network. existing businesses. ► CD A. Build a resilient local economy in which residents' health CD ► FIS and the health of local businesses increase together. Ongoing • % of workers/residents within • % of new development in the city's walking distance of a trail or park at B. Locate and grow businesses to support walkability, CD/Parks plan districts that is considered their place of work. connectivity, and accessibility for all business Ongoing mixed-use. ► GIS/Parks/CD location decisions. ► CD • % of Tigard neighborhoods that are C. Build mixed-use development that is inclusive of CD/Engineering • % of streets that meet Complete "20-minute" neighborhoods. housing, shopping, employment, services and integrates Ongoing Streets criteria. transportation options. ► CD/Engineering ► CD D. Fully implement the City's Complete Streets policy. CD/Engineering Ongoing E. Ensure all businesses can easily connect to resources that CD help them grow and add value to the community. Ongoing ler F. Capitalize on Tigard's business mix, central location and CD /0 access to the region's talent to support a healthy economy Ongoing that provides employment opportunities for residents. C I\/I P L E T E of streets that meet S TR EETS Complete Streets G. Invest in public spaces that equitably serve the city's CD/Parks criteria diverse residents, workers, and visitors. Ongoing TIGARD 16 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 17 STRATEGIC PRIORITY 3 STRATEGIC PRIORITY 3 Ensure development and growth support the vision. Ensure development and growth support the vision. Ela OBJECTIVE: Focus development-associated resources in parts of the '\ • city that have the capacity to serve, house, employ, and N, . .f__AA4- attract the most people with the least impact on Tigard's . .• natural systems and the climate. R .. hr .,-. ACTIONS LEAD/TIMELINE: : r ,4 . ,... _ y, ;;: ri 2E �a, '.1 C. ..4'.y ifs .,ylf{i��.'ti,;. nvr; t�. .• r. ��. I rY �y A. Blend land uses to support a range of commercial and CD '`''; , • '' `°; � } .. .� ' .., ¢�°.. `' y "�f A .. Y 'q'' t employment opportunities within and in proximity to OngoingyY' `r }` ' ' • II residential neighborhoods. :x • "+k 4; t-7 t - 4 _ -,. 1 J �rrF a .1 1 l B. Facilitate Transit Oriented Development (TOD) that supports CD/Engineering 's , k employment, housing, and community services. Ongoing s �`. `irr'4w>'� -" 4 - ; _ ' • '\ IR C. Incorporate greenhouse gas impact and multimodal CD/Engineeringa ` ..' , . opportunity into evaluation criteria for capital improvement FY21 Q3 project prioritizations. METRICS: D. Ensure capital improvement program (CIP) funding reflects CD/Engineering the prioritization of this objective. FY22 01 • Land use blend factor. • % of stream mileage rated as ► CD/GIS "high- or medium-quality". ► CD E. Incorporate sustainable and low-impact building and site CD planning technologies into city codes and standards. FY22 03 • Residential, employment, and commercial density within one-third • % of publicly-funded capital projects of a mile of all light rail stations. meet city requirements for pedestrian/ F. Protect and restore the ecological functions of and maximize CD/Engineering ► CD bicycle/transit infrastructure. the ecosystem services of streams, wetlands, and associated Ongoing ► CD riparian corridors. • % of new construction meeting sustainability criteria. ► CD 18 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 19 STRATEGIC PRIORITY 3 STRATEGIC PRIORITY 3 Ensure development and growth support the vision. Ensure development and growth support the vision. Mt OBJECTIVE: - Understand the effects of development on vulnerable /Ir- Tigard residents and mitigate these impacts within , ° 46 projects and over time. ' ; “ •, 1 .444i . C \ IE. rili ACTIONS LEAD/TIMELINE: f : : , 1,,, A. Increase access and participation of community members who Citywide I are historically underrepresented in city processes and committees. Ongoing ��' RE COCSO MU mw i 410 .r' B. Mitigate displacement of low-income communities in projects CD a ' receiving city investment. Ongoing JNI - C. Support a balanced, diverse mix of business sectors and CD - -, _ _ _ - 4_ employment opportunities. Ongoing D. Ensure transportation investments and improvements are CD/Engineering , providing equitable benefits & impacts to the entire population. Ongoing ' , , +, 1.kfiSi#A1 ! in 1:11-2``1 _ idE. Advance equitable economic opportunity. CD m ' _ � '� ,' Ongoing `" t F. Increase the weight equity holds when making capital improvement CD/Engineering METRICS: and transportation project prioritizations. Ongoing • % of new businesses owned by people of color ►:ti 1itp +o' - - reflects the percentage in the total population. 1- x �� I TiIg, •• J�j 1 ► FIS -. , r Advance .v� y� r` - ,�` budgetspentq Y 9• % of CIP in CDBG- ualif in equitable f '--• - 4 census tracts. economic Iiii ff i \, si . ,a,.... til ► GIS/Engineering opportunity. 4, / 111 "� •'` ■ # of residents displaced by city projects. 4 4' = ;� b ( ; ► Citywide wiii x i. 20 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 21 STRATEGIC PRIORITY 3 STRATEGIC PRIORITY 3 Ensure development and growth support the vision. Ensure development and growth support the vision. OBJECTIVE: 3 •4 Proactively intervene as necessary to meet the housing _ needs of all community members. 's::'1%4 , :.,_ - z, , / • -••.„;.„,...-01 . ,..,:„. , ..„....„: ACTIONS LEAD/TIMELINE: __-� i 111 f A. Prioritize funds to support the creation and retention of CD ! � affordable housing in Downtown Tigard, the Tigard Triangle Ongoing r '� is A and Washington Square. - . ,,;1-' -. -- - B. Reduce the number of unhoused Tigard residents without CD 4_'- I -= I _ -_ ' displacing them from the city. Ongoing _ =_ :-r- + I I- 1 — • ' -- I t C. Provide opportunities for transition into permanent housing CD :ti, i-- ' rjj. "1 C Y }--- __ through innovative approaches to safe temporary dwellings. Ongoing .-"•' "�'' � ii1_ ,j I!1 1 ' "'�3'I rt ' -- � �_� 1.�. E KZJ. Y - `•-_.. • trep2KrNG EN•ianCE �. d D. Increase the housing mix in the city to meet the needs of smaller CD rf "° , households, including singles, young families, and older adults. Ongoing METRICS: a- E. Survey housing needs in the city and match needs to be CD • # of affordable units in the city's • % of households of color who own strategic, measured by median family income. Ongoing plan districts. reflects the % in the total population. ► CD ► CD F. Support higher homeownership rates among communities CD of color and historically marginalized communities to build Ongoing intergenerational wealth. • # of unhoused residents. • # of permanently affordable ► Citywide/Communications ownership units created through G. Continue participation in regional affordable housing CD down payment assistance. workgroups. Ongoing • # and % of Metro bond projects in ► CD Tigard. ► CD 11111111:U 011111) if • Mix factor of housing units by type and square footage. ► CD 22 • CITY OF TIGARD I STRATEGIC PLAN 2020-2025 • 23 STRATEGIC PRIORITY 3 STRATEGIC PRIORITY 3 Ensure development and growth supports the vision. Ensure development and growth supports the vision. EIF OBJECTIVE: Plan and create in a manner that reduces climate impacts Ensure TSP to the maximum extent practicable, especially for those supports the most vulnerable. reduction of vehicle miles traveled and ACTIONS LEAD/TIMELINE: greenhouse gas emissions. A. Reduce the burden of climate change on low-income CD populations and communities of color. Ongoing , , B. Preserve and expand the city's existing urban tree canopy. CD/PW/Parks/Streets Ongoing ;11)i ji alik 5 Y J C. Take steps to prepare the city's landscapes and public spaces PW/CD/Central Services for changing climate. FY22 01 I let D. Ensure Transportation System Plan (TSP) supports the reduction CD METRICS: of vehicle miles traveled (VMT) and greenhouse gas emissions. FY22 02 • % greenhouse gas emission • Average # of daily vehicle miles E. Evaluate development projects for their contribution to VMT CD reductions in city operations traveled for Tigard households. reduction, compact development form, and sustainable use Ongoing ► FIS/Central Services/PW ► CD of resources. • % of tree canopy coverage within • % of development in urban reserves F. Require new development to demonstrate reduced or Engineering limited VMT through a Transportation Impact Analysis and Ongoing the city. that is supportive of public transit, appropriate transportation demand management tools. ► CD/PW/Parks/GIS neighborhood commerce, and walkability. G. Updated transportation mode share targets. CD • % of tree canopy estimated as 30 ► CD FY22 02 years or older. * . tlft ► CD/PW/Parks/GIS • % change in density by census tract. ► GIS A public41,- p ■ % of spaces that have climate et ready landscapes. • Tigard fuel tax increase by x%/yr in ► PW/Parks line with GHG-reduction strategy %. ► CD/FIS 24 • CITY OF TIGARD -. STRATEGIC PLAN 2020-2025 • 25 a,4 . , . GLOSSARY .-Fr... , ` }�" L -- R 20-Minute Neighborhoods: Areas where residents Mixed Use: A variety of complementary and _ . _ ,ti.„, •,:.- •_,.,..., . l�'' l"� •� -` ' ;476440 have easy, convenient access to many of the places integrated uses, such as, but not limited to, i - ' - ,--.--- r- and services they use daily including grocery residential, office, manufacturing, retail, public or _ dir stores, restaurants, schools and parks, without entertainment, in a compact urban form. . -"Ni. ` y -. 1 - relying heavily on a car. Parks Master Plan (PMP):A document that guides �� A �� Affordable Housing: Federally defined as housing development of park, recreation, and trails in the city. ith . that costs a household no more than 30% of its *� gross income for rent and utilities. Sustainable: Using, developing and protecting f resources at a rate and in a manner that enables ++ -,.� 4ii1 - Americans with Disabilities Act(ADA): A civil rights people to meet their current needs and also , law that prohibits discrimination against individuals provides that future generations can meet their _ ` with disabilities in all areas of public life, including own needs. Sustainability requires simultaneously ` `., _- L , .._ .. jobs, schools,transportation, and all public and meeting environmental, economic and community ` ` " - private places that are open to the general public. needs. F - r , ' ., Capital Improvement Program (CIP): Tigard's Tigard Triangle: Area of Tigard bounded by Pacific -- '_ - 6-year plan for matching the cost of large-scale Highway, Interstate 5, and Highway 217. . - - -- improvements—like fixing roads, water and sewer « »• - T __. Transportation Impact Analysis: An assessment systems—to anticipated revenues, like taxes and p p y bonds. to gauge the potential transportation impacts of proposed projects. Climate Ready Landscapes: Designing landscapes in a way that adapts and prepares for climate Transit Oriented Development (TOD): Development S change. that creates compact, walkable, pedestrian- oriented, mixed-use communities centered around U hi hi A R Y Community Development Block Grant(CDBG): high-quality train systems. A federal program that provides annual grants on a formula basis to states, cities, and counties to Transportation Mode Share: The percentage of develop viable urban communities by providing travelers using a particular type of transportation or decent housing and a suitable living environment, number of trips using said type. The purose of the strategic plan is to provide guidance and direction for the city's and by expanding economic opportunities, Transportation System Plan (TSP): Sets the policy priorities for the next five years, through the end of 2025. Our vision highlights where principally for low- and moderate-income persons. framework for the city's transportation system. It we want to go and what we want to be, while our strategic priorities point to how we Complete Streets: A transportation policy and includes a list of strategies and projects that will are going to achieve our vision. design approach that requires streets to be guide future investments. The strategies range from planned, designed, operated, and maintained to access management,to connectivity improvements, Proactively planning provides an opportunity to grow the city in a way that is enable safe, convenient and comfortable travel and to "smarter" traffic signals. There are more than thoughtful and unique. This plan accomplishes this by leveraging and building on access for users of all ages and abilities regardless 140 identified transportation projects ranging from Tigard's existing strengths and aiming to continue to grow Tigard as a thriving, of their mode of transportation. sidewalk infill to freeway over-passes. desirable place to live, work and play. This strategic plan also informs the allocation of Downtown Urban Renewal District: An area Vehicle Miles Traveled (VMT): A measurement limited city resources to both long- and short-term goals. encompassing Downtown Tigard and defined in the that tracks the amount of travel for all vehicles in City Center Urban Renewal Plan. a geographic region over a given period, typically To stay informed on the progress of the strategic plan, visit one-year. It is calculated as the sum of the number Greenhouse Gas (GHG): A gas that absorbs and of miles traveled by each vehicle. www.tigard-or.gov/strategicplan emits radiant energy within the thermal infrared range. Metro: The regional government of the Portland metropolitan area. 26 • CITY OF TIGARD STRATEGIC PLAN 2020-2025 • 27 APPENDIX Additional city plans are referenced in the strategic plan that will more specifically address some of the actions identified. See below to learn more about each plan. Name Referenced Link to Plan www.tiaard-or.aov/document_center/ Transportation System Plan Strategic Priority 2 CommunitvDevelopment/tsp.pdf www.tiaard-orciov/document_center/ Parks Master Plan Strategic Priority 2 Parks/park_master_pla n.pdf Engineering Design and www.tiaard-or.aov/enaineerina/Public_ Strategic Priority 2 Construction Standard Improvement_Desian_Standards.pdf www.tiaard-orgov/ADA/ ADA Transition Plan Strategic Priority 2 ADA-Self-Evaluation-TransitionPlan.pdf 28 ■ CITY OF TIGARD STRATEGIC PLAN 2020-2025 ■ 29 "1 T. •4- CITY OF TIGARD STRATEGIC PLAN 2020-2025F ,. .---, Yy - "tt ' t A 's , , •y -�• TIGAR • s,• yt • .� •r`)'`,rte.R. . • y t: 111. l ••0.---7.7.-1- . ......r_. ,. . . ,*111111:i •1: 1 Y. - 1. • • • L S i {.x 5.XJ }` Vic• ? � {,,a .i7cs ; te _ v u . t -,;,‘et 73•4-01-=',.- • ':-1.,1- ; 4-. _ • _ ' _ '- • • ti s .7-, • • a ++ ''�. col � , ._"..mow 1 - -:Sy 1'3' r-j MSy'