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TCDA Packet - 3/21/2023 Ill ■ City of Tigard TIGARD Tigard Workshop Meeting - Agenda TIGARD CITY COUNCIL&TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND MARCH 21,2023- 6:30 p.m.Workshop TIME: MEETING LOCATION: Meeting will be held in Town Hall, 13125 SW Hall Boulevard,Tigard. See PUBLIC NOTICE below. PUBLIC NOTICE: How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments before noon the day of the meeting. •If attending the meeting in person,please fill out the public comment sign-in sheet at the front of the room and come to the microphone when your name is called. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue.We ask that you plan on limiting your testimony to three minutes. Assistive listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting.Please call 503-718-2419 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-639-4171,ext. 2410 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). VIEW LIVESTREAM ONLINE: https://www.tigard-or.gov/boxcast Workshop meetings will be shown live on Channel 21 at 7 p.m. The meeting will rebroadcast at the following times on Channel 28: •Every Monday at 1 p.m. •Every Wednesday at 3:30 a.m. •Every Thursday at 12 p.m. •Every Friday at 12:30 p.m. SEE ATTACHED AGENDA 1 " City of Tigard Tigard Workshop Meeting —Agenda TIGARD TIGARD CITY COUNCIL&TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: MARCH 21,2023 -6:30 p.m.Workshop MEETING LOCATION: Meeting will be held in Town Hall, 13125 SW Hall Boulevard,Tigard 6:30 PM 1. WORKSHOP MEETING A. Call to Order—City Council&Town Center Development Agency B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Follow-up to Previous Public Comment B. Public Comment—Written C. Public Comment—In Person D. Public Comment—Phone-In 3. COMMUNITY ORGANIZATION UPDATE-COMMUNITY EMERGENCY RESPONSE TEAM(CERT) 6:45 p.m. estimated time 4. ADOPT COUNCIL GOALS,GROUND RULES,AND TEAM AGREEMENT 7:05 p.m. estimated time A IENDA ITEM NO. 2.0 - PUBLIC COMMENT DATE: March 21, 2023 (Limited to 2 minutes or less,please) The Council wishes to hear from you on other issues not on the agenda and items on the agenda, but asks that you first try to resolve your concerns through staff. This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record. The names and addresses of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. NAME & CITY YOU LIVE IN TOPIC STAFF Please Print CONTACTED Name L'i'ca PeCler 7 City (,)(rd SL n'r1q ctho -t Also,please spell your name as it sounds,if it will help Ave, . Q r is n the presiding officer pronounce: Nrvki n CD- ?Graf* y r tEprn, as Optional: If you want a response from staff please (1A4r i° IP ps itt i"9 O leave your contact information: %\Q reS t2c00.eCeed e, o•1 A Address vi h`Ac O'r City `-'v p U1412,tr.r/��— State Zip l / Phone no. or email Name City Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Optional: If you want a response from staff please leave your contact information: Address City State Zip Phone no. or email Name City Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Optional: If you want a response from staff please leave your contact information: Address City State Zip Phone no. or email 5. TCDA: CONSIDERATION OF A DEVELOPMENT ASSISTANCE AGREEMENT 7:20 p.m. estimated time 6. DOWNTOWN PARKING MANAGEMENT UPDATE 7:30 p.m. estimated time 7. HOUSELESSNESS PROGRAM UPDATE 8:05 p.m. estimated time 8. COUNCIL LIAISON REPORTS 8:45 p.m. estimated time 9. NON-AGENDA ITEMS 10. EXECUTIVE SESSION:The Tigard City Council will go into Executive Session to discuss labor negotiations,under ORS 192.660(2)(d).All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4),but must not disclose any information discussed.No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 9:00 p.m. estimated time 11. ADJOURNMENT 9:30 p.m. estimated time AIS-5183 3. Workshop Meeting Meeting Date: 03/21/2023 Length (in minutes): 15 Minutes Agenda Title: Community Organization Update - Community Emergency Response Team (CERT) Authored By: Carol Krager Presented By: Mike Lueck,Emergency Coordinator and Carin Grover, Citizen Program Manager- Tigard CERT Inc. (TCI) Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This is a monthly community organization update to provide the City Council and public with brief reports on programming and events. For the month of March 2023, the Community Emergency Response Team (CERT) will be presenting. ACTION REQUESTED No action required. BACKGROUND INFORMATION N/A ALTERNATIVES & RECOMMENDATION N/A ADDITIONAL RESOURCES N/A AIS-5154 4. Workshop Meeting Meeting Date: 03/21/2023 Length (in minutes): 15 Minutes Agenda Title: Adopt Council Goals, Ground Rules, and Team Agreement Authored By: Steve Rymer Presented By: Item Type: Motion Requested Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The City Council meets every two years to establish its goals for the upcoming two-year period.To develop its 2023 - 2025 goals, the City Council held its Goal Setting Advance on January 27 and 28, 2023. The Council was joined by Leadership Team and City Management teammates to provide their perspectives, discuss organizational capacity, and seek clarity during the development of the Council's goals. ACTION REQUESTED 1. Adopt the City Council's 2023 - 25 goals. 2. Adopt the revised City Council Ground Rules. 3. Affirm the City Council Team Agreement. BACKGROUND INFORMATION During the two-day meeting, the City Council and teammates focused establishing realistic goals that can be achieved within the City's available financial and teammate resources. For 2023 - 2025, the City Council identified the following as its goals: •Reduce Houselessness •Improve Climate •Modernize and Improve City Services •Enhance Community Safety and Accessibility For each of the goals, the City Council established clear outcomes and strategies to guide the professional team's work for the next two years.This information is also being utilized to prepare the City Manager's proposed FY 2024 budget and FY 2024-2029 Capital Improvement Plan (CIP). Public Involvement In order for the Council to advance its goals and achieve its desired outcomes, the Tigard community will need to be directly involved. Impacts (Community, Budget, Policies and Plans/Strategic Connection) The 2023-25 City Council goals will require significant teammate and financial resources. The actual amounts are being determined as part of the Fiscal Year 2023 budget development process. The proposed budget will be available in early April and discussed extensively at the upcoming Budget Committee meetings in April and May. ALTERNATIVES & RECOMMENDATION The City Council could decide to revise the recommended goals, Ground Rules, or Team Agreement. ADDITIONAL RESOURCES Attachments 2023 City Council Team Agreement City Council Ground Rules 2023 Tigard Final Report 3.14.23 V2 _ - �1 • CITY OF '_ Tig a rd � Tigard City Council Team Agreement The team agreement identifies how the City Council agrees to work together in alignment with their Council Ground Rules. Each newly elected Council should develop an agreement to honor their individual strengths and communication styles. The purpose of this agreement is to guide the team in working together, build trust, and facilitate open communication and accountability. TrirrGoals That Create Impact Engage + Communicate We recognize that our impact is8 Early, Often + Directly more important than our intent. We are responsible for engaging • ••• We hold ourselves and our 4 and communicating with our teammates accountable to the team and our community.We are goals we set. direct,timely and equitable in our communications and seek to understand intent and motives. We Are One Team Be Prepared We honor the diverse perspec- We respect the time of our tives on the team, provide space teammates and commit to being _ for everyone to be heard, and • prepared for meetings. move forward as ONE team. vk ii )7 Be Curious + Kind All Perspectives o- -0 We are open to learning, ` •• are Valued growing and exploring options it We are open to hearing all , with curiosity and kindness Lildperspectives as well as sharing instead of criticism. � • our own.We commit to speaking up and creating space for others to be heard. COMMUNITY PROMISE: 5 E's Equity I Environment I Economy I Engagement I Excellence �1 • CITY OF 111 Tigard Tigard City Council Ground Rules The City Council's Ground Rules play an important role in ensuring the Mayor and Councilors have a common understanding and collective agreement on working together in the spirit of partnership. Coupled with the City Council's Team Agreement, the two documents provide consistency and clarity on expectations to effectively govern the City. 1. Communications UL; a. Responses to the Public i. All public statements, information, or press releases should be handled by the Mayor, City Manager, or designee. ii. Councilors may respond to community requests for information. iii. When sharing information, it is important to be clear whether the Councilor is stating personal opinions or sharing the majority position of the Council. iv. Only the City Council as a body can make promises or commitments on behalf of the City. b. Social Media i. All content on social media accounts used for City business is considered public record. 4111$ 1 ii. Any social media account on which the 0 Mayor/Councilor posts information about €9 City business, or information that might be construed by the public as being about City business, must be archived by the City and treated in accordance with Oregon Public Records Law. iii. All posts on social media regarding a decision potentially before Council should include a disclaimer that the views expressed represent the views of the author and not the views of the Tigard City Council. iv. When commenting on another Mayor/Councilor's social media post regarding a decision potentially before Council, Mayor/Councilors should be mindful of Public Meetings Law. COMMUNITY PROMISE: 5 E's Equity I Environment I Economy I Engagement I Excellence TIGARD CITY COUNCIL GROUND RULES c. Communications with the Organization i. The City Council respects the separation between the policy making (Council function) and administration (City Manager function) and strives to work with City teammates in the spirit of partnership, mutual respect, and support. ii. The City Council respects the professional duties of the City Manager and City teammates. iii. The City Council relies on the City Manager to direct the administrative functions of the organization and will refrain from interfering with the team's ability to implement policy decisions, including directing the work of teammates. d. Representing the City 24/7 i. If a member of the City Council appears before another governmental agency or organization to give a statement on an issue,the member should state: 01. Whether the statement reflects personal opinion or is the official position of the City; and 02.Whether the statement is supported by a majority of the Council. ii. If the member is representing the City,the member should support and advocate for the official City position on the issue rather than a personal viewpoint. - 2. Council Liaison Roles V a. A Council Liaison maintains a critical connection between the City Council and a designated committee, advisory board, or task force. The primary purpose is to facilitate communication between the Council and appointed member groups. b. From time to time,the Council may appoint ad hoc committees or task forces to help address various topics or issues facing the City and appoint a Councilor(s)to serve as a liaison. c. The liaison plays a key role by working with City teammates to share committee recommendations with the rest of the Council during their regular Council reports. d. It is important for the liaison to share Council feedback with the committee they are assigned. The City Council should carefully balance their participation with ELIE empowering the volunteer members to share their diverse perspectives. 10-1 3. Administering the Council Ground Rules � a. All members of the City Council will review the Ground Rules and sign an agreement to comply with the rules. b. If the Mayor or a Councilor perceives one of the rules to be violated,they should first address the concern with the individual, consult with the Mayor or City Manager, and as a last resort request an item be placed on a City Council agenda to determine the next steps for resolution. COMMUNITY PROMISE: 5 E's Equity I Environment I Economy I Engagement I Excellence • CITY OF .111 . IIII • • Tigard , T / _ , _.,..., _..„ irit, .. . .._. . . ) ) .., y . i ' i \ T ,,, — , „ ,,,,,,,\\1/4, , , :„ .,4,,, ,0:,7! - --, . ,..., . , _ , .• ,/, _,.. . "i• 1, w "iriWto,•• "• , .1, ,' .I. '14#1,A' 1, 4 ., On \ - ' 1, - ,... firig)ti' --, . _-:ii OIL * - '. I- t - • ilft --21 In ' II . Ile rff' ..--, 1 d 0 L t. Al •• _ li, ., ,t, 0 '1 7,,,,, i,lit& ; ,•_i i* 1 ., - , - AIR, ' 7 . V, ' ii st 11/ A ir- ' ' ' tor . ..... ,•-— r- 4.1:',11- 11 . . it r -MAW7745Pailr4,11.4ftl • UNCIL GOALS 2023- 2025 MARCH 20230 SSW CONSULTING TABLE OF CONTENTS 3 Introduction 4 Tigard Team 5 - 6 Vision + Strategic Plan Goals 7 Community Promise - "The Five E's" 8 - 11 Environmental Scan 12 - 15 2023 - 2025 City Council Goals + Actions 16 - 17 City Council Team Agreement 18 - 20 City Council Ground 'ules 21 Implementation + Progress deporting 3 City of Tigard INTRODUCTION AMU The Tigard City Council is pleased to present their 2023-2025 City Council goals. Every two years, the City Council gathers for a Council Advance, which is a special work session to review progress on the previous goals, discuss current community challenges and opportunities, and identify shared goals that will advance the community and organization. The goals developed by the City Council are aligned with the City's vision and strategic plan and guide the City teammates in the development of their organizational work plan and budget. The City Council and City teammates met for their Advance on January 27-28, 2023, with the following goals: • Refine the 2021 Council goals to reflect current community needs, Council aspirations, and organizational capacity. • Engage in a process that will identify goals with clear outcomes, create accountability for the results, and foster a strong team and partnership amongst the Council and teammates to advance the goals. • Establish a process that provides clarity in how the Council's goals align with the City's strategic plan, vision, and other guiding plans and city services. • Engage in a team building experience that will familiarize both existing and new team members with their roles and the governance structure, as well as develop the team agreements necessary to support the Council in their role as leaders and policymakers. The City contracted with SSW Consulting, a professional strategic planning and facilitation firm, to prepare and guide the team through their discussion. Prior to the workshops, SSW conducted outreach with the Council and teammates to refine the goal-setting process, understand community challenges and opportunities, and discuss potential priorities on the horizon. The work at the Advance built on the work of the City Council from 2021 and resulted in refined goals and supporting actions for the next two year to address critical priorities for the community and the organization. The City will work on these goals in addition to maintaining high-quality, essential City services and working to advance the City's vision and strategic plan goals. The Council and City teammates look forward to working with the community and Tigard's partners as they implement the goals. 4 City of Tigard OUR A CITY COUNCIL CITY TEAMMATES Heidi Lueb Steve Rymer Mayor City Manager Jeannette Shaw Shelby Rihala Councilor City Attorney Yi Kang Hu Kathy Nyland Councilor President Assistant City Manager Jai Raj Singh Emily Tritsch Councilor Assistant City Manager Maureen Wolf Kenny Asher Councilor Community Development Director Aishiki Nag Wendi Warner Youth Councilor Human Resources Director Halsted Bernard CONSULTANT/FACILITATION TEAM Library Director Sara Singer Wilson Kim Ezell Principal/Owner Strategic Initiatives Program Manager Ashley Sonoff Cindy Trimp Associate Finance Director Sasha Konell Nicole Hendrix Communications and Engagement Strategist Senior Management Analyst Kathy McAlpine Police Chief I __ James McDonald Police Commander Brian Rager Public Works Director 111$ _. cr- . 4 Kent Wyatt - Communications Manager . 0 tit 101n ; , li. n+ - i -- ~gr"= 5 City of Tigard VISION + STRATEGIC GOAL ' The Council and teammates were seeking to develop goals that align with the City's strategic plan, vision, and other guiding plans and city services. To orient the group to this work, the team reflected on a visual created during the 2021 workshop which illustrates howthevision,strategic goals,and other plans align and build on one another. Aligning around these guiding plans honors the previous work that was completed as well as the community and teammate voices that were involved in those processes. This work is foundational to the establishment of the City Council's goals. l OF fAiiiKr� AL-I -NINCI DUZ VIIDN -� CDA-V-2 TI CaAPp 1Gi n-Qu l TA-t3.1-- - LomAauni i ry rHtAT lWP 1,00=. i, 1t6Pc1.-t- t-Pc(- ,FJ� 1 131-e FOP- &V G-1v`IONE 5-yyA sTf.ATEGp(i PEZIORITIES St o °ASTM-NT S c7ATE-6 OWN Fi.AN , . ad c'oFT WsOnZo2 , CfiOIo c LPAP_TMa-NT ANNV Ab MW rLMi ' AMU / ANNUAL "4 koALS 1 1NP1VIvvA1 *E"=r, i CtoPOIV 6 City of Tigard VISION + STRATEGIC GOALS Tigard's Vision Tigard is an equitable community that is walkable, healthy, and accessible for everyone. Strategic Plan In 2020, the City completed a refresh of its Strategic Plan. The plan's purpose is to set a focus for how the City's vision and direction will be achieved. It serves as a road map to guide where Tigard is going and conveys what the City aspires to be. The development of the plan included a broad engagement effort of the community members and City teammates. The Strategic Plan aligns around the vision described above, and it identifies three strategic priorities to help carry out this vision. Strategic priorities: • Set the standard for excellence in public service and customer experience. • Create a well-connected, attractive, and accessible pedestrian network. • Ensure development and growth support the vision. 7 City of Tigard TIGARD'S COMMU F ROMIS In 2021, the Council and teammates developed a Community Promise, or the "Five E's," which serves as the lens through which the Council's goals are evaluated, implemented, and considered. The team confirmed the community promise will continue to guide the team in implementing the goals and delivering all services. The Council expressed a desire to use a 5E's scorecard to evaluate the goals on an ongoing basis. This evaluation tool will need to be developed and refined prior to implementation. EQUITY WE will ensure just and fair inclusion where all can participate, prosper, and reach their full potential. ENVIRONMENT WE will embrace sustainability to improve our natural resources and the livability of our community. ECONOMY WE will be responsible stewards of the community's financial resources entrusted to us. ENGAGEMENT WE will involve all voices in our community while building trusting relationships. EXCELLENCE WE will set high standards and strive to exceed community expectations. 8 City of Tigard ENVIRONMENTAL CAN The environmental scan is an exercise to build a shared understanding of the community and organizational environment as a basis for department and Council goal setting. The context map is an external view of all the factors impacting the organization, including the economic climate, political factors, community needs, and organizational trends. As part of this process, the team recognized notable accomplishments over the past two years, assessed progress advancing Council Goals as well as delivering high- quality City services, and developed the context map of other community environmental factors. Building a shared understanding of the current environment allows the group to include all perspectives and explore the factors directly affecting the work of the City and the ability to advance goals and priorities. 2021 -22 Accomplishments The Council and teammates shared significant city accomplishments from the past two years. This discussion and celebration provided important recognition to the teammates for significant progress as well as set a tone of success and momentum as the team considers potential goals. Below are a few of the highlights from this discussion: y' Aw&INNtENr t 1)I vIE1, Rua dem! , NNX-r-is, WART w AN 00I'42MHNIT`/TNAT l5v+E I MGLtiT7 P �reAal= i "Tye EAtA UONOWL "\A6MlGe TFry,rAo(AshIct-FOR-j ECO rr CDV10 19 /p,)(V,,'b 4 .�0 4,P w 0 FOrElut1PL Tecal ioWl/1 PU1 1D� _ /1Vi' �,�ea-.nom tc- F1pw Ti'�PPo2T®uswEss ccMuuv m/ [�*' PFO�SS Ar-PA-PaN sr 1IWOUC1N"ms ©�:> �i DA L IzE FIN&A/VAIT o l%t T-LI M ITGP efa(J f2a s, Db�C.,5,5 _ Ravi fiS j c_.h,.+,,- PWoAkriTh loN w1.1,B6 M 2tArJt ' SystEM P�.fwS � Cald itlaw;tw� � ,,<� I ao tfQYlSl�ltl�F kERp0- •'• -r.-r 0 CLAIZIT`' .—�� (DMMunim leENDi/AieSDS only 6,'• QZ nllUv i)17-Age E OU UA165 P A3 2 'EE s`o.'.. 1 aacufanNv Tut- IcnPrcc rs to rukuro t t- • , %£CFUib,14x44.,4, C+1444,r s O M ,1IP6O W c.ONJaA"TB-YWW To NPY lL1ATE'$2V2t <,DA._y1k16a0 © UNPEPAAND IAMMUNIIN � R� Q -\1 Mi TATI-tars 0 PPEMinPle4FCmM u,lryna-&uFkxlnui INPILATD6 DFh 1> b5 mu 17 rJ� �u,ora-R.rr S¢ Nol';',' Ye F,vluv� 0REc424tr srper-morr ELSE Uw gE boNE To e, S!`t U12C ��1X LI S I DN1S 1 ' El";l ee'eSf 11'41;-11� Oyu OMI-UG xd"avm F1JfiJTS"h N MRWt INC fl U\FY r w.,,t�°�lw,, I tow-w r i-INST.1 04rx4E I` I 0 F 1411 tp C\I(Y1O.+e fI T[N1IoN 0,4 O MAANTkINtSTY N CSAlONIK.CPU 4kiO Y1 RCA'MpSTya7yV 0 CannWkkIiEN WS LIAN«Y-091b W ��Qn '^'�"'°°^�•• OFED+,rq a lEVEI�MOPE EMPHASIS ON HyuIiY rC-uM - 4-IALL ty.30. Moot9p,,-tz,cs TPa w MIottE WwsiuG OUP r, I V uj ` 1>( -NAD D aefxcO to M! ,- d,'i' IN GDMMUN ITY 1-tifu -(--f- CON aksscr Newrr�y CON Fl 17166 9 City of Tigard ENVIRONMENTAL SCAN Current Environment: 2021 -23 Goal Progress + Work Underway The City teammates provided additional context for City Council's consideration in presenting updates on the goals from 2021-2023. These updates are highlighted in the charts below. GOAL UPDATES 01 02 03 04 Homelessness COVID-19 Community Parks Response Resiliency • Secured ARPA funds to create • Continued to support • Progressed on updating • Adopted a system plan capacity (1.5 FTE) community + businesses natural hazard mitigation • Included equity • Built relationships/ impacted by COVID-19 plan centered projects in partnerships with service • Continued to analyze + • Assembled several Capital Improvement providers (Metro) leverage ARPA funds community bodies to Plan • Established internal/ external • Examined City provided receive feedback on • Focused on group services climate work implementation • Conducted 4 camp cleanups • Continued evaluation of • Began planning + strategies and actions • Conducted gap analysis + access implementation of identified services needed suggestions for climate • Connected 90+ individuals adaptation with rent assistance • Added 2 electric vehicles stabilization + charging stations at • Participated in regional City Hall discussion regarding time, • Implementation plan in place + manner progress • Evaluated space for shelter + • Empowered youth through explored tiny homes Climate Champions • Worked with OMA for State funding • Partnered with Family Promise • Expanded the City departments involved • Continued annual point in time count • Facilitated provision of affordable units • Tenant Prioritization 10 City of Tigard ENVIRONMENTAL SCAN Current Environment: 2021 -23 Goal Progress + Work Underway (continued) Additionally, the teammates compiled content for the Council depicting other work and highlighting limited capacity with the extensive work already underway to support the vision, strategic goals, essential service delivery, and focused work on Council initiatives. Below is a summarized list of some of the projects and initiatives currently underway in the organization. • Houselessness + relationship building with partners • TYLER: Organization-wide ERP effort • Legislative advocacy • Working through staffing vacancies + fulfilling Tigard Community needs • Three potential ballot measures in next couple years • Maintaining library resources for the community including access to technology • The Downtown + Triangle area substantial growth + maintaining management • Increasing Economic Development work with limited staff+ resources • City Attorney is the sole attorney for the City + leading the City Charter Review Com- mittee process • Public Works continues to obtain new management to fill vacancies + managing the day-to-day operations and major projects • Climate continues to be a major project requiring staff resources • Public Safety recruitment + retention • City-wide recruitment + retention • Maintaining inclusive outreach + engagement (leaning into contractors for most of the work) • Planning + execution of community events without staff resources 11 City of Tigard ENVIRONMENTAL SCAN Current Environment: 2021 -23 Goal Progress + Work Underway (continued) Financial Forecast City Manager Rymer provided a brief financial overview for the City to build understanding of the available resources to support Council goals and other city strategic initiatives. The highlights of the message included the following: • Community, Council and internal priorities will bring some tough choices about what we are realistically able to fund. • As an organization we need to look at our resources and how we use those tools to focus on high priorities. • Regionally, the conversation is happening about circling back into "Core Services" (or level of services that we can realistically provide). Other Context Considerations To complete the environmental scan the team discussed other contextual factors of importance. The context map is an external view of all the factors impacting the organization, including the economic climate, political factors, community needs, and organizational trends. Economic • Potential recession/ depression + how to support the business community through this time. Community • Expectations to communicate early + often with the community. Consider the impact to the team. • More divided than ever - trying to navigate bridging people together Organizational Trends • Recruitment/ retention - what else can be done to support? • Navigating through the "Silver Tsunami" + retaining the historical institutional knowledge Political • Navigate + strengthen regional collaboration • Comprehensive Charter Review • Federal + State level - more emphasis on equity + climate, more resources 12 City of Tigard 2023 - 2025 CITY GOALS + ACTIONS Working both in a large group and small group settings, the City Council and teammates completed a brainstorming exercise to refine existing goals that are still relevant in addressing current community and organization needs as well as identifying new priorities. The small groups shared the results of their brainstorming exercise and the ideas were grouped according to themes. City Council and teammates engaged in a facilitated discussion to determine the outcomes each goal area and identified the actions required to support the outcomes. Following the Advance, the City teammates met to review and further refine and clarify the proposed goals and actions. The goals and actions will be addressed by the organization in tactical work plans and aligned with the City budget in addition to projects already underway and their commitment to delivering high-quality City services to the Tigard community. This work plan is still in development and updates will be communicated to the Council as the work plan is finalized. City staff will develop measurable performance indicators to support transparency and accountability in implementing the goals. GOA REDUCE HOUSELESSNESS OUTCOMES • Available transitional housing • Wrap around services secured through partners • City support to the business community to offset impacts STRATEGIES 1 .1 Create transitional housing + secure wraparound services 1 .2 Adopt a time, place + manner ordinance 1 .3 Create grant programs to support businesse 1 .4 Secure ongoing state funding 1 .5 Provide Council with options for tenant protections 13 City of Tigard 2023 - 2025 CITY GOALS + ACTIONS (CONTINUED) GOAL IMPROVE CLIMATE OUTCOMES • Reduce the City's carbon emissions • Center climate in the Council's decision-making • Develop a shared understanding of climate policy options with the City Council STRATEGIES 2.1 Prioritize modeling carbon responsibility in the City of Tigard operations, projects, and policies 2.2 Build understanding on the City's climate work and how the organization is supporting it 2.3 Provide incentives for the community to transition to more climate friendly choices 2.4 Develop educational materials to build awareness and support homeowners/ renters in reducing their carbon emissions GOAL MODERNIZE + IMPROVE CITY SERVICES OUTCOMES • Total Tyler ERP modules implemented according to assessment recommendations • Facility modernization project is at the design and construction phases STRATEGIES 3.1 Appropriate the necessary teammate and financial resources for the Tyler ERP 3.2 Acquire land for safe and modern public facilities 3.3 Secure funding for facilities 3.4 Conduct an education/ awareness campaign to build understanding and gauge levels of community support 14 City of Tigard 2023 - 2025 CITY GOALS + ACTIONS (CONTINUED) GOAL ENHANCE COMMUNITY SAFETY + ACCESSIBILITY OUTCOMES • Improve traffic safety, provide equitable mobility options , and support climate goals • Generate revenue to support desired public safety service levels • Improve mobility for all in the community STRATEGIES 4.1 Identify + secure funding to complete the Hall Boulevard jurisdictional transfer 4.2 Pass a Public Safety levy 4.3 Increase funding to expand connectivity + support an active, healthy, accessible community -t � •s • • tit i , , or0 A ;' . - .... :,..,r,..„,,,,:,-.;,,... ',..1.", . , . . „ma :Tu.,: - ,. ; Fanno Creek Trail '' ' `� 1 "' ••1 '. mss.P! • - S• !. 1 r .A. • •'•: N0 ALCOHOL ,'•'iMC7.52.100 °° ..•�.. TMC 116 - - HO CAMPING .... • 71- INC 7.80.020 \la LEASH PETS • ,/ WA C0.6.04.050 5 N �, ♦yy.: PICATMC OP AFTER050 PET s I 7.32. —� �' ;'� s aa59,.,�J MILE �LE - •• t d• l .- * .1.1 IT:411..yci s ••,,,,,,, .. TWINE .1r. hNTER C„ . • s * • '" -- •' 1 15 City of Tigard 2023 - 202 COUNCIL GOALS U ry OF till _ 6 � � �i - ouNu �- Goes e22 � � Y � .4401•6014604 tog.vicasp . 12-1\1[W+ IM " ovE CL1P' e AQ E J J J J J 0 0\1 ;106 ONANA, 0 °rV . o 0to�1.0 16 City of Tigard COUNCIL TEAM AGREEME The team agreement identifies how the City Council agrees to worktogether in alignment with their Council Ground Rules. Each newly elected Council should develop an agreement to honor their individual strengths and communication styles. The purpose of this agreement is to guide the team in working together, build trust, and facilitate open communication and accountability. In 2021, the City Council developed their team agreement as shown on page 18. As part of the Council's discussion at their 2023 retreat, they confirmed the existing team agreement and expressed the importance of the followingthemes:Trust, Open + Honest Discussion, Focus, Living the Community Promise, and Partnership with Teammates. These themes have been summarized below. Additionally, the Council Ground Rules were reviewed in 2021 and significant updates were made to ensure the rules reflected modern governance protocols. The current Council reviewed the rules and made a few additional updates to ensure clarity of the team's roles and responsibilities. Trust We believe trust is foundational to the success of our team. We commit to fostering trust through respect, consistency, and safety. We understand trust builds with team and community over time and through the ability to feel safe and supported, and we will build a strong foundation of trust to support our service delivery to the Tigard community. Open + Honest Discussion We commit to supporting an environment where we seek to understand one another, and dissent is accepted as part of our democratic process that represents and embraces all perspectives. In conflict, we explore the intent, stay focused on the topic vs. the person, and call people in rather than calling them out. 17 City of Tigard COUNC TEAM AGREEME k, Focus We will remain focused on the goals set by the Council, our community promise, and our team agreement. We support a high-performing organization through focused intent and action. We will use visual reminders in our meeting environments to maintain our focus. Live the Community Promise We will live the community promise in how we interact with our fellow Councilors, teammates, community, and partners. We embrace the Five "E's" - equity, environment, economy, engagement, and excellence to guide the team in implementing the goals and delivering all services. Partnership with Teammates We support the Tigard Teammates and organization. Our partnership includes a commitment from the teammates to provide regular check-ins, appropriate lead time for review, and strong, relevant data, and the Council's commitment includes clear and supportive messaging and use of the appropriate communication protocols with teammates. We believe these commitments will support a strong partnership and a high-performing organization. 18 City of Tigard CITY COUNCIL TEAM AGREEMENT Tigard City Council Team Agreement The team agreement identities how the City Council n gre-es to work t'getti er in alignment with the.ir Council Gm and Ru I s.s. Each newly. I acted Council should develop an agreement to honor their individual strengths and communication Ail-e. _ TYI i p urpasa of this agreement is to guide th4 team in working togGtl1fr., build trust, and facilitate open communication and accountability. Goals That Create Impact Engaoe 4 Communicate lir' yrr� r {1nl:i ttlQt Oki F impart is "I Early, Often t Directly more�m ani than our intent We are Tesp3nsiblc for engaging • .4141 WA head 111r.l Aim r 14 enol furdrrrwriltarllry with due •Ittdririthlei iOV. n1nble 4 1he Warn arid thla Axencrounitv. We tire goals We set_ diracl, tin-wily and equitable Ui cu-communications and seek bar ijrr.I?ret.wid I15biilrl and 15iuLV . We Are One Team Be Prepared irWe hgri'ar the dii rac PE Ill pec- We ros es[ the time our Ilk;wa white.e. ba.�iir, provide 4a i F tosirIiv. ItYc Arid coir.ir.Il bra b ilpigi _ OW everyone to be heard,arta f prepared for meetings, rnove-forward as ONE bc.m ici jib exr Be Curio. i Kind ...', ,t. yis All Pers vriv We are upon to Ic.rriiri4, h are Valued nmwinQ a easel ring p+ficns Atil.eppign W iIPAI Iiti; All Pr Iwslin curiosity and klrrda s ~�. 14i1 .}. �r RcrsRe�1i4l cs as w� as sharirg I t r. lrtl i, ope ohm. we.pili to Nlrtii up and availing space for othels ily He Natiffcl. t.OMMLPIlltY 1:106M1611: S G . ElkiNv I Envifo t I 6c ! Ercp2E4ner4I E cei'n".+ 19 City of Tigard CITY COUN - ! •1" . RU The City Council's Ground Rules play an important role in ensuring the Mayor and Councilors have a common understanding and collective agreement on working together in the spirit of partnership.Coupled with the City Council's Team Agreement, the two documents provide consistency and clarity on expectations to effectively govern the City. Communications a. Responses to the Public i. All public statements, information, or press releases should be handled by the Mayor, City Manager, or designee. ii. Councilors may respond to community requests for information. iii. When sharing information, it is important to be clear whether the Councilor is stating personal opinions or sharing the majority position of the Council. iv. Only the City Council as a body can make promises or commitments on behalf of the City. b. Social Media i. All content on social media accounts used for City business is considered public record. ii. Any social media account on which the Mayor/Councilor information about City business, or information that might be construed by the public as being about City business, must be archived by the City and treated in accordance with Oregon Public Records Law. iii. All posts on social media regarding a decision potentially before Council should include a disclaimer that the views expressed represent the views of the author and not the views of the Tigard City Council. iv. When commenting on another Mayor/Councilor's social media post regarding a decision potentially before Council, Mayor/Councilors should be mindful of Public Meetings Law. Communications with the Organization i. The City Council respects the separation between the policy making (Council function) and administration (City Manager function) and strives to work with City teammates in the spirit of partnership, mutual respect, and support. ii. The City Council respects the professional duties of the City Manager and City teammates. 20 City of Tigard CITY COUNCIL ROUND RULES iii. The City Council relies on the City Manager to direct the administrative functions of the organization and will refrain from interfering with the team's ability to implement policy decisions, including directing the work of teammates. Representing the City 24/7 i. If a member of the City Council appears before another governmental agency or organization to give a statement on an issue,the member should state: 01.Whether the statement reflects personal opinion or is the official position of the City; and 02. Whether the statement is supported by a majority of the Council. ii. If the member is representing the City,the member should support and advocate for the official City position on the issue rather than a personal viewpoint. Council Liaison Roles a. A Council Liaison maintains a critical connection between the City Council and a designated committee, advisory board, or task force. The primary purpose is to facilitate communication between the Council and appointed member groups. b. From time to time,the Council may appoint ad hoc committees or task forces to help address various topics or issues facing the City and appoint a Councilor(s) to serve as a liaison. c. The liaison plays a key role by working with City teammates to share committee recommendations with the rest of the Council during their lregular Council reports. d. It is important for the liaison to share Council feedback with the committee they are assigned. The City Council should carefully balance their participation with empowering the volunteer members to share their diverse perspectives. Administering the Council Ground Rules a. All members of the City Council will review the Ground Rules and sign an agreement to comply with the rules. b. If the Mayor or a Councilor perceives one of the rules to be violated, they should first address the concern with the individual, consult with the Mayor or City Manager, and as a last resort request an item be placed on a City Council agenda to determine the next steps for resolution. 21 City of Tigard IMPLEMENTATION + PROGRESS REPORTING To maintain accountability to the goals and ensure two-way communication between the Council, City teammates, and the community, the following process has been outlined to support the implementation of the goals. This process will also support evaluating and tracking progress on the goals over the next two years. Goals, Strategies + Timelines The City Manager will assign "Project Sponsors" for each goal to support the team in moving the goal forward and maintaining the alignment of the goals and strategies to the City's overall vision and Strategic Plan. Each Project Sponsor will assign "Project Leads" for each strategy outlined under the goals. The project leads will oversee the implementation and report progress.The Project Leads will provide estimated timelines for the strategies based on teammate capacity and budgeted resources. Progress Reporting Every quarter, City teammates will provide the City Council with an update on the goals and strategies. These updates will include any progress, challenges that need to be addressed, and/or recommendations or requests for additional Council direction. City teammates will continue to provide real time updates on projects as they progress, highlight the goals and strategies in their department work plans where applicable, and show alignment with the Strategic Plan. IR i CITY OF Tigard 503-639-4171 9 13125 SW Hall BLVD,Tigard,OR AIS-5161 5. Workshop Meeting Meeting Date: 03/21/2023 Length (in minutes): 10 Minutes Agenda Title: TCDA: Consideration of a Development Assistance Agreement Authored By: Sean Farrelly Presented By: Sean Farrelly Item Type: Motion Requested Resolution Town Center Development Agency Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The Board of the Town Center Development Agency (TCDA) will consider a resolution authorizing the City Attorney and Executive Director to negotiate and sign a Development Assistance agreement with Family Promise of Tualatin Valley (FPTV). The agreement will set the terms for$1,000,000 in TIF funding toward FPTV's purchase and improvement of the Quality Inn property in the Tigard Triangle for use as transitional housing,with 70 rooms to serve family and adult-only households experiencing homelessness. The funds will be used to acquire the property and for building renovations. ACTION REQUESTED Staff requests the Board approve the resolution. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations The project was discussed in executive sessions with the TCDA Board on February 14, 2023, and March 7, 2023. Public Involvement The Town Center Advisory Commission received a presentation on FPTV's development assistance application at their February 8 meeting and deliberated and recommended the funding at their March 8 meeting. Impacts (Community, Budget, Policies and Plans/Strategic Connection) Family Promise of Tualatin Valley (FPTV) is an affiliate of the national Family Promise organization and operates as a separate 501c3 organization. FPTV was formed in 2017 and started serving clients in March of 2019. Its mission is to "equip vulnerable families and individuals to end the cycle of homelessness through a community-based response." It accomplishes this by providing emergency shelter, food, clothing, and services including case management,housing navigation,mentoring, financial literacy classes and job-readiness support to homeless and at-risk families. The total purchase price of the property is $12.5 million. $10 million towards the purchase of the property is funded through a state of Oregon Project Turnkey grant, administered by the Oregon Community Foundation and$2.1 million from Washington County's Supportive Housing Services program. FPTV is applying for$1 million from the Tigard Town Center Development Agency's Redevelopment assistance program to assist with the acquisition and to fund necessary improvements to the property. The development assistance addresses the local and regional emergency of houselessness and implements several City and TCDA goals and policies: •City Council 2021-2023 Goals, Goal 1: Implement an actionable,person-centric, and regional response to homelessness and the outcome of"A community that offers safe housing options for all." •City of Tigard Strategic Plan 2020-2025, Objective 3.3: Understand the effects of development on vulnerable Tigard residents and mitigate these impacts within projects and over time. •Tigard Triangle Urban Renewal Plan, Objective 5.4 to assist in the development of affordable and workforce housing. •A New Tigard Triangle: Planning for Equitable Development, the implementation strategy for the Tigard Triangle Urban Renewal Plan,prioritization of funding for affordable housing. •The Town Center Advisory Commission adopted an area of emphasis for Affordable Housing and Houselessness for 2023. The Town Center Development Agency budget for FY 2022-23 includes $1 million in funding for the Affordable Housing Development Fund to make grants and loans that support affordable housing. The Development Assistance Agreement will state the TCDA's intentions to have FPTV ensure long-term use of the property for sheltering people experiencing houselessness,provide for emergency shelter beds for first responders;prioritize families in need who are in the Tigard-Tualatin school district; and make available a portion of the property's parking lot for the City of Tigard to facilitate additional sheltering opportunities. ALTERNATIVES & RECOMMENDATION The Board can request to negotiate additional terms,but that would delay the project timeline. ADDITIONAL RESOURCES N/A Fiscal Impact Cost: $1,000,000 Budgeted (yes or no): Yes Where Budgeted (department/program): TCDA -Affordable Housing Development Assistance Additional Fiscal Notes: The FY22-23 TCDA Budget includes $1M in the Affordable Housing Development Fund. Attachments Resolution CITY OF TIGARD, OREGON TOWN CENTER DEVELOPMENT AGENCY RESOLUTION NO. 23- A RESOLUTION AUTHORIZING THE CITY ATTORNEY AND EXECUTIVE DIRECTOR OF THE TOWN CENTER DEVELOPMENT AGENCY TO NEGOTIATE AND SIGN A DEVELOPMENT ASSISTANCE AGREEMENT WITH FAMILY PROMISE OF TUALATIN VALLEY TO ACQUIRE A HOTEL PROPERTY FOR USE AS TRANSITIONAL HOUSING WHEREAS,The City Council 2021-2023 Goals include Goal 1 "Implement an actionable, person-centric, and regional response to homelessness;" and WHEREAS,The City of Tigard Strategic Plan 2020-2025 includes Objective 3.3 "Understand the effects of development on vulnerable Tigard residents and mitigate these impacts within projects and over time;" and WHEREAS,The Tigard Triangle Urban Renewal Plan includes Objective 5.4 to assist in the development of affordable and workforce housing; and WHEREAS,A New Tigard Triangle:Planning for Equitable Development,the implementation strategy for the Tigard Triangle Urban Renewal Plan,lists support for affordable housing as a top priority; and WHEREAS,The Town Center Development Agency budget for FY 2023-24 includes an Affordable Housing Development Fund to make grants and loans that support affordable housing; and WHEREAS, Family Promise of Tualatin Valley submitted an application for $1,000,000 in development assistance to assist in the acquisition of the Quality Inn property in the Tigard Triangle, which will provide 40-70 rooms of shelter to serve family and adult- only households experiencing homelessness;and WHEREAS,The application meets the criteria for Development Assistance funding; and WHEREAS,The Town Center Advisory Commission has recommended approval of the assistance to the TCDA Board. NOW,THEREFORE,BE IT RESOLVED,by the Tigard Town Center Development Agency that: SECTION 1: The City Attorney and Executive Director are authorized to negotiate and execute an agreement with Family Promise of Tualatin Valley to award$1 million in development assistance in furtherance of advancing the City's goals around houselessness. TCDA Resolution No. 23- Page 1 SECTION 2: This resolution is effective immediately upon passage. PASSED: This day of ,2023. Chair—City of Tigard Town Center Development Agency ATTEST: Recorder—City of Tigard Town Center Development Agency TCDA Resolution No. 23- Page 2 SUPPLEMENTAL PACKET FOR MARCH 21, 2023 COUNCIL MEETING - ITEM NO. 5 -4.1173r milyp romise of Tualatin Valley City of Tigard Town Center Development Agency Redevelopment Application amiIyPromise of Tualatin Valley y -_ r 1 • Serving clients since 2019 : ` iteri • 15 Staff: 8 program staff, a resource , , y coordinator and an initial response ; specialist. xt 1 %. • . • .� t}, • All offices/services will move to Tigard ,' !` • 40 regular shelter households • Dedicated eviction prevention services 1 L4 Lh 4,)'.t ' :. Case Management Services 2022 Shelter o Over 28,000 bed nights o 90 Households , I 41 o Over 73,280 meals provided • Housing Navigation/Rapid Rehousing • Prevention/Diversion o 86 households remained in housing through rental assistance and advocacy-51% Tigard ,_,../ residents; 35% Tualatin , 09 '' • Referrals ill , o Responded to 739 calls for support-80% from Tigard it Ai a o TTSD MV #'s: 309 YTD vs. 217 year end last11 i i year N • Currently 40 rooms at ESA in Tigard ir • Quality Inn=114 rooms 1 o Many adjoining rooms ` o Up to 70 families and adult-only households to be k. served • Staff offices and Case Managers on site e . • Plans to create a commercial kitchen-community engagement opportunities • Clothing and food pantries located on-site • Plans to co-locate services such as mental health and family services • Close to public transit, retail and grocery • Communication with surrounding businesses occurring ._ ___-- . - _-- - I II III I !irr I 1 1 n . . . --mr 1p . . .. 1 . i. .... . I 1 • .„ r, . . ...------ . ' - t i .. ,.. . .. --411ftr- Ailtr Alle .f.--‘19:4;134----- ---rei=111"---- . ••116r .). r.rif 5 ...----' /„.... 1. n & Suites ir Washington „ . Quality 1 n Tigard - Fred Meyer . ) Portland Southwest .... „ „. .. , ,.. ,,./'," T -''," lir / . ...-...„-- CD 4— ib ,7, 9WinCo Foods 1 %wo,„ osco olesale' igi fro, , Costco Wh 9A ,--) ...-- ,_•-- ,..... _•.- ------- ....„ ...,. Walrnart Supercenter / .., CD EID 0 Lowe's Homeirlik Improvernent y loll OAK CR • Extended Stay America . . im,.. • . • Application is for acquisition of the property and renovations Pr • Probable change in funding use request: qb '0 o $610,000 for acquisition FPI • o $390,000 for renovation and improvement • Commercial kitchen MIN umiak i • Fill-in pool/create outdoor dining • Create community spaces matin f • New signage and play spaces • Parking lot/landscape makeover Proposed First Project - Commercial Kitchen Food services will be provided � � \ times dailyfor 200people I 3 p p �— .moi utilizing staff and volunteers. . A -� Remodel/expansion includes: lit-. T !Or - ' • Cooking Station - _ - ! ,. • Washing station ,�4e s a • Food preparation areas ti- 1 k ��`= • Commercial dishwasher - q ` 1 • Cold storage F • Service area h �. L t , Alikr*Ii73r 4miIyPromise of Tualatin Valley City of Tigard Town Center Development Agency Redevelopment Application AIS-5149 6. Workshop Meeting Meeting Date: 03/21/2023 Length (in minutes):35 Minutes Agenda Title: Downtown Parking Management Update Authored By: Sean Farrelly Presented By: Redevelopment Project Manager Sean Farrelly Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE As Tigard continues to grow as a place to live,work, and recreate, more visitors and customers will travel to our Downtown. While some visitors will walk,bike, or use transit, a large portion will arrive by automobile. The goal of the Downtown Parking Management Strategy is to implement a multi-phased parking strategy and a multi-year parking management plan. ACTION REQUESTED This is an update. Feedback is requested on the preliminary direction of the Downtown Parking Management Plan. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations TBD: Final Downtown Parking Strategy and Proposed Municipal Code Amendments 05/27/2022: Downtown Parking Management Update 02/13/2018: Public Hearing- Consider Amendment to TMC Chapter 7.60 Abandoned Vehicles 01/02/2017 Legislative Public Hearing: Consider Amendment to TMC Chapters 10.28 - Parking and 7.60 Abandoned Vehicles 12/05/2017 Downtown Parking Ordinance Introduction 07/18/2017 Downtown Parking Plan Council was last briefed on the Downtown Parking Management Strategy on May 17, 2022. The briefing included the results from a two-day downtown parking study by Rick Williams Consulting (RWC) conducted on Saturday, September 11 and Thursday, September 16, 2021, between the hours of 9 AM and 7 PM. It found that at its peak, 55 percent of the 260 on-street spaces were occupied. It found lower utilization (37 percent at the peak hour) of the 1759 off-street spaces in the study area. The report acknowledges that both on-street and off-street parking were somewhat impacted due to COVID-19 and the increase in telecommuting by some Downtown employees. The study showed a violation rate (i.e. overstaying the posted two-hour limit) of 15 percent for on-street spaces and 23-31 percent at the public off-street lots. This signals the need for more regular enforcement,which is currently infrequent. Based on the findings of the study,RWC made several recommendations which were evaluated by a Steering Committee of representatives from downtown businesses and city teammates from City Management, Community Development,Police Department, and Public Works. During four meetings,business representatives expressed a variety of views;however, there was some agreement on a modified version of regulations enabled by a 2017 Tigard Municipal Code amendment which authorized Council to designate areas of 4-hour parking limits that also allow holders of parking permits to park all day. Online survey To gain a more complete picture of how downtown visitors, businesses, and residents access downtown, an online survey was administered between November 15, 2022 and January 6, 2023. A link to the survey and QR were distributed via postcard to residents and businesses. Additional survey notices were hand-delivered to residential complexes around the downtown area.A notice was placed in a Tigard Life issue that was delivered the last week of November. Finally, a link to the survey was published on the City's social media platforms and website. In total, the survey had 1,098 responses with an 80% completion rate. On average,users spent approximately six and half minutes completing the survey. Unfortunately, many of the responses were corrupted in some form or another—primarily with copied and or bogus content. Consequently, quite a bit of time was spent weeding out spurious data which was identified by abnormal spikes in the number of responses given in a single day, peculiar looking email addresses, and similar or duplicate entries. 597 of the responses were deleted for the following reasons: •No Data—did not provide responses, safe to delete •Exact Duplicate Responses—verbatim responses in comment boxes, clearly copied responses •Non-Oregon or Washington IP addresses with seemingly randomly generated Gmail addresses. Duplicate IP addresses were searched for. The majority of duplicate IP addresses were eliminated unless the entries had unique, credible responses. 487 legitimate entries were uses in the data analysis work. The survey results are provided as an appendix. Below are some highlights. The responses were in the following categories: •66.3%Downtown Visitors •27.5%Downtown Residents •4.1% Downtown Business Owners/Employees Downtown Visitors: •91% said they visit Downtown at least 1-3 per month (27% reported multiple times a week) •79% drove or motorcycled alone •55%used on-street parking, 23%used public parking lots and 18% used private lots •53%report being very or somewhat satisfied with Downtown as a place to visit (29%were neutral) •The top 4 amenities to add to or improve in Downtown were: Restaurants/bars, retail shops, off-street public parking, and open/green space Downtown Residents: • 82% are employed full or part-time • 34%report being an employee of a downtown business • 94% own a car or motorcycle • 51%park in a private parking lot, 18%in a public parking lot, and 28% on-street •55%report being very or somewhat satisfied with Downtown as a place to live (32%were neutral) •The top 5 amenities to add to or improve in Downtown were: off-street public parking,grocery stores,restaurants/bars, retail shops, and open/green space. Downtown Business Owners/Employees: •76%have 10 or fewer workers at the downtown location (24% have 10-25 workers) •55% of respondents report they or their employees park in a private lot,20%in a public lot, and 10% on-street •The top 5 amenities to add to or improve in Downtown were: off-street public parking, on-street public parking,restaurants/bars, retail shops, and street lighting. Phase 2 of Public Engagement A steering committee will be re-engaged this spring with an expanded membership to reflect additional downtown stakeholders including businesses, residents, and visitors. At least one public workshop will be held and a plan to communicate any changes will be created and implemented.Among the issues for discussion are: •The conversion of thirty-one no-limit parking spaces on Burnham Street to a combination of 2-hour and 4-hour limited stay spaces. This will address the parking demand created by the opening of Universal Plaza. Plaza events on evenings and weekends will be accommodated by directing visitors to lots at the Public Works Building and City Hall,but on-street parking will be in demand often, and most acutely on summer weekdays and weekends. •Implementation of a downtown parking permit program. Questions to be discussed include whether to cap the number of permits, criteria for permit eligibility,pricing,permit type and technology and city issuance methods and workload distribution. Some of these decisions will require Municipal Code amendments. Ultimately, the goal is to have a parking management plan that balances the needs of Downtown employees and residents with the needs of visitors and customers. •Operationalizing the recommendation for shared parking agreements between business/property owners with surplus parking and businesses who have a deficit. The study found an abundant amount of unused private parking capacity, even at the peak hour. The city has a role to play as a facilitator and a data-clearinghouse but cannot require businesses to participate. The city controls only a small portion of the downtown parking supply;it is beneficial for everyone if downtown businesses and property owners agree to collaborate and share their pavement. •A plan to roll out and communicate increased parking enforcement. Community Development plans to budget funds to engage a private contractor that can increase the enforcement of the city's on-street parking and public parking lot regulations in Downtown. ALTERNATIVES & RECOMMENDATION This is an update. ADDITIONAL RESOURCES N/A Attachments Parking Survey Results 2021 Parking Study Downtown Tigard Parking Survey Findings Survey Distribution The electronic survey was administered between November 15, 2022 and January 6, 2023. A link to the survey and QR were distributed via postcard to residents and businesses.Additional survey notices were hand-delivered to residential complexes around the downtown area. A notice was also placed in a Tigard Life issue that was delivered the last week of November. Finally, a link to the survey was published on the City's social media platforms and website. In total,the survey had 1,098 responses with an 80%completion rate. On average, users spent approximately 6 and half minutes completing the survey. Unfortunately, many of the responses were corrupted in some form or another—primarily with copied and or bogus content. Consequently, quite a bit of time was spend weeding out the spurious data (using the methodology described below). Addressing Bogus Responses—Methodology There were several entries that appeared suspect for a number of reasons—abnormal spike in the number of responses in a single day, peculiar looking email addresses, and similar/duplicate entries. As such,the data needed to be cleaned to provide the most accurate results possible. We used the following methodology to exclude the bogus entries, 597 of them. • No Data (74 responses)—did not provide responses, safe to delete • Exact Duplicate Responses)—verbatim responses in comment boxes, clearly copied responses • Non-Oregon or Washington IP addresses with seemingly randomly generated Gmail addresses. We also searched for duplicate IP addresses (one of the online survey base criteria);we found 23 of them.The majority of duplicate IP addresses were eliminated unless the entries had unique, credible responses. Following this process, we were left with 487 legitimate entries to use in the data analysis work. • CITY OF Tigard Downtown Tigard Parking Survey Welcome to the Downtown Tigard Parking Survey Thank you for participating in this survey. Your feedback will help guide city staff and local stakeholders decision making for how to improve parking and access for Downtown Tigard. 1523 combined entries with either exact duplicate entries and/or non-Oregon or Washington based IP addresses R%• C Survey Findings —• Page I 1 Residential Category Questions Are you a downtown resident? �Y111E. Yes 141 29% No 346 71% Are you current . Employed, either full or part-time 120 82% Full or part-time student 11 7% Retired 13 9% Other 3 2% ou also an employee of a business located in downtown Tigard (n = Yes 48 34% No 94 66% Do you own a car or motorcycle? (n = 142) Yes 133 94% No 8 6% Both 1 <1% If you own a vehicle, where do you park? (n = 134) Off-street, in private lot 68 51% Off-street, in public lot 24 18% On-street 38 28% Other 4 3% How satisfied are you with downtown Tigard as a place to live? (n = 139) Very dissatisfied 4 3% [somewhat dissatisfied] 11 8% Neutral 44 32% [somewhat satisfied] 35 25% Very satisfied 42 30% Unsure/don't know 3 2% If you could add/improve 3 amenities in o�wntown Tigard, what would you add/improve? Mark up to three responses. (n = 142) Sidewalks/crosswalks 28 20% Street lighting 27 19% Bike amenities (lanes, pathways, parking) 22 15% Additional public transit 23 16% Off-street public parking 58 41% On-street public parking 34 24% RW^ Residential Survey Findings - Page 12 CITY OF " Tigard Downtown Tigard Parking Survey Findings Restaurants/bars 51 36% Retail shops 36 25% Grocery store 63 44% Residential units 14 10% Grade school 0 0% Library 0 0% Open space/green space 35 25% Playground 20 14% Other 13 9% RWC Residential Survey Findings - Page 13 CITYOF Tigard Downtown Tigard Parking Survey Findings Employer Category Questions :rd? • Yes 9 3% No 336 97% How many people, including owners and employees (both full and part-time) work onsite at this location? (n = 17) < 10 workers 13 76% 10—25 workers 4 24% 26—50 workers 0 0% >50 workers 0 0% (n = 16) Morning (7:00- 11:00 AM) 70 Midday(11:00 AM -3:00 PM) 75 Afternoon (3:00-7:00 PM) 72 Evening(7:00- 11:00 PM) 28 aturda , A (n = 19) Morning (7:00- 11:00 AM) 37 Midday(11:00 AM -3:00 PM) 39 Afternoon (3:00-7:00 PM) 35 Evening(7:00- 11:00 PM) 16 orkall a Sundays &lathe followi.ds: Morning(7:00- 11:00 AM) 8 Midday(11:00 AM -3:00 PM) 11 Afternoon (3:00-7:00 PM) 10 Evening(7:00- 11:00 PM) 9 - .- - - vs. typically I (n =2 Off-street, in private lot 11 55% Off-street, in public lot 4 20% On-street 2 10% Other 3 15% Does our business have a •rivate parking lot? Yes 13 62% No 8 38% RWCEmployer Survey Findings - Page 14 CITY OF Tigard Downtown Tigard Parking Survey Findings f yes (business has a parking lot), do you allow your employees to park in it? = 16) Yes 10 63% No 6 37% If you could add/improve 3 amenities in Downtown Tigard, what would you add/improve? Mark up to three responses. (n = 20) Sidewalks/crosswalks 2 10% Street lighting 5 25% Bike amenities (lanes, pathways, parking) 2 10% Additional public transit 2 10% Off-street public parking 13 65% On-street public parking 8 40% Restaurants/bars 8 40% Retail shops 11 55% Grocery store 4 20% Residential units 0 0% Grade school 0 0% Library 0 0% Open space/green space 3 15% Playground 1 5% Other 2 10% RWC Employer Survey Findings - Page 15 CITY OF Tigard Downtown Tigard Parking Survey Findings Visitor Category Questions Multiple times per week 92 27% Once per week 94 28% 1—3 times per month 121 36% 1—3 times per year _ 24 7% Less than once a year 5 1% IMEIMMIRMIIIMMININIIMMEMP Drive or motorcycle alone 252 79% Carpool orvanpool 36 11% Ride transit 6 2% Walk 26 8% Ride services (e.g., Lyft, Uber, etc.) 0 0% • • • •_ • ' - to Tigard, where do you most commonly park? Off-street, in private lot 58 18% Off-street, in public lot 73 23% On-street 178 55% Other 14 4% How satisfied are you with downtown Tigard as a place to visit? Very dissatisfied 21 6% [somewhat dissatisfied] 39 12% Neutral 99 29% [somewhat satisfied] 116 35% Very satisfied 59 18% Unsure/don't know 2 1% If you could add/improve 3 amenities in Downtown Tigard, what would you add/improve? Mark up to three responses. Sidewalks/crosswalks 39 12% Street lighting 28 8% Bike amenities (lanes, pathways, parking) 39 12% Additional public transit 20 6% Off-street public parking 139 42% On-street public parking 70 21% Restaurants/bars 208 63% Retail shops 156 47% Grocery store 75 23% Residential units 23 7% Grade school 0 0% Library 1 0% RW C Visitor Survey Findings •-• Page 16 CITY OF Downtown Tigard Parking Survey Findings Ti g a rd Open space/green space 79 24% Playground 59 18% Other 29 9% RWC Visitor Survey Findings - Page 17 City of Tigard 2021 Downtown Parking Occupancy/Utilization Study Update [Updated 3/4/22] This report summarizes the findings of the 2021 Downtown Parking Occupancy/Utilization Study,which evaluated parking activity in the on and off-street supply in downtown Tigard,Oregon and provides comparative analysis (where applicable)to findings derived in the City's 2015 Downtown Parking Study. 1.1 Introduction The City of Tigard is interested in developing a clear and objective understanding of the dynamics of use within the downtown parking supply and to evaluate changes that have occurred since the last Downtown Parking Study,which was conducted in 2015. Usage data related to occupancy,turnover,duration of stay and uri"DO hourly patterns of activity are examples of industry"best practices" metrics used for evaluating municipal parking systems,both on and off-street. This type of data can assist the City in near-term decision-making relative to existing parking supplies;to better understand where parking constraints and surpluses exist,and whether factors such as abuse of time limits is an issue that might adversely affect access. Similarly,this type of data will aid in longer-term city planning efforts to meeting future parking needs related to growth and development in the downtown;providing insight into such issues such as shared parking opportunities and/or future absorption related to planned and future development. Finally,the data provided here will also provide the City with some insight into the impacts that the COVID-19 pandemic may have on the downtown,using 2015 as a base of comparison. Data collection to measure activity within the parking system was surveyed during two time periods: Thursday,September 16,2021 (a"typical weekday")and Saturday,September 11,2021 (a typical "weekend").Survey days were selected in consultation with City staff and the project team.Data was collected for both public and private parking supplies. 1.2 Executive Summary Key Findings Study Area • In contrast to 2015,the study zone was increased significantly,and data was collected on a selected Saturday. The 2021 study area is comprised of 2,151 stalls(on and off-street)as compared to 877 stalls in 2015. This will provide a broader evaluation of on and off-street parking resources in the downtown and adjacent areas. 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD III On-street parking(weekday) • 2021 weekday occupancies were up in each hour of the survey day as compared to 2015,with most new growth showing mid-morning(9:00 AM to 11:00 AM)and after 5:00 PM. The increase in vehicle activity is an encouraging trend given the COVID pandemic.1 • Nonetheless,occupancies remain low(less than 55%)throughout most of the operating day. • At the peak hour(2021), 130 of 260 on-street stalls are empty. On-street parking(weekend) • Weekend occupancies are higher in nine of the ten hours surveyed as compared to both 2015 and 2021 weekday. • The weekend maintains a two hour peak between 12:00 PM and 2:00 PM,reaching an occupancy of 55.8%. • At the peak hour(2021), 115 of 260 on-street stalls are empty. On-street parking(general) • Weekday on-street parking is not constrained. Overall,there is adequate and conveniently proximate on-street parking across the study area weekday/weekend. • Violation rates at 2 Hour stalls are moderately high,at 15.7%(2021 weekday)and very high on the weekend at 20.1% (2021 weekend),and they have increased over 2015.2 Within the parking industry,an efficient violation rate is targeted between 5%and 9%. • Though violation rates documented here are higher than desired,the low to moderate occupancy rates measured on-street would not likely result(at this time)in a user being unable to find a convenient parking stall proximate to intended destinations. In other words,if occupancy rates were to go up considerably over time,then efforts to enforce signed stalls more actively would need to be considered. Off-street parking(weekday) • 2015 peak occupancy was reached at 12:00 PM,when 53.4%of all stalls were occupied. In 2021, peak occupancy reached 37.0%at 11:00 AM. • The decrease in occupancy between survey years may reflect: • The dynamics of a much larger 2021 inventory,2,151 stalls versus 877. • A drop in employee parking use due to the COVID pandemic and possibly greater remote working.This may be particularly true in surface lots serving office uses. • At the peak hour,occupancy of all sampled lots reaches 37.0%on the weekday.This leaves 1.109 stalls empty. 1 Overall vehicle activity is up(in the downtown,as compared to 2015). Similarly,areas outside the original downtown study zone have similar occupancy levels with the downtown(though these block faces were not included in 2015). This finding assumes that more cars are downtown,which is a good trend. The City may want to investigate follow up measures in the future that could be used to measure non-parking activity in and adjacent to the downtown(Fanno Creek trail users,transit activity,customer intercept surveys,etc.)to assess whether increased trips are translating to better economic activity or commerce. 2 The City does not enforce on the weekend. The violation rates provided for the weekend are simply for comparative purposes. As stated,violation rates weekdays are well above the industry standard of 5%-9%and should continue to be tracked as a means for calibrating enforcement efforts. Page 12 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD • Future efforts to encourage or direct users into these empty stalls in the off-street supply will help maximize access (for longer-term stays)and integrate with the on-street system(catering to shorter-term visits). Off-street parking(weekend) • The City'two public lots maintain strong use activity on the weekend,reaching a combined occupancy 81.8%. However,at 33 total stalls,these lots represent just 1.5%of all off-street parking in the study zone. • No other surveyed off-street lot,with a meaningful number of parking stalls,exceeds 55%(low) occupancy on the weekend. • The combined peak hour occupancy of all sampled lots reaches 27.70%,leaving 1,272 stalls empty in off-street parking facilities. On-street parking(general) • Overall,the off-street system is parked at a low to moderate level. • Different use types maintain varying peak hours and peak occupancies. Nonetheless,at the overall downtown peak hour for both weekday and weekends,between 1,109 and 1,272 stalls are empty. • Of note,just three of 69 sites are "Public,"controlled/owned by the City.These three sites total just 126 stalls,or 5.8%of all off- street parking in the study area. Stated differently,96%of off-street sites and 94%of the supply is in private ownership and control. • To maximize parking opportunities,efficiently,programs and strategies to capture unused supply as a shared use opportunity will need to be explored. 1.3 Study Area The parking inventory study area was determined in the initial project scoping process and in consultation with the City of Tigard.In contrast to 2015,the study zone was increased significantly. Figure A(page 5) illustrates the 2021 study zone,with the 2015 study zone shown in shaded blue. As Figure A(page 5)shows,the 2021 study zone accounts for the area the City defines as the"downtown" (2015 study zone)as well as areas immediately adjacent.The larger study area will(a)provide a broader view of parking use in and near downtown and(b)an evaluation of how parking resources just outside the downtown perform. The study area includes all on-street parking within the public right-of-way,all off-street parking(public and private),and the TriMet park and ride lot at the Tigard Transit Center. 1.4 Parking Inventory(Supply) As a precursor to the data collection effort,RWC senior staff inventoried all on-and off-street parking within the study area on August 30,2021.During the inventory,all 260 on-street spaces within the study area boundaries were catalogued by block face and time limit designation(when applicable,as contrasted to 126 in the 2015 study. Page 13 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Similarly,all off-street parking sites were identified and catalogued by location,number of stalls,assumed type of use(e.g.,office,retail,mixed-use)and owners(public/private). A total of 69 unique sites (2,151 stalls)were identified,as compared to 38 sites (877 stalls)in 2015. 1.5 Methodology-Data Collection Data was collected on Thursday,September 16th and Saturday,September 11th,2021.Hourly on-and off- street parking counts were collected each hour between the hours of 9AM and 6PM. These dates and data collection hours were selected in consultation with City staff and the project team.The two dates allow for a comparison between a"typical"weekday(Thursday)for both the 2015 and 2021 studies,and new weekend (Saturday) data for the first time.3 The data collection methodology for measuring parking utilization was based on Oregon Transportation& Growth Management Program's guide on parking: Parking Made Easy-A guide to Managing Parking in Your Community. On-street On-street parking utilization entails counting each occupied 1 parking stall by recording the vehicle's license plate (each x hour, for 10 hours). For the on-street system, parking utilization data was collected for all stalls within the study . area,a 100%sample size.Figure B(page 6)provides the on- r_ street inventory, delineating type of stall and number of ; , , stalls per block face. ',� - . . _ t. 1.' Off-street t Off-street parking occupancy entails simply counting occupied parking stalls each hour of the survey day. These sites comprise 2,151 stalls,as compared to 877 in 2015. Figure B(page 6)provides a view of all off-street sites located in the study area;each is assigned a unique number. 3 For purposes of consistency,the Saturday counts will be expressed as"weekend"throughout the remainder of this report. Page 14 RWC September 2021 114 - M 2021 Parking Occupancy/Utilization Study Update TIGARD Figure A:Downtown Parking Study Area(2015 and 2021) City of Tigard 2o2t QE-ii, ),, Downtown Boundaries 2021 Data Collection Area 2015 Data stv Collection Area &,_ .0, Sr sip,pia 3ps a�2 v,,a s e � 5 • Si, q, c/is s.>. ca cif 6`„p C.. 0.35 pn.(sT sil- ,Py y9 4,s , ,k1N f Tigard 0 m A . v, 0 A. 250 Feet , i R W C Page 15 RWC September 2021 ■ / 11111 2021 Par m;Occupancy/Utilization Study Update t GARD Figure B:Downtown On-street Inventor by Type of Stall/Stalls per Block Face y Tigard » 8j, m_ww. © On-Street mmm "Data @±_ Asio =2«=qq m 1 _ u (1 • =1.$hillnute g, 1 _ _itle @E w ®� x >.644 /2 . � ° a ^ . > y w . w . o \ ` `'e9;101 . ` ' w ` «\ t � .� . Fr , .%.-..:.). _ ±. , & « ��% C. ¥ . ® ^ o J_m _, ._P_ T_d ,I z RWC: Page I6 R W C September 2021 114 - M 2021 Parking Occupancy/Utilization Study Update TIGARD Figure C:2021 Inventory of Off-street Parking Sites City of Tigard 2021 r Downtown VIER 8r Off-Street Inventory i� Data Collection Area Off-Street SdYc4). - I Sites s ERST to 3 `1'r'GQRpsr. t4 to 19 • 401P a {� ,1.'''_ 2D / V t� S6L 04 t414VAV A /y s 22 T SIO 7 k ,,,, � , AN* GG �RO0 '0 . , ;-111000Aik • ,L P 40 ...%440, III +$ 4iii;42„ I? © ,,,e, S", c. 1 44 ,7. 4, 82 \ s 63 1.1111:' sq ��.. 11* ..,•14P�sT 1t� ra 47 7 r # - 62 .1 1 66 -- Tigard CO CO J IS zg 'S z ft A , cf. li.is. N .rt,=, n F.irF. Cli 0 250 Feet RWC Page 17 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD 1.6 Measuring Performance Parking is constrained when 85%or more of the available supply is routinely occupied during the peak hour.In a constrained system,finding an available spot is difficult,especially for infrequent users such as customers and visitors.This can cause frustration and >85% negatively affect perceptions of the downtown.Continued Constrained constraint can make it difficult to absorb and attract new Supply growth,or to manage fluctuations in demand—for example,seasonal or event-based spikes. 70%-85% Occupancy rates of 55%or less indicate that parking is Efficient readily available. While availability may be high,this may Supply also indicate a volume of traffic inadequate to support ss%-69% <55% active and vital businesses.Occupancy rates betweenModerade Low Demand l� y Demand (Parking these two thresholds indicate either moderate(55%to {Adequate AL Readily A 69%) or efficient(70%to 85%)use. parking) Anailablel An efficient supply of parking shows active use but little constraint that would create difficulty for users. Efficient use supports vital ground-level businesses and business growth,is attractive to potential new users, and can respond to routine fluctuations.RWC's analysis of parking in Tigard uses these categories to evaluate the performance of the system. 1.7 Data Findings ON-STREET PARKING Breakout of Inventory A total of 260 on-street parking stalls were surveyed within the study area boundaries. Parking in the public supply is provided in the form of free parking. Table 1 presents a breakout of all the on-street parking surveyed in the Downtown Study Zone,contrasting 2021 to 2015. As indicated most on-street stalls(67.7% or 176 stalls)are 2-Hour time limited stalls.The remainder is formatted as No Limit4 stalls(31.5%or 82 stalls),15-Minute parking(< 1.0%or 1 stall). 1 ADA stall was also identified. Given the larger 2021 study area,the general percentage distribution of the inventory by stall type is similar to 2015,though the number of 2 Hour stalls dropped by about 5%and the number of No Limit stalls increased about 6%from 2015. Even with an expansion of the study area in 2021,the number of on-street stalls(260)is a small and finite supply. The higher mix of 2-Hour parking is conducive to customer access and turnover. Nonetheless,the great majority of parking in the overall supply is off-street(2,151 stalls);with on-street representing just 10.8%of the total supply of parking in downtown and the larger study area (see Section 1.6 above for a detailed breakout and analysis of the off-street supply).5 4 A No Limit stall is on-street parking with no designated time restriction,allowing unlimited use(during the operating day).As an example,a vehicle using one of these spaces could park for 1 hour or 10 hours continuously on a given day. 5 There are 2,411 stalls in the study area(260 on-street). 260 divided by 2,411 equals 10.8%of the total supply. Page 18 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD Table 1:Tigard On-Street Inventory Comparative(2021 vs.2015) Stall Type %Total 260(2021) 100.0% On-Street Supply Studied 126(2015) iiii& 100.0% 1 <1% 15 Minutes 2 1.6% 176 67.7% 2 Hour Em92 73.0% 1 < 1% ADA accessible 82 31.5% ' No Limit 32 25.4% Occupancy:Weekday(comparative) Figure D provides an hour-by-hour summary of occupancy performance,contrasting 2015 to 2021 and providing the distribution of occupancy for the added Weekend counts(dark orange line). The 2021 peak hour for the on-street public inventory is between 5:00 PM and 6:00 PM. At this hour,50%of the 260 parking stalls in the study area are occupied. This contrasts with 2015 when the peak hour reached 65.1% between 12:00 pm and 1:00 PM.Other than at 12:00 PM and 4:00 PM (2015),2021 weekday occupancies were up in each hour of the survey day,with most new growth showing mid-morning(9:00 AM to 11:00 AM) and after 5:00 PM. This is an encouraging trend given the COVID pandemic.6 Based on standards of performance discussed in Section 1.6 above,occupancies remain low(less than 55%) throughout most of the operating day. At the peak hour(2021),130 of 260 on-street stalls are empty. Figure D:On-Street Occupancies by Hour-2021 vs.2015 Weekdays(2021 Weekend included) City of Tigard- Downtown-Occupancy by Hour 2021 vs.2015 Weekdays:On-street comparative occupancies-2021 weekend included(260 vs.126 stalls) 2021 Weekday 2015 Weekday 2021 Weekend 100% 80% 51.5% 55.g 55.8% 54.2% 52.7% 52.7% 53.8% 52.3% 60% 41.5% 4 i . 40% 31.9% r 7 ri 2Q°I k m e-1 N p a" _ e-1 *I- N M N m m m 0% 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 AM AM AM PM PM PM PM PM PM PM 6 Overall vehicle activity is up(in the downtown,as compared to 2015). Similarly,areas outside the original downtown study zone have similar occupancy levels with the downtown(though these block faces were not included in 2015). This finding assumes that more cars are downtown,which is a good trend. The City may want to investigate follow up measures in the future that could be used to measure non-parking activity in and adjacent to the downtown(Fanno Creek trail users,transit activity,customer intercept surveys,etc.)to assess whether increased trips are translating to better economic activity or commerce. Page 19 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Occupancy:Weekend Weekend occupancies are higher in nine of the ten hours surveyed as compared to both 2015 and 2021 weekday. The weekend maintains a two hour peak between 12:00 PM and 2:00 PM,reaching 55.8%. Occupancies remain consistent at a moderate level (>50%)for eight consecutive hours,beginning at 11:00 AM. Occupancy and Utilization by Type of Stall Table 2 summarizes occupancies,peak hours by stall type (time stay),the number of stalls available at the peak hour,average duration of stay,and rate of violation(where applicable). The table provides comparative data for 2021 and 2015 weekday activity and weekend data for 2021. Table 2:On-Street Utilization by Stall Type(2021 vs.2015 Weekday,2021 Weekend) Stall Type Stall our Peak 1 Empty AverageViolation Occupan 1 Stalls Duration? Rate On-Street 260 5:00 PM-6:00 PM 50.0% 130 2:26 hours 15.6% Supply 126 12:00 PM - 1:00 PM 65.1% 44 2:00 hours 10.7% Studied 260 12:00 PM-2:00 PM 5 ' ' , 115 2:35 hours 20.1% 15 Minutes 1 12:00 PM- 1:00 PM 100.0% - - - Signed 2 Multiple 100.0% - - - 1 Multiple 100.0% - - - 2 Hours 176 5:00 PM-6:00 PM *48.9% 90 1:44 hours 15.7% Signed 92 12:00 PM-1:00 PM 55.4% 41 1:50 hours 11.3% 176 1:00 PM-2:00 PM 59.7% 71 1:00 hours 20.1% ADA 1 multiple 100.0% - 1:30 hours - - - - - accessible 1 3:00 PM-4:00 PM 100% - 1:00 hours 82 9:00 AM-10:00 AM 59.8% 33 5:49 hours * - No Limit 32 12:00 PM-1:00 PM 90.6% 3 2:24 hours 82 4:00 PM-5:00 PM 54.9% 31 4:49 hours As Table 2 indicates: • As stated earlier,2021 weekday data is lower that documented in 2015 (50%versus 65.1%). The overall drop may be due to the larger supply of on-street stalls surveyed in 2021. It is important to note that in eight of ten other measured hours in 2021,weekday occupancies are higher than those in 2015 (see Figure D). • The Weekend peak hour(55.8%)surpasses 2021 weekday peak hour. • At the 2021 peak hours,there are 130 and 115 stalls empty for weekday and weekend,respectively. • The average length of stay for the combined on-street supply was 2:00 hours in 2015. In 2021, duration of stay increased to 2:26 hours(weekday)and 2:35 hours(weekend). • The duration of stay averages noted in the bullet point above for the combined supply are influenced upward by the time stay averages in No Limit stalls. As the table shows,the average duration of stay 7 Average duration is filtered to show non-permit users only(ADA accessible and No Limit exempt)when each stall type is enforced(On-Street Supply Studied and No Limit exempt). Page 110 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD in No Limit stalls on the weekday in 2021 rose to 5:49 hours,from just 2:24 hours in 2015. The 2021 weekend duration of stay average was 4:49 hours. Interestingly,the average duration of stay in 2 Hour signed stalls was well below 2:00 hours for 2015 and 2021,on the weekend the average stay was just 1:00 hour. This indicates that 2 Hour timed stalls are meeting visitor needs. It also indicates that more long-term users of the system(employees and/or residents)are using No Limit stalls during the day. • Violation rates at 2 Hour stalls are moderately high,at 15.7%(2021 weekday)and very high on the weekend at 20.1% (2021 weekend),8 and they have increased over 2015. Within the parking industry,an efficient violation rate is targeted between 5%and 9%. Though rates documented here are higher than desired,the low to moderate occupancy rates measured on-street would not likely result(at this time) in a user being unable to find a convenient parking stall proximate to intended destinations. In other words,if occupancy rates were to go up considerably over time,then efforts to enforce signed stalls more actively would need to be considered. Other Characteristics of Use Table 4 provides additional metrics of use for the on-street system.This table summarizes use characteristics of the on-street supply that include unique vehicle trips,turnover,excessive time stays,and incidents when a vehicle moves between timed parking stalls.These metrics provide insights into how many people are visiting the Tigard study area and how efficient the parking spaces are being used. Table 4:Other Use Characteristics(2021 Weekdays and 2021 Weekend) Use Characteristics 2021 2015 2021 Weekday Weekday Weekend Unique Vehicle Trips 448 N/A 506 Vehicles Hours Parked 511 1,306 Turnover Rate 4.11 4.99 3.87 #Vehicles parked 5 or more hours in time r 0 (4.5%) N/A 42 (8.3%) limited stalls(%of vehicle trips) Vehicles moving between stalls:re-parking 17(3.8%) 11 (2.2%) %of vehicle tri 1 s Key indicators from Table 4 include: Unique Vehicle Trips(UVT) The recording of license plate numbers allows us to identify the total number of unique vehicles using the on- street system.° The number of unique vehicles parked on-street over the 10-hour data collection period totaled 448 on weekdays and 506 on the weekend(2021).10 In total,an additional 58 vehicles use the on- street system within the study area on the weekend(about 13%more). 8 It is the consultants understanding that"hours of enforcement"are technically in place only for weekdays. We show the 2021 weekend rates of violation for comparative purposes only. Current on-street signs say M-F 8:00-6:00. 9 Note this does not represent all vehicles in the study area,as license plate numbers were not recorded in most of the off- street facilities. 10 2015 data was not presented here as the significantly lower number of stalls evaluated in 2015 make accurate and parallel comparisons of UVT unfeasible. Page 111 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Am Turnover(efficiency of the parking system) In most cities,the primary time limit allows for calculation of an intended rate of turnover.For example,if the limit for a stall is two hours,and over a 10-hour period that stall is occupied by five vehicles,it is meeting its intended turnover rate of 5.0 turns.As such,if turnover were demonstrated to be at a rate of less than 5.0,the system would be deemed inefficient.A rate more than 5.0 would indicate a system that is operating efficiently.Most downtowns strive for a rate of 5.0 or higher given the goal for supporting short-term visitor access. Within the study area,the 2021 turnover rate is 4.11 on the weekday and 3.87 on the weekend.These rates are lower than 5.0 and likely a reflection of the high number of No Limit(unrestricted)stalls in the 2021 study area. The turnover rate in 2015 was 4.99,very close to the base efficiency standard to 5.0. Excessive Time Stays (5 or more hours in a time limited stall) This metric is used to understand how many employees or residents might be parking on-street in time limited stalls;stalls intended for customers/visitors.While it is not foolproof,it does provide a sense of how many are using the on-street system for vehicle storage.The on-street parking supply is typically the most valuable and convenient access for downtown patrons.It provides them with the closest access point to their destination.Therefore,it is critical to preserve these spaces,to the highest degree possible,for that user group. In 2021,only 20 vehicles were in this category representing 4.5%of all unique vehicles.On the weekend,the number effectively double to 42 vehicles,about 8.3%of all unique vehicles.As with the issue of violation rates,the City's goal would be to minimize excessive overstays in timed stalls(e.g.,2 Hour stalls). However, low to moderate occupancies likely allow for enough empty parking to assure that visitors are not denied access to a convenient and proximate stall. Over time,it will be important to continue tracking this metric; transitioning these longer-term users to off-street locations to free up these valuable,high-turnover stalls and allow greater access for customers and visitors to the downtown. Re-parking Re-parking refers to vehicles moving between time-limited on-street stalls over the course of a day. This metric can indicate abuse of the system,particularly if those moving their vehicles are employees.Users who shuffle their vehicle from one stall to the next reduce the number of on-street parking opportunities for visitors and customers,creating an artificial constraint on the system. Ideally,those wanting to park for longer periods of time would be directed to No-Limit stalls outside of retail areas or to off-street lots.This would preserve the on-street supply for higher turnover users. The number of unique license plates observed re-parking was 17 on the weekday,or 3.87%of all unique vehicle trips(UVT).The rate is much lower on the weekend with only 11 vehicles observed re-parking between timed stalls (2.2%).These numbers are not substantial,and likely reflect that the study area has numerous No Limit stalls where those wanting a long-term stay option can park. Surplus&Deficits-Parking Occupancy Heat Maps(on-street) Figures D and E visually summarize parking occupancies by block face using a"heat map"of the study area. A heat map uses color to display degrees of occupancy as measured against an industry standard of 85%; when occupancy exceeds that level,the system is considered constrained.Block faces marked in red indicate areas of constraint.Green represents areas of underutilized parking,while yellow and orange represent the Page 112 R W C September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD middle ranges of occupancy. This industry standard for measurement was described in Section 1.6 above. In the study area,there are a total of 22 block faces where on-street parking is allowed. Weekday • As the weekday heat map illustrates(Figure E), there are no constrained block faces at the peak hour within the study zone (red). • Four(4)block faces do reach peak occupancies of between 74%and 85% (orange). These are located: • South side of SW Main Street,between SW Burnham and SW Commercial Streets. • North side of SW Ash Avenue,west of SW Burnham Street. • East side block face bordering Ash Avenue Dog Park • South side of SW Ash Avenue,between SW Burnham Street and the railroad tracks. • Though higher in occupancy,these block faces are directly adjacent to block faces with low to moderate demand. • At the block face level,there is adequate and convenient on-street parking across the study area. Weekend • On the weekend(Figure F),one(1)block face reaches a constrained level(red). The block face is located on the north side of SW Main Street,between SW Tigard and Commercial Streets. • There are three block faces that reach occupancies of between 74%and 85%(orange). These are locate • South side of SW Main Street,between SW Burnham and SW Commercial Streets. • South side of SW Ash Avenue,bordering the Ash Avenue Dog Park at SW Burnham Street. • East side block face bordering Ash Avenue Dog Park. • At the block face level,there is adequate and convenient on-street parking across the study area. Weekday on-street parking is not constrained. On the weekend only one of 22 block faces is constrained. Overall,there is adequate and conveniently proximate on-street parking across the study area whether on the weekday or weekend. Page 113 R W C September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD Figure E:On-street parking occupancies by block face-Weekday peak hour City of Tigard Weekday Peak Hour: 5:00 PM -6:00 PM 2021 Downtown On-Street Occupancies Data Collection 0 Area Sk, i —>85% CNyp ' s' —84%-70% 'Ns, e•$ 4 69%-55% -<55% +.,rn.rr•rr�.�i y� -No Parking 111 r. Pati- vs \ tO.\\\\.\ / s./ '.,i r,,,:- �o %• S'S 00 T S 1 br 3'erl lard F 6.42.. r:dr, y-11 ,O do asF Sit.y e� 'Py Nrr,[ C,.,.,4 ti,ill O. J.,..._ ri �Q L nt- pOa 0 I Am Grdr. Memory• State F'.• Tl gar cf In m J FA P <fs s O _ , 0 r X50 Feat i i RWC 2. Page 114 RWC September 2021 114 - M 2021 Parking Occupancy/Utilization Study Update TIGARD Figure F:On-street parking occupancies by block face-Weekend peak hour City of Tigard Weekend Peak Hour: 12:00 PM -1:00 PM 2021 Downtown r?- On-Street tOn-Street Occupancies 1--1 Data Collection • Area $ —$4%-70°/0 c�"'"$-/ 69%-55% -<55% —No Parkin ...,inriinr:i.,l y� 9 i•.rle . , de \ \r. S� S T �r / \ . r. 210 47 F 4s T J —...D. \ S17, '614.31, 1y r�i5. eu 2V Por 1. -J, r •G Tigard inrcoJ SL CfS, N -.„,,_ 0 250 Feet i� RWC Page 115 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD Aim OFF-STREET PARKING Breakout of Sampled Inventory Occupancy data was collected on 59 of 69 unique off-street lots,representing 1,759 of the 2,151 total off- street parking stalls,an 82%sample size.Figure G maps the 59 sites evaluated(shaded pink in the figure)." Figure G:2021 Inventory of Sampled Off-street Parking Sites City of Tigard `vs`p Avg 2021 Downtown LATEX; .r " Data Collection 0 Oats Colledia n Aree Off-Street Snes SW "" Collected s CF'vrERST �,`' Off-Street Saes 41°1 Nat Collected u 7a V r 07 +%'\%1 ) . ilt\ it % da �' E. j " O ,s a ,-, ,.., ,,., et. AN* g�.P• O sxop -ant a*J' Nor '4,„ 10:40 I:0 411.-4.41iip.' ''' T;I' ' 04111/10 v i,. • 4 \/'S2 ...\\?. \\,., ' ):++,:'t;''&0# .,, , *!!111' •„ „,g v 'Sii, , le Alp Si,, 41I IPIC1 tam mn Tigard 0 I''', 4.4 ,p„. c .c. N C es: Part -111 6 :SC Foy[ RWC 11 The sampled inventory(260 on-street and 1,759 off-street)totaled 2,019 parking stalls,or a 93.8%sample size. This is as a statistically significant sample size and,therefore,accurately represents parking patterns within the study area. Lots not surveyed(blue on map)were gated,access limited to specific use(e.g.,police only),gravel,or determined not likely available toa future shared use(e.g.,car sales dealership). Page 116 RWCSeptember 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Table 5 categorizes facilities by land use types.These facilities range from"Retail"parking(with 27 sites and 733 stalls)to"Boat Sales"parking(with 1 site and 11 stalls).In total,there are twelve different categories of "use type."12 A summary of each individual off-street lot surveyed,with its unique,use type category,unique peak hour,and occupancy total is attached as Appendix A. Of note,just four of 69 sites are controlled/owned by the City,totaling just 167 stalls,or 7.7%of all off-street parking in the study area. City owned sites include Lots 12-Tigard Street(13 stalls),Lot 44-Burnham Street(20 stalls),Lot 65 -City Hall(93 stalls),and Lot 67-Public Works (41 stalls). Stated differently,94%of off-street sites and 92%of the supply is in private ownership and control.Public lots include Lots 12 and 44 on the Figure G map. Lot 12 -Tigard Street(13 stalls)and Lot 44-Burnham Street(20 stalls)are intended for 2 Hour parking. Table 5:Off-Street Inventory by Land Use Type(2021 vs.2015) Use Type Sites %Total Stalls %Total Off Street Supply 69 100.0% 2.151 100.0% 38 100.0% 877 100.0% Industrial 6 8.7% 277 12.9% Institution 2 2'9/n 21 , 1/o 1 1 Boat Sales .4% 11 <1% Medical 2 2.9% 38 1 % .8 2 5.3% 20 2.3% Mixed Use 3 4.3% 47 2.2% Office 12 17.3% 505 23.5% 5 13.2% 36 4.1% Private 1 1.4% 101 4.7% 3 7.9% 126 14.4% 2.8% 38 1.5% ublic 2 5.3% 3.0% Residential 2 2.9% 157 7. Mretail 27 39.1% 733 34.1% 24 63.2% 609 69.4g Service 4 5.8% 145 6.7% 1 2.6% 24 2.7% cycL Undesignated 4.1/0 3.1% 12 Categories were established by the consultant using best information available at the sites(signage,relationship to building,etc.)and inputs from the project team.If more accurate information about sites becomes available,this table can be quickly updated. Page 117 RWC September 2021 i 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Am Occupancy [NOTE:Data samples were taken hourly in 59 of the 69 total off-street facilities in the study area,a supply of 1,759 stalls,about 82%of the supply. All data metrics that follow are based on this statistically significant sample.]13 Figure H provides a comparative hour-by-hour look at off-street parking occupancy on all survey days (2015 and 2021).Generally,occupancies remain low to moderate throughout most of the operating day regardless of day or year surveyed). Weekday • 2015 peak occupancy was reached at 12:00 PM,when 53.4%of all stalls were occupied. In 2021, peak occupancy reached 37.0%at 11:00 AM. • The decrease in occupancy between survey years may reflect: • The dynamics of a much larger 2021 inventory,2,151 stalls versus 877. • A drop in employee parking use due to the COVID pandemic and possibly greater remote working.This may be particularly true in surface lots serving office uses(see section on Occupancy and Utilization by Type of Facility,below). Figure H:Off-Street Occupancies by Hour-2021 vs.2015 Weekdays(2021 Weekend included) City of Tigard -Occupancy by Hour 2021 vs. 2015 Weekdays: Off-street comparative occupancies-2021 weekend included (1,759 vs. 877 stalls) 2021 Weekday 2015 Weekday 2021 Weekend 100% 80% o 0 0 * o \ o 0 * 0o m 60% a o o Lo ° •• o `n o °° o vi o C o 0 m co• e c N Lti u- V n Tr n Tr \ Ti c lo\O 40% _2 C•1 om CO CO m m mcr'''] m . o0 N N N m N N 20% 7 0% 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 AM AM AM PM PM PM PM PM PM PM Weekend • Unlike weekend on-street activity,which exceeds weekday activity for both 2015 and 2021 across the operating day;weekend off-street occupancy is considerably lower in most every hour surveyed. • The weekend peak hour reaches just 27.7%at 4:00 PM,a low level of use. • This likely reflects lower employee activity on weekends,which is typical of commercial parking areas. 13 Given the size of the sample,it can be confidently assumed that general findings can be extrapolated to the entire supply of parking. Page 118 RWC September 2021 11 1 2021 Parking Occupancy/Utilization Study Update TIGARD Occupancy and Utilization by Type of Facility Table 6 summarizes peak hour occupancies and number of empty stalls available at the peak hour by type of off-street facility.14 Table 6:Off-Street Occupancy by Land Use Type(2021 vs.2015 Weekday,2021 Weekend) Use Type Sites Stalls Peak Hour Peak Occupancy Emp , Stall Off Street 59 1.759 11:00 AM- 12:00 PM 37.0% 1.109 Supply Studied 38 877 11:00 AM- 12:00 PM 53.4% 409 59 1,759 4:00 PM-5:00 PM 27.7% 1,272 4 88 12:00 PM- 1:00 PM 73.9% 23 Industrial - - 4 88 5:00 PM-6:00 PM 22.7% 68 1 6 12:00 PM- 3:00 PM 2 Institution 1 - 6 1 11 10:00 AM- 11:00 AM 27.3% 8 Boat Sales - - - - - 1 11 11:00 AM-12:00 PM 63.6% 4 2 5:00 PM - 7:00 P 13.2% 53 Medical 2 20 2:00 PM-3:00 PM 25.0% 15 2 38 3:00 PM-4:00 PM 5.3% 36 8 47 1:00 PM-2:00 PM 51.1% 23 Mixed Use - - - - - 3 47 2:00 PM-3:00 PM 40.4% 28 10 1 481 I 11:00 AM- 12:00 PM 36.8% 304 I Office 36I 11:00 AM-4:00 PM 47.2% 19 111=481 6:00 PM-7:00 PM 10.3% 431 1 101 11:00 AM- 12:00 PM 18.8% 82 Private 3 126 12:00 PM- 1:00 PM 88.9% 14 1 101 5:00 PM-7:00 PM 8.9% 92 33 3:00 PM- 5:00 PM 85.0% 5 Public 2 33 10:00 AM- 11:00 A 84.6% 4 2 Multiple 81.8% 6 2 157 6:00 PM-7:00 PM 46.5% 84 Residential - - - - - 2 157 6:00 PM-7:00 PM 54.1% 72 24 649 11:00 AM- 12:00 PM III 9.6° 392 Retail 24 609 12:00 PM-1:00 PM 43.5% 344 24 649 4:00 PM-5:00 PM 42.5% 373 2 65 11:00 AM-12:00 PM 44.6% 36 Service 1 24 Multiple 79.2% 5 2 65 12:00 PM-1:00 PM 52.3% 31 IM 7A11:83 00 AM-12:00 PM 64 Undesignated 36 12:00 PM- 1:00 PM 97.2% 1 83 12:00 PM- 1:00 PM 16.9% 69 14 As stated earlier,a summary of each individual off-street lot surveyed,with its unique,use type category,unique peak hour,and occupancy total is attached as Appendix A. Page 119 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Weekday • The largest supply type(in terms of number of sites and total supply)is Retail. This supply type is also nearly identical to 2015. There are 24 sampled sites in this category,comprised of 649 stalls.ls Peak occupancy in 2021 is 39.6%. This is a small drop from 2015 when peak occupancy was 43.5%. In 2021,there are 392 empty stalls in lots serving retail uses(a significant supply).16 • The next sizable supply type is Office,comprised of ten sites with 481 parking stalls. At the peak hour these sites reach a combined occupancy of 36.8%,leaving 304 stalls empty. Unfortunately, similarly comparable data for 2015 is not available(only 5 sites and 36 stalls). The 10 sites evaluated in 2021 include Lots 1,2,53,54, 55,62,63,64,65 (City Hall Lot),and 67 (on the Figure G map). • The highest occupancies occur in sites categorized as Industrial. There are four surveyed sites, totaling 88 stalls. Peak hour occupancies reach 73.9%. These four sites include Lots 32,35,45,and 60 (on the Figure G map). • The two public visitor lots(Lots 12 and 44) reached a combined occupancy of 85.0%. This is nearly identical to weekday occupancy data from 2015,when these two lots had a combined peak hour occupancy of 84.6%. Individually,Lot 12 (13 stalls)reached 76.9%and Lot 44(20 stalls)reached 90.0%.Additional evaluation of Lots 12 and 44 is provided in Utilization in Public Off-street Visitor Lots,below,based on their 2 Hour time limit restriction. • All other use types fall within the low to moderate range of use performance. • Overall,the combined peak hour occupancy of all sampled lots reaches 37.0%,leaving 1,109 stalls empty in off-street parking facilities. Weekend • The two public visitor lots maintain strong use activity on the weekend,reaching a combined occupancy 81.8%. Individually,Lot 12 reaches 61.5%and Lot 44 reaches 95%. • No other use type,with a meaningful number of parking stalls,exceeds 55%(low)occupancy on the weekend.17 • Overall,the combined peak hour occupancy of all sampled lots reaches 27.70%,leaving 1,272 stalls empty in off-street parking facilities. Overall,the off-street system is moderately parked. Different use types maintain varying peak hours and peak occupancies. Nonetheless,at the overall downtown peak hour for both days,just under 400 stalls are empty. Programs and strategies to capture unused supply as a shared use opportunity will need to be explored. 15 In 2015 there were the same number sampled sites,but 609 stalls. 16 Each of the 24 sampled sites can be located on the Figure G map and the unique characteristics of each site can be found in the Appendix A table. Given the large number of sites,we did not list them here. 17 The single Marina Lot(Lot 52)with 11 stalls reaches 63.6%for its weekend peak hour. Page 120 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Utilization in Public Off-street Visitor Lots Parking utilization(i.e.,recording license plates) is not typically done in off-street facilities because off-street facilities traditionally serve long-term parkers. Consequently,it less important to track metrics like average duration of stay and violation rates.However,the City maintains two public off-street lots that have time limited of 2 Hours,as an effort to support customer/visitor activity in the downtown. To this end,we thought it important to evaluate these two lots across several metrics that are more comparable to on-street use. They are located: • Lot 12-Tigard Street(13 stalls):Eastside of SW Tigard Street,north of the intersection with SW Main Street. • Lot 44-Burnham Street(20 stalls):Eastside of SW Burnham street,south of the intersection with SW Main Street. Table 7 provides a breakout of activity at these two lots,with comparative data from Table 2 for 2 Hour signed on-street stalls. Table 7:Public Lots 12 and 14(Weekday vs.Weekend,comparative to on-street 2 Hour Parking) Lot Use Type Stalls Peak Hour Peak Average Violation Number Occupancy Duration Rate 12 2 Hour13 12 PM-1 PM 76.9% 2:00 hours 23.3% Tigard St.18 Parking 11 AM- 12PM 61.5% 1:33 hours 16.7% 44 2 Hour 4 PM-6 PM 90.0% 2:04 hours 30.8% Burnham 20 Parking 3 PM-6 PM 95.0% 2:43 hours 50.0% 2 Hour 5 PM-6 PM 48.9% 1:44 hours 15.7% On-street 176 Signed 1 PM-2 P 59.7% 1:00 hours 20.1% Weekday • Lots 12 and 14 have significantly higher occupancies than on-street parking that is similarly limited to a 2 Hour time stay. The on-street system(176 stalls)peaks at 48.9%,compared to 76.9%and 90.0%for Lots, 12 and 44,respectively. This maybe due to the location of the lots near the core of the downtown.Though on-street parking on block faces adjacent to the two public lots are very low use. • Actual peak hours are different in Lot 12 (12 PM-1 PM)versus the on-street system(5 PM-6:00 PM). However,Lot 44(4 PM-6 PM)and the on-street system trend later in the afternoon,a possible reflection of increased activity in downtown restaurants,bars and/or entertainment. 18 The Tigard Street lot includes 4 signed tenant spaces not subject to 2 hour limit,these were not included in average duration of stay or violation rate calculations. Page 121 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD • The two public lots maintain higher durations of stay than the on-street system,reaching or exceeding an average of 2:00 hours. In contrast,the on-street system averages well under 2:00 hours,at 1:44 hours. • The difference in duration of stay data is also expressed in average violation rates,with the two public lots ranging between 23.3% (Lot 12)and 30.8%(Lot 44). This contrasts with 15.7%on- street.This is likely an indicator that the lots are(a)popular and(b)there is a sense by users that enforcement is not in place for the parking lots.As stated earlier in this report,current rates of violation are higher than what the industry would call efficient. The higher occupancies in the public lots (versus the on-street system)suggests a closer look at enforcement at these sites to support turnover and a priority for visitor access. Weekend • Much of what occurs on the weekday occurs on the weekend as well.Peak hour occupancies in the public lots are higher,though the on-street system(59.7%)nears Lot 12 occupancies (61.5%). • Duration of stay data shows a decrease in time stays in Lot 12 (1:00 hours)and on-street(1:00 hours). Lot 44 increases from 2:04 hours(weekday)to 2:43 hours. • The violation rate does go up on-street on the weekend(from 15.7%to 20.1%)but does not compare to Lot 44 that increases violations from 30.8%to 50.0%,with a peak occupancy of 95% (this is nearly one in two users violating the time stay limit). This data does not reflect how enforcement is deployed at this time but reinforces the need for continued assessment of enforcement within the context of occupancies,visitor need/priority,duration of stay,and violation rates. Surplus&Deficits-Parking Occupancy Heat Maps(off-street) Figures I and J (pages 23 and 24)illustrate the off-street parking heat maps for the peak hours for both the weekday and weekend. Each site can be identified by its assigned lot number. On-street heat indicators are also included in both figures.The findings include: Weekday • Three (3)of 59 surveyed facilities are constrained above 85%occupancy at the peak hour on the weekday(red on the Figure I map).This includes lots 36,45 and 47.Theses lots are comprised of a total of 54 stalls(2.5%of the total off-street supply).The largest constrained lot is Lot 44,with a total of 36 stalls. • The level of constraint these lots put on the larger off-street system is clearly minimal.Similarly, these lots are surrounded by both low use off-street facilities and available on-street parking opportunities within proximity to users looking for a location to park. • Five (5)of 59 surveyed facilities fall into the 70%-84%range of occupancy at the peak hour(orange on the map).This includes lots 6,14,21,46,and 55.These lots are comprised of a total of 77 stalls (3.6%of the total off-street supply). The largest of these lots is Lot 55 (which serves Office users) with 30 stalls. • The remaining 51 lots (93%of supply)within the study area are mostly low use at the peak hour. • Overall,there is a sizable amount of empty parking in the off-street supply commonly distributed throughout the study area.19 19 It is important to note that at the weekday peak hour,1,109 stalls are empty within the sampled off-street system at the combined peak hour. This does not assume that they are"available,"as most of this supply is on privately owned parking sites.The data shows there is opportunity to capture more off-street trips,possibly through a coordinated shared parking program. Page 122 RWC September 2021 11111 1 11 2021 Parking Occupancy/Utilization Study Update TIGARD Weekend • Three (3)of 59 facilities are constrained above 85%occupancy at the peak hour on the weekend(red on the Figure J map).This includes Lots 27,36,and 44.Theses lots are comprised of a total of 31 stalls(1.4%of the total off-street supply).The largest constrained lot is the public parking lot(Lot 44),with a total of 20 stalls. • As with the weekday count,the level of constraint these lots put on the larger off-street system is minimal.These lots are widely distributed throughout the study area,leaving available off-street and on-street opportunities within proximity to users looking for a location to park. • Two (2) of 59 surveyed facilities fall into the 70%-84%range of occupancy at the peak hour(orange on the map). This includes Lots 23 and 51. These lots are comprised of a total of 104 stalls (4.8%of the total off-street supply). The largest of these lots is Lot 51 (Public Parking)with 67stalls. Both lots serve retail users • The remaining 54 lots (94%of supply)within the study area are primarily low use at the peak hour (green on the map). • As with the weekday count,there is a sizable amount of empty parking in the off-street supply commonly distributed throughout the study area.20 1.8 Summary Tigard is a growing destination for visitors both local and regional. It appears that on-street use of the study area has increased since 2015,with data showing increased weekday occupancies in each hour of the survey day as compared to 2015,with new growth showing mid-morning and after 5:00 PM.This is certainly an encouraging trend given the COVID pandemic. Nonetheless,occupancies remain low(less than 55%) throughout most of the operating day,providing ample capacity to accommodate new growth and new trips. Also encouraging is that weekend occupancy performance is markedly higher on-street in nine of the ten hours surveyed as compared to both 2015 and 2021 weekday. The weekend maintains a two hour peak between 12:00 PM and 2:00 PM,reaching 55.8%. The off-street system's use is very low per industry standards,reaching just 37%at its two day high. In the peak hours,there are no less than 1,100 empty stalls within the 59 (of 69)sampled off-street parking sites (whether weekday or weekend). Low occupancies maybe impacted by the COVID-19 pandemic,though in 2015 (pre-COVID),the off-street supply only peaked at just over 50%(though on a smaller sample size). In both 2015 and 2021,there is a large amount of empty parking off-street in Tigard. Further,what hasn't changed 2015 to 2021 is that approximately 98%of the off-street supply is in private control and ownership. To this end,if Tigard is to maximize parking opportunities,efficiently moving forward,programs and strategies to capture unused supply as a shared use opportunity will need to be actively explored.21 20 As noted with the weekday count,1,272 stalls are empty within the off-street system at the combined peak hour.See previous footnote regarding stall"availability." 21 Examples of cities pursuing shared use programs,because of demonstrated low use of private off-street parking, include Bend,Hood River,Milwaukie,Portland(NW and Central Eastside Parking Districts)and Oregon City,OR. Other cities include,Kirkland and Redmond,WA,and Redwood City and San Mateo,CA. Page 123 RWC September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD Figure 1:Off-street parking occupancies by studied site-Weekday peak hour City of Tigard Weekday Peak Hour: 11:00 AM-12:00 PM 2021 Downtown Combined Occupancies Q Data Collection Area — >85% Si,kc� 0 84%- HTFRsT r 69%-55°/a 55% �/ • I <55% 74 "--7:40, 19 om Na Parking comma � aa. Foi4 Sree ti eek y� s0 21 ' . 0 r%MIA \"� `�e'4b4PIt' Viir o� \y -.i� pro 5.t>�PG � ~• she r4' m • Py 99� F+�riland \ • <p F.�rth e� . # . �� sa ,s, /4 0 4 ‘./.. . .„- .., '6,, `ilk. 9* \\ 074,1 C O 67 lirl 59 /e N\ 7 L. 5a 65 L , L.. I11 g:rr(i tS a„o 3. �� Farm° ,tv T Creek Park 0 t4, 250FeetRWC Page 124 R W C September 2021 11111 11 2021 Parking Occupancy/Utilization Study Update TIGARD Figure J:Off-street parking occupancies by studied site-Weekend peak hour City of Tigard Weekend Peak Hour:4:00 PM-5:00 PM 2021 Downtown Combined Occupancies Data Collection Area a 85% `4,_ N.84%-70% HT RST 0 69%-55% /' i <55% 0. 4 : 13 19 No Parking �%"•� 11447, .� y�s 416.. .sem a _ ,reek "../ SC 21 44 yS ST 11011'4V4 ..."(;) ,, 3,QG`4�e �� sCO P 5 m19 lir • /m /9A 0 S ST 62 4 • \y� JQ „ ® i, rP� co � 63 ��S .. T40110� 56 n 4 59 A4biliti 65 �. ' Ti ci•ocf s ai sr Ay'P 0 JAZ- 250 Feet RWC Page 125 R W C September 2021 I - r 2021 Parking Occupancy/Utilization Study Update TIGARD Appendix A Off-street Parkin: Inventory: Off-Street Occupancy by Lot 2021 Weekda vs.2021 Weekend 22 W W •eak Stalls Stalls Peak Hour Occupancy Available Use Type 23 Off-Street Supply Studied 1 759 11:00 AM-12:00 PM 37.0% 1,109 (59 of 69 sites) 4:00 PM -5:00 PM 27.7% 1,272 1 Hillary Carter Law 6 12:00 PM 1:00 PM 83.3% 1 Office 10:00 AM -11:00 AM 16.7% 5 3:00 PM-4:00 PM 62.5% 2 Tigard Chiropractic Clinir 8 - Office multiple 12.5% 7 Mortgage Café NW/Kiss Car multiple 50.0% 3 3 Retail Wash 6 10:00 AM - 11:00 AM 66.7% 2 Mr 1=1 multiple 57.1% 4 Kiss Car Wash4 til al 5:00 PM 6:00 PM 71.4% 12:00 PM-2:00 PM 75.0% _2 5 Tyler's Automotive 8 Retail 2:00 PM-4:00 PM 62.5% 3 11.111:00 AM-12:00 PM 84.6% 2 6 Ultimate Dog 13 0 - it 3:00 PM -4:00 PM 46.2% 7 Clear Payments/Hiller's 7 Emblem/Farmer's Insurance 6 na na na Office (gravel) 8 Unknown Lot-12571 SW Main 6 1:00 PM -2:00 PM 9:00 AM-10:00 AM 150.0% 3 Undesignated S50.0% 3 9:00 AM-10:00 AM 75.0% 1 9 Wei Li Acupuncture 4 Retail 3:00 PM 4:00 PM 75.0% 1 10 Undesignated Dead End 7 3:00 PM-4:00 PM 57.1% 3" Undesignated Parallel Parking 10:00 AM - 11:00 AM 71.4% 2 11 Unknown Lot 9 10:00 AM 11:00 AM 44.4% 5 Undesignated - -12:00 PM-1:00 PM 76.9% 3 12 2 Hour Public Parking 13o Public 11:00 AM- 12:00 PM 61.5% 5 13 Main Street Cleaners 8 2:00 PM 3:00 PM 50.0% 4 Retail 12:00 PM -1:00 PM 25.0% 6 Ace Sewing and Vacuum/ multiple 100.0% - 14 Asian Pearl Foot and Body 6 3:00 PM -4:00 PM 66.7% 2 Retail Massage Al 15 Beer and Wine Outlet 9 6:00 PM 7:00 PM 77.8% Retail 5:00 PM-6:00 PM 55.6% 4 16 Main Street Stamp and 10 2:00 PM-3:00 PM 40.0% 6 Retail Stationeryi 11:00 AM-12:00 PM 100.0% - 17 17 multiple 23.5% 13 Retail 22 Facilities highlighted red were not collected on the study days but were inventoried. 23 When extrapolated to the whole off-street parking supply(2,151 stalls),a weekday peak occupancy of 37.0%leaves 1,355 stalls available and a weekend peak occupancy of 27.7%leaves 1,555 stalls available. RICK WILLIAMS CONSULTING Parking & Transportation Page 26 - r 2021 Parking Occupancy/Utilization Study Update TIGARD Peak Lot tall. Facility/Site tails Peak Hour Occupan ailable Use Type 23 Portland PC Repair/Orient 4:00 PM -5:00 PM 11.8% 15 Pearl Asian Food and Gifts 11:00 AM-12:00 PM 44.4% 5 18 McDonald's Restaurant 9 Retail multiple 11.1% g 12:00 PM-1:00 PM 36.5% 162 19 Rite Aid/Value Village 255o Retail 4:00 PM -5:00 PM 45.9% 138 20 Value Village(rear side) na na Retail 21 Rite Aid (rear side) 18 11:00 AM-12:00 PM 77.8% 8 Retail 22 The Elaine Kind Building 8955 16 10:00 AM 12:00 PM 56.3% Undesignated SW Commercial St 1:00 PM -3:00 PM 56.3% 23 Paddle Palace 37 6:00 PM-7:00 PM 86.5% 5 Retail 10:00 AM-11:00 AM 100.0% - lir 11:00AM-12:00 PM 64.0% 9 r24 US Post Office 12:00 PM 1:00 PM 84.0% 4 We Bead Bullies/American Family 1:00 PM-2:00 PM 51.4% 18 25 Insurance/La Fuenta/Under 37 2:00 PM -3:00 PM 40.5% 22 Mixed Use Water Works/Private Parking Vacant Lot(previously US - 25 26 Bank) 25 4:00 PM -5:00 PM 24 Undesignated I. Family Dentistry/Antique multiple 83.3% 1 27 Mixed Use Barber Shop 6 multiple 100.0% - 3:00 PM-4:00 PM 50.0% 28 Oregon Rifle Works 18 6 Retail multiple 66.7% Trimet Vehicles Only- 29 Reserved Parking 5 na na na Service Shawn Gardner Dancing/ 5:00 PM-6:00 PM 12.8% 41 30 Retail Ballroom Dance Company 47 12:00 PM -1:00 PM 34.0% 31 31 T Scandia Motors 24 na na na Retail Magno-Humphries Labs, Inc- 12:00 PM-1:00 PM 61.7% 18 32 8800 SW Commercial St 47 A 47 Industrial 33 Manning's Automotive 14 multiple 71.4% 4 Retail 9:00 AM -7:00 PM 28.6% 10 Little World Child Care and 12:00 PM-3:00 PM 66.7% 34 Preschool - - 6 Institution 35 Spruce Box 9033 SW 3 3:00 PM-5:00 PM 100.0% - Industrial Burnham St - - 3 Supreme Auto Body/PDX 9:00 AM-7:00 PM 100.0% 36 5 Retail Graphics 9:00 AM -7:00 PM 100.0% 37 De Angelos Catering and 11 9:00 AM-2:00 PM 27.3% 8 Retail Events multiple 18.2% 9 RICK WILLIAMS CONSULTING Parking & Transportation Page 27 l - r 2021 Parking Occupancy/Utilization Study Update TIGARD Peak Lot •tall• ble Facility/Site tails Peak Hour Occupan ailaUse Type 23 38 Henderson's Automotive 40 na na na Retail 39 Wyatt Fire Protection Inc 16 na na na Industrial 5:00 PM-7:00 PM 20.0% 20 40 Tigard Vision Center 25o Medical 3:00 PM -5:00 PM 8.0% 23 41 Vacant Lot- For Sale-9185 SW 12 12:00 PM-1:00 PM 33.3% 8 Undesignated Burnham St multiple 8.3% 11 Tigard Vision Center 9:00 AM-10:00 AM 11 42 13 Medical Employees Only - 13 Vacant Lot- For Sale-9185 SW - - 8 43 Burnham St(rear side) 8 - - 8 Undesignated 4:00 PM-6:00 PM 90.0% 2 44 2 Hour Public Parking 20 Public 0 PM -6:00 PM _95.0% A..1 Stevens Marine boat storage 11:00 AM-3:00 PM 100.0% 45 Industrial (gravel) 35 5:00 PM -6:00 PM 51.4% 17 Beach Hut Deli/Maru- 46 Employees Only(rear 10 6:00 PM-7:00 PM 140.0% -4 Retail side/gravel) 5:00 PM -6:00 PM 60.0% 4 47 Tigardville Station 14 2:00 PM 3:00 PM 92.9% 1 Retail 5:00 PM -6:00 PM 107.1% -1 11:00 AM-12:00 PM 18.8% 82 48 Trimet Park and Ride 101Private 5:00 PM -7:00 PM 8.9% 92 - - 49 Pro Design Solutions/Karate 4 3 Mixed Use multiple 25.0% 3:00 PM-4:00 PM 71.4% 6 50 Tigard Liquor Store 21 Retail 6:00 PM 7:00 PM 61.9% 8 Fish Field Superior Fishing Products/Frame Central/ 1:00 PM-2:00 PM 50.7% 33 51 67 4:00 PM -5:00 PM 82.1% 12 Retail Curiosities/Thai Delicious/ Stumptown Escape Games L52 Steven's Marine Inc 11 10:00 AM 11:00 AM 27.3% Marina 11:00 AM 12:00 PM 63.6% 53 B&B Print Source(front lot) 9 Allik_ 12:00 PM-1:00 PM 88.9% 1 Office 9:00 AM-11:00 AM 44.4% 5 10:00 AM-11:00 AM 51.4% 34 54 B& B Print Source(rear lot) 70 Office 9:00 AM -7:00 PM 5.7% 66 11:00 AM-12:00 PM 70.0% 9 55 Pacific Community Design 30 Office 6:00 PM -7:00 PM 50.0% 15 56 Attwell Off Main -Resident 23 x6:00 PM-7:00 PM 65.2% 8 Residential Parking(undercover) 5:00 PM -6:00 PM Pacific Rim Martial Arts 57 Academy(gated) 15 na na na Institution RICK WILLIAMS CONSULTING Parking & Transportation Page 28 - r 2021 Parking Occupancy/Utilization Study Update TIGARD Peak Lo#t • Facility/Site tails Peak Hour Occupan ailablelUse Type 23 58 NW Preferred-Federal Credit 35 ' 11:00 AM-12:00 PM 37.1% 22 Union - - Attwell Off Main -Resident 6:00 PM-7:00 PM 43.3% 76 59 Residential Parking 134 multiple 51.5% 65 Burnham Business and Storage 3:00 PM-4:00 PM 66.7% 1 60 Park 3 Industrial 5:00 PM -6:00 PM 66.7% 1 61 Focus Commercial Inc 173 na na na Industrial Private Parking-8840 S 11:00 AM-12:00 PM 19.3% 138 62 Office Burnham St 171 9:00 AM-7:00 PM 4.7% 163 8770 SW Burnham St/Kim's 12:00 PM-2:00 PM 23.8% 16 63 21 Office Embroidery Inc. 9:00 AM -10:00 AM 14.3% 18 Facilities Parking Only-City of 9:00 AM-10:00 AM 17 64 Office Tigard 32 multiple 28.1% 23 10:00 AM-11:00 AM 47.3% 49 65 Tigard City Hall 93 - Office multiple 12.9% 81 IIMIllt 66 Tigard Police Department 75 na a na Service 9:00 AM-11:00 AM 51.2% 20 67 Public Works-City of Tigard 41 Office 1:00 PM-2:00 PM 4.9% 39 11:00 AM-12:00 PM 32.5% 27 68 TVFR Station 51 40 Service 9:00 AM -10:00 AM 35.0% 26 69 8955 SW Burnham St-City of 18 na na na Office Tigard RICK WILLIAMS CONSULTING Parking & Transportation Page 29 SUPPLEMENTAL PACKET FOR FOR MARCH 21, 2023 COUNCIL MEETING - ITEM NO. 6 CITY OF TIGARD Respect and Care I Do the Right Thing I Get it Done - w TIGARD Downtown PManagement U Presented to Tigard City Council I March 21, 2023 By Sean Farrelly, Redevelopment Project Mgr. and Rick Williams Consulting CITY OF TIGARD Presentation Outline / Review of 2021 Parking Study / Results of Online Parking Survey / Next Steps CITY OF TIGARD City of Tigard zozl � ntnines fRST Downtown Study Area Boundari 0 Lo211ectianaArea 2015 Data 'SN Collection Afea c`�r�Rs'r Downtown Parking Spaces SST ST 2000 1800 1726 ). 1600 QPG4�� 1400 1200 FR c�`ss 1000 800 600 AaX 4ve�le 400 260 200 33 0 Private off- Public off- On-street Tigard street street s`yyrrs o zsoF�e: RWC CITY OF TIGARD City of Tigard 12, 11 Downtown 2021 Parking Study On-Street Inventory m oala Col,echaa Area 02 Hour 1176 atafia} i' c.No Limil{82} On Street Inventory =15 Minute 0) o ACA access,ble!ll by location and type of stall "P 2021 , „ .' ,`gyp, 1 ,..,-, `b\ , 1 15-Minute 1 staIl !,i 2-Hour 176 stalls —"R y9 n?p�\(' fie\ ADA: 1 sta I I ,y No Limit 82 stalls s --ti�, sti, TOTAL: 260 stalls ny,rd { RWC On-Street S Findings Downtown Tigard - Occupancy by Hour 2021 Weekday vs_ Weekend On-street Comparative Occupancies (2 60 stalls) • 2021 Weekday • 2021 Weekend 100% 90% SO 70% / g ul Lri V. I 4 4 fi,l - iv fr; Pg ul ,i Ln Lc! 436 di 20%10% 0% 9:00 10:00 11 12:00 1:00 2:00 SDOD 4:CC 5:00 6.00 A M AM AM PM PM PM F f'il PM PM PM CITY OF TIGARD On -Street System F 70% -85° Efficient Supply 55%- ' 9% Moderate Demand <55%T_ow Demand • Weekday peak (44.6%) low demand (Parking Readily Available} • Saturday peak (55.8 %) low/moderate demand • Saturday is peak day of week on-street • 15 percent violation rate (i.e. overstaying the posted two-hour limit) CITY OF TIGARD City of Tigard aozi , c` Downtown °TFa.sr Off—street I O Data Collection #::::' Aree Oil-Slreet.rtes Sh°c 1 Collected 4,,. c�°•`� 0 at= Sited "rr „ s'� Nef Calleeted 7L O 2021 �SsW, y��p�ys�� O / 1,759 off-street stalls inventoried sa, s S Ai"O '1 %dv_I, yss (69 sites) G�� , . ,.� im�... rV , F�ir SS P.i 0 / Only 33 stalls in 2 lots are public �,� 41� O Ph);\ (Lots 12 and 44) 414s� ped mG 4:4‘,� / Vast majority of off-street supply in `$sT" private control # - Tigard t m Y1.° r4 F.,,A r N ° �°`� RWC CITY OF TIGARD Off-Street System F City of Tigard - Occupancy by Hour Weekday 2021 Off-street: Weekday vs Saturday (1,759 stalls) • Peak hour 37% (low use) �2021Wee kday 2021Wee kend • Use down in all hours 100% compared to 2015 (though sa° I larger supply measured) 60%° o e. e. e • May reflect drop in on-site e e o O rti r-- e. rn 40°l i grnm rnm m N N N employees (COVID-19) 20°l Weekend 0% 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00 5:00 6:00 • Peak hour 28% (low use) AM AM AM PM PM PM PM PM PM PM 2021 Peak Hour Occupancy City of Tigard Weekday Peak Hour:11:00 AM-12:00 PM 1 2021 I, City of Tigard I Weekend Peak Hour:4:00 PM-5:00 PM I 1 2021 I Downtown 't Downtown 'T Combined Occupancies Combined Occupancies Data Collection ©=Collection Area 3 Area Sy, W 5% _ 5%- CFN1SR st = B4%%70% cENTFRST 0 84%-70% o 69%.55% O = -55% o .55% <55% 401: )101 u Oit # r No Parking No Parking , . )4 en c:,eekN� �� S,© • j S,r ' 4,b. ' "44, . ,t*07 V\It 4 ‘ti&.'Vv. " IS ..s lot 1,,,,, ,C.,3> - h� �� r >5 . • P ,4 'z o„' . � sAs QIle 14#4:1,1141 FN FH - 44 ,,,4,461,4y sitc, ik\\ .4, ,,,,,N: 3P,.>„' „,„ AV 4A 14, , , ” /N:1 1°<t> S‘ . * Aiebitiph 41r441111:orrt -3 constrained sites at nooneak -3 constrained sites at 4:00 PM peak -31 total stalls(1.4%of supply) p Tigard 11 regard -54 total stalls(2.5%of supply) 11111 -Abundant empty parking r Abundant empty parking throughout study area (on/off- throughout throughout study area (on/off street) street) RWC ,, RWC Weekday Peak Hour Weekend Peak Hour CITY OF TIGARD Online Parking Survey Results • Ran Nov. 15, 2022 to January 6, 2023 • Well publicized by mail and social media • 487 valid responses Survey Response Categories (Percent) 70% 66% 60% 50% 40% 30% 27% 20% 10% 4% 0% Downtown ■ Visitors Residents ■ Employees/Business owners Parking location by User Group Visitor (323) Residents (134) Employees (20) 11 28% 20% 18% 18% 11 10% Off-street, in private lot Off-street, in public lot On-street Frequency of Visitor Trips to Downtown Tigard (n=336) Less than once a year 1 — 3 times per year 1 — 3 times per month Once per week Multiple times per week 0 20 40 60 80 100 120 140 HOW VISITORS TRAVEL TO DOWNTOWN TIGARD (N=336) Carpool or vanpool 10% Bike 5% Ride transit 2% Drive or motorcycle Walk alone 8% 75% Downtown Residents Do you own a car or motorcycle? n = 142 Yes 133 94% No 8 6% Both 1 <1% f you own a vehicle, where do you park. = 134) Off-street, in private lot 68 51% Off-street, in public lot 24 18% On-street 38 28% Other 4 3% Are you also an employee of a business located in downtown Iligard? = 142) Yes 48 34% No 94 66% Downtown Employers/Employees T � How many people, including ownersT and employees (both 1full and part-time) work onsite at this location? (n = 17) < 10 workers 13 76% 10 — 25 workers 4 24% 26 — 50 workers 0 0% > 50workers 0 0% Does your business have a private parking lot? (n = 21) Yes 13 62% No 8 38% If yes (business has a parking lot), do you allow your nloyees to park in it? (n = 16) Yes 10 63% No 6 37% restaurants Employees/Employers: trp�n �°" � aria Benefits of having a business +r�ir �"�''�' 'Qj �1�!Q� in Downtown Tigard (word waiting •�'�aGc�essible reaiizlovet G cloud) centraily�J &MC. near , .;owr�ers� � r� atee i 44111W ►�� Na� customers Community we nsubub no d o�0 . �°oo g r o vvi nip idlin oc, puce cPee affect. ia � Tenexciied vi�:c � L2 etioloi businesses information transient Employees/Employers: difficulties members Concerns Related toaccommodate Having a Business in . � � me ealir desired Downtown Tigard vision .. it it leaders ti'' 2 3 commiffee safety &toast . <6. limit (-0- c gargle o,aas l nningrcutiverisa areineimagi reed urban s vibrant oaeic cy etee , i , ' social tr etn�xt.i activity roti - �� fe :wdirection 4'1"4u �r� sss ,� code ` o .s, Pr-rininvpi - people enforcement CITY OF TIGARD Top Suggested Amenities to Improve Downtown / Downtown Visitors: Restaurants/bars, retail shops, off-street public parking / Downtown Residents: off-street public parking, grocery stores, restaurants/bars / Downtown Employers/Employees: off-street public parking, on-street public parking, restaurants/bars CITY OF TIGARD Potential Parking Changes / Consider changes to Burnham Street's 31 no-limit stalls / Implement a modest downtown parking permit system / Increase parking enforcement, including weekends / Actively encourage and promote shared parking agreements CITY OF TIGARD Phase 2 Public Engagement / A steering committee will be re-engaged this spring with downtown stakeholders including businesses, residents, and visitors. / Public workshop will be held / Create and implement plan to communicate proposed parking changes with public CITY OF TIGARD Questions and Discussion ilkI '�,' ! k r tea. 1/0„.. — , 1 # :. ' --'.., W ' - , - 7. 1/4...,,,,,...' .4, 4, ', k4,44iti:1 - ,,vr..., ,- , ...„..,... - ,,., -, , " \ , -_,._,t, ..,--,:._ . . ... ...,.,• \I Ilit 14': - 2.-• ' il:., /k\ /'` • ll T,.....4,...7,- .., ..-42e 1, i , , ,, v ,r t,._, .1 ''. • . ii.1',..4N 'f 1-_,,I,' 74"%111- \,..- volm-.111; ;4-1‘;7,....:4' '\-411 'I'''''' 11:74 I i 1\ : lorfc,, ,i..::,...„‘ \-. 22 AIS-5141 7. Workshop Meeting Meeting Date: 03/21/2023 Length (in minutes):40 Minutes Agenda Title: Houselessness Update and Action Plan Authored By: Kim Ezell Presented By: Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Reduce Houselessness was identified as a City Council Goal in response to the growing housing crisis in the region. To meet this Goal in the coming two years, the Team has prepared an Action Plan that specifies the outcomes, strategies, and metrics the City will utilize to successfully achieve the Council Goal. ACTION REQUESTED Feedback is requested on the Action Plan's definition of success, outcomes, and strategies. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Reduce Houselesness was identified as a Council Goal during the 2023-2025 Goal-Setting session in February. As the Action Plan moves forward there will be policy and resource considerations brought to Council around transitional housing, tenant protections, code updates, and others. Public Involvement The Action Plan was developed based on Council direction, conversations with the CHART community group and past public comment. Significant continued public involvement is anticipated as the Action Plan is executed. Impacts (Community, Budget, Policies and Plans/Strategic Connection) The targeted impact of the Plan is to improve the lives of all Tigard community members by responding to the houselessness crisis using multiple methods in partnership with other regional jurisdictions, our service providers, and the Tigard community. Accomplishing Council's Goal to reduce houselessness will require significant teammate and financial resources. The actual amounts are being determined as part of the Fiscal Year 2023 budget development process and one strategy of the Plan will be to forecast what resources are necessary to successfully respond to the regional houselessness crisis. ALTERNATIVES & RECOMMENDATION The City Council could decide to revise the Action Plan's definitions of success, outcomes, or strategies. ADDITIONAL RESOURCES Attachments Houselessness Action Plan Reduce Houselessness ACTION PLAN March 2023 City Reduce Council Houselessness Goal in Tigard ACTION PLAN OUTLINE Section Summary 1 Framework, Definitions, Current State, Accomplishments 2 Outcomes and Defining Success 3 Outcome 1: Expand Transitional Housing and Wrap-around Services 4 Outcome 2: Support for the Tigard Community 5 Outcome 3: Secure Sustainable Funding 6 Outcome 4: Grow Collaborative Partnerships 7 Questions? FRAMEWORK Community Service Federal Government Providers Individual at-risk • Funding source through • Direct support for for houselessness HUD, McKinney-Vento, individuals or experiencing and legislative • Provide shelter earmarks houselessness • Wrap-around services City of Tigard Washington County — Metro State of Oregon Supportive Housing • Convener and connector Services • Fund administrator of • Funding through OHCS • Primary source of SHS programs information for Tigard • Funds administrator • Affordable Housing • Administer Governor's community • Contract administrator Bond Program Executive order • Library Services • County convener through emergency Enforcement management DEFINITIONS Congregate and non-congregate beds available at shelters like Just Compassion. These can be Shelter classified as 'inclement weather' or 'year-round'. The majority of Washington County shelter beds are assigned to individuals through the Community Connect system. E-beds or Emergency Beds Shelter beds available on an emergency basis or for walk-ins Institution Hospitals, psychiatric care, substance abuse treatment centers, foster care, military service, jail, prison Temporary Housing Typically involves a temporary residence of up to 24 months with wrap-around services to help people stabilize their lives Permanent Safe and stable housing environments with voluntary and flexible supports and services to help Supportive Housing people manage serious, chronic issues such as mental and substance use disorders. Literally Homeless Has a primary nighttime residence that is a public or private place not meant for human habitation CURRENT STATE '1St 473 community members are experiencing housing instability in Tigard today .t -113 community members are unsheltered X41 community members are in shelter =8 community members are in institutions X48 community members are doubled-up* X29 community members are in temporary housing X77 community members are in permanent housing = 157 community Ill@Illb@rte are in need and their housing status is unknown CURRENT STATE Also z328 students in TTSD are identified as houseless X138 students are living outside of the school district =3 students are unaccompanied minors Many of these students are living in substandard housing, doubled- up, or living in vehicles ACCOMPLISHMENTS Secured ARPA funds to create capacity of 1.5 FTE Developed relationships and partnerships with service providers Established CHART our internal and external think tank Completed four camp cleanups Provided rent assistance and stabilization for 90 community members Evaluated and continue to seek space for tiny villages or safe lots Workec' with Oregon Mayor's Association for State funding request Expandec the number of Tigard departments involved in this important work LOOKING FORWARD Outcome /di& ig4,* .„, 1. Expand Transitional Housing and Wrap- 2. Support for the Tigard Community around Services S • • • • 3. Secure Sustainable Funding 4. Grow Collaborative Partnerships What do ss look like ? dt Reduce the number of Tigard community members experiencing housing instability *��'�� Support the entire Tigard community through grant programs, equitable enforcement, and clear paths to resources $ Build sustainable resources and funding sources for beyond the next two years rorri Grow Tigard's participation in regional efforts to reduce houselessness and housing instability Outcome 1 : Expand nServicesan Wra - arou Strategies Metrics Baseline/Timeline 1. Site, develop, and partner to operate V # of transitional housingAbout 70 year-round emergency shelter transitional housing with wrap- around services in Tigard beds/spaces created in Tigard beds/units available today • Emergency shelter V Reduction in number of people (About 220 in Washington County) Safe lots returning to houselessness •• Tiny villages 2. Propose updates to City Code that V City Code updates proposed Planned for 2024 will permit transitional housing in designated areas 3. Provide Council policy options V Tenant Protection policy options Council Presentation April 4, 2023 for tenant protections presented to Council #44** OutcomeoreT• Tigard , Community Strategies Metrics Baseline/Timeline 1. Enact Time, Place, Manner Ordinance V Ordinance in place Will present to Council in May for June adoption 2. Seek out or reimagine existing grant Inplace byDecember 2023 programs to support businesses ✓ Dollars used in support of businesses 3. Developcommunityguide of V Community guide developed and Developed summer 2023 available services updated quarterly V Position identified, description 4. Hire FTE for TPM and/or park rules finalized, and employee hired Through summer 2023 enforcement support Outcome Secure3 : Funding Strategies Metrics Baseline/Timeline 1. Secure ongoing State funding through V Dollars secured through state Underway now and ongoing advocacy efforts legislature 2. Develop long-term resource and V Plan developed To be developed in 2024 funding plan • • • • Outcome 4 : Grow Collaborative Partnerships Strategies Metrics Baseline/Timeline 1. Participate in local and regional V Committees and Commissions Tigard Currently sitting as Board Member of efforts to reduce houselessness is represented in CoC, 4 teammates on policy group supporting Governor's Executive Order 2. Regular community engagement and V Monthly website update and other Monthly CHART meetings, CCE updates, updates community engagement and website updates underway VQuarterly update from Washington 3. Develop regular cadence for data Quarterly update County — will grow to monthly over reporting from Washington County and with TTSD the next two years Questions ?