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Revised 2/12199
PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up
sheet(s). If no sheet is available, ask to be recognized by the Mayor at the beginning of that agenda
item. Visitor's Agenda items are asked to be two minutes or less. Longer matters can be set for a
future Agenda by contacting either the Mayor or the City Manager.
Times noted are estimated; it is recommended that persons interested in testifying be present by 7:15
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Assistive Listening Devices are available for persons with impaired hearing and should be scheduled
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309 (voice) or 684.2772 (TDD - Telecommunications Devices for the Deaf).
Upon request, the City will also endeavor to arrange for the following services:
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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 vity of your need by 5:00 p.m. on the Thursday
preceding the meeting date at the same phone numbers as listed above: 6394171, x309 (voice) or
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SEE ATTACHED AGENDA
COUNCIL AGENDA - FEBRUARY 16, 1999 - PAGE 1
AGENDA
TIGARD CITY COUNCIL WORKSHOP MEETING
FEBRUARY 16,1999.6:30 PM
6:30 PM
1. EXECUTIVE SESSION: The Tigard City Council will go into Executive Session under the
provisions of ORS 192.660 (1) (d), (e), (h) & (f) to discuss labor relations, real property
transactions, current and pending litigation issues, and exempt public records. As you are
aware, all discussions within this session are confidential; therefore nothing from this
meeting may be disclosed by those present. Representatives of the news media are allowed
to attend this session, but must not disclose any information discussed during this session.
2. WORKSHOP MEETING
• Call to Order: Mayor Nicoll
• Pledge of Allegiance
• Council Communications & Liaison Reports
Call to Staff and Council for Non Agenda Items
7:OOPM
3. DOWNTOWN COMMITTEE PROGRESS REPORT
• Community Development Department
7:30 PM
4. APARTMENT MANAGEMENT ISSUES DISCUSSION
• Police Department
7:45 PM
5. METRO ANNEXATION ISSUES; DISCUSSION ON PROCESS AND COUNCIL DIRECTION
e Staff Report- Community Development Department
8:45 PM
6. COUNCIL GOALS 1999 DISCUSSION
Report: Administration Department
9:00 PM
7. SUMMERLAKE PARK NEIGHBORHOOD ISSUES DISCUSSION
. Community Development Department
9:25 PM
8. DISCUSSION: BID AWARD FOR CONSTRUCTION OF PAVILION AND PICNIC SHELTER AT
COOK PARK (Set over from the 219199 Council Meeting for further discussion.)
• Public Works Department
COUNCIL AGENDA - FEBRUARY 16,1999 - PAGE 2
9:35 PM
9. NON-AGENDA ITEMS
9:45 PM
10. EXECUTIVE SESSION: The Tigard City Council will go into Executive Session under the
provisions of ORS 192.660 (1) (d), (e), (h) & (f) to discuss labor relations, real property
transactions, current and pending litigation issues, and exempt public records. As you are
aware, all discussions within this session are confidential; therefore nothing from this
meeting may be disclosed by those present. Representatives of the news media are allowed
to attend this session, but must not disclose any Information discussed during this session.
10:05 PM
11. ADJOURNMENT
\\TI G333\U S R\D E PTS\AD M\CATHY\C CA\990216. D O C
COUNCIL AGENDA - FEBRUARY 16,1999 - PAGE 3
Agenda Item No.
Meeting of 3- a3 - c-
TIGARD CITY COUNCIL
WORKSHOP MEETING
MEETING MINUTES FEBRUARY 16,1999
STUDY SESSION
o Mayor Jim Nicoli called the study session to order at 6:33 p.m.
> STAFF CHANGE
Bill Monahan, City Manager, reported that Building Official David Scott accepted a position
as Director of Development for the City of Vancouver. He explained that, with Mr. Scott
leaving, the City might need to reconsider the April 1, 1999, implementation date for the
community housing code (provided Council approved the code on February 23). He said that
they might not have adequate staff because two senior staff members in Planning would be on
leave for extended periods of time this spring. He advised the Council that David Scott would
present ideas for implementing the program at the next Council meeting.
> MURRAY BLVD EXTENSION PROJECT
Gus Duenas, City Engineer, advised Council of a request he received from the City of
Beaverton for Tigard's support of the Murray Boulevard to Barrows Road (Old Scholls Ferry) to
Walnut Road extension project. He said that he drafted a letter for the Mayor's signature. He
mentioned the intent to build the Scholls Ferry Town Center near this location.
Councilor Moore asked what Beaverton's time frame was. Mr. Duenas said that Beaverton
submitted the project for the Priorities 2000 funding package. He mentioned that many
residents in the area opposed the project. Councilor Patton concurred.
Mr. Duenas stated that this project was important to Tigard because it provided east-west
connectivity between Tigard and Beaverton. He mentioned that an inter-connection between
jurisdictions was a visioning goal. Councilor Scheckla asked if they should also take out the
barrier on SW North Dakota for equal connectivity. Mr. Duenas explained that this project
involved two major collectors, one coming into Walnut and the other coming into Barrows.
Councilor Scheckla asked for clarification on the Comprehensive Plan that showed no Murray
Road extension. Mr. Monahan said that that had been an issue of timing. He explained that the
Murray Road connection was not supposed to take place until the Gaarde Road extension
occurred. Mr. Duenas stated that staff planned to complete that connection in two years.
Councilor Hunt asked for an update on the Gaarde extension, noting opposition arguments
related to the difficulty of building in the deep canyons on Gaarde. Mr. Duenas said that, with
clean up of the channel and installation of a culvert to take the water, the one crossing of a
ravine by Gaarde Street should occur with no problems.
Mr. Hendryx mentioned that the Beef Bend to Elsner connection also had to be made before the
Murray Road extension. He said that the County was getting close to doing that.
Councilor Moore asked staff to make sure that this extension was not completed until Tigard
had a road to handle the capacity, namely the Walnut to Gaarde extension. Mr. Duenas said that
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 1
by the time Beaverton got the funding and finished the design and engineering work for the
extension (in 3-4 years), Tigard would be done with Gaarde Street.
Councilor Hunt pointed out that funneling five to six lanes of traffic from Murray down to two
to three lanes on Gaarde was asking for trouble. Mr. Duenas said that the traffic models showed
that Gaarde and Walnut could handle the traffic as long as both of them were three lanes wide.
Mayor Nicoli mentioned that the County has planned two additional east-west connections to
99W. He said that the County has already purchased all the right-of-way it needed to connect
Beef Bend Road to Elsner.
Councilor Hunt advised moving slowly on this matter. He requested more information on the
Gaarde Street extension and the traffic impacts of the Murray Road extension down to 99W.
Mayor Nicoli pointed out that this was a major regional connection that Tigard had to put
through. Councilor Hunt asked if Tigard should also try to get money for their project from the
Priorities 2000 funding package.
Councilor Patton expressed concern at blanket support from the Council for this Murray Road
extension without all the Councilors understanding the implications, the connections, and why it
was beneficial to Tigard. She said that the opposition was presently focusing on the City of
Beaverton but it was aware of the Tigard connection. She stated that, while she understood the
necessity of the connection to meet the regional needs, she wanted the timing to work so that all
the connections were made in a timely fashion and Walnut/Gaarde did not take the brunt of the
traffic.
Mayor Nicoli cautioned the Council to be careful of withholding its approval for a countywide
connection because of the message it sent to the County. Councilors Moore, Patton and Hunt
indicated that they did not oppose the connection, rather they wanted more information so that
they could discuss it in detail with citizens.
Councilor Scheckla stated that he opposed the connection if the SW North Dakota barrier was
left up, blocking that connection between Beaverton and Tigard. Mayor Nicoli commented that
Councilor Scheckla was mixing local politics with county politics. Councilor Moore pointed
out that SW North Dakota was a local street while Walnut was a major collector. Councilor
Scheckla reiterated that he would oppose the Murray Road extension.
Mayor Nicoli asked when Beaverton would like to receive the letter. Mr. Duenas said that
Beaverton had a lot of opposition and no support on record. He said that staff would provide
information and a map for Council at their next study session.
Councilor Hunt asked staff to include the project financing in their report. Mr. Duenas said that
Tigard applied for the Greenburg Road and SW 72°6 Avenue project funding from the Priorities
2000 package. He said that they included those projects because they involved either a regional
or towns center and therefore had a better chance of getting funded.
Mr. Monahan said that staff would include the history of the Comprehensive Plan controversy
on this connection. He mentioned that the DKS report assumed that this connection went
through.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 2
1. EXECUTIVE SESSION
The Tigard City Council went into Executive Session at 7:00 p.m., under the provisions of ORS
192.660(1) (d), (e), (f), (g), and (h) to discuss labor relations, real property transactions, exempt
public records, current & pending litigation issues.
2. WORKSHOP MEETING
• Call to Order
Mayor Nicoli called the meeting to order at 7:35 p.m.
Council Present: Councilors Paul Hunt, Brian Moore, Mayor Jim Nicoli, Joyce Patton and
Ken Scheckla
Staff Present: City Manager Bill Monahan; Community Development Director Jim
Hendryx; Property Manager John Roy; Administrative Risk Analyst
Loreen Mills; City Engineer Gus Duenas; Public Works Director Ed
Wegner; Deputy City Recorder Jessica Gomez.
• Council Communications & Liaison Reports: None
• Call to Council and Staff for Non-Agenda Items: None
DOWNTOWN COMMITTEE PROGRESS REPORT
STAFF REPORT
Jim Hendryx, Community Development Director, noted that establishing a direction and
strategies for the downtown was a goal of both the Council and the Tigard Beyond Tomorrow
vision. He mentioned the staff support of the Tigard Central Business District Association,
formed by business and property owners in the downtown over the last several months. He
introduced Tyler Ellenson, the Association President.
Tyler Ellenson, Tigard Central Business District Association President, introduced the other
officers and Association members present: Penny Conner of RazzMaTazz, Vice President; Denise
Jones of Guardian Management, Treasurer; Kate Dormer of the Tigard Sub Shop, Secretary; Jeff
Thomas of Rose City Contracting, Linda Cross of Hearts and Flowers, and David Hammond of
Pacific Northwest Paint. Committee members not present included Paul Cerig of Southwest
Office Supply, Mike Leash of Mike's Lock and Safe, Mark Leach of the Chamber, and Brad
Smith of Tigard Vision Center.
Mr. Ellenson mentioned two issues addressed by the Association early on: the new garbage cans
on Main Street and video poker. He said that they tabled the video poker issue, deciding to
concentrate on developing an action plan for the downtown. He reported that they hired Malcolm
Johnston of the Oregon Downtown Development Association (with private dollars) as a consultant
to help them with their plan.
Mr. Ellenson read the mission statement developed for the Association:..."to set the course for
the future of the Central downtown area that will promote the health and viability of the
community and businesses while preserving the unique qualities of the downtown and providing a
safe environment for families and individuals that work and gather." He said that everything they
did needed to fall within that statement.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 3
Mr. Ellenson reviewed in detail the development of their action plan and the various issues
involved. He listed the priorities they set: funding, securing money for consultation services,
completing the downtown document and addressing safety and crime issues. He mentioned a
meeting with Officer Jim Wolf of the Tigard Police to discuss safety and crime in the downtown.
He said that they put infrastructure improvements and economic restructuring as lower priorities.
Mr. Ellenson referenced the four-point approach recommended by the Oregon Downtown
Association (ODTA) to develop a downtown, as described in the report.
Mr. Ellenson referenced a map showing the boundaries of the district. He mentioned discussion
of hiring a downtown manager sometime in the future to handle tasks currently handled by
volunteers. He noted the general budget included in the document, along with copies of the
Gresham and McMinnville budgets as examples of what was possible. He regarding partnerships
developed with the Chamber, the Oregon Downtown Association, the Main Street City Center
Association and the City of Tigard. He pointed out that various funding options listed and the
general strategies and timeline for implementing the action plan.
COUNCIL DISCUSSION
Mayor Nicoli thanked the Association members for their work in moving forward with the
downtown vision. He said that the Council has been patiently waiting for two years for
involvement from people in the downtown as opposed to pushing the issue forward on its own.
He told the Association not to put blinders on in putting together the plan, especially with regard
to the price tag. Although the City did not have the budget to do a $5 million to $10 million plan
immediately, over time the Association might be surprised at how much they could accomplish of
the plan using various funding sources available at the City.
Mayor Nicoli explained that he was looking for major redevelopment of the infrastructure in the
downtown, citing the improvements to Commercial Street as an example of what the streets
should look like. He mentioned pedestrian pathways and/or sidewalks connecting the adjacent
neighborhoods to the downtown. He noted the controversial issue of condemning land for parking
lots as an issue with which the City had to deal.
Mayor Nicoli informed the Association of the likelihood of commuter rail coming to downtown
Tigard in the near future. He commented that commuter rail could quickly bring in the money
needed to make the improvements, citing the redevelopments in Beaverton and Hillsboro done in
response to the light rail coming through those cities. He stated that Tri-Met, Metro and ODOT
have put the Wilsonville to Beaverton commuter rail line on their short term radar screens, and
were including line items in their budgets to move it forward. He mentioned interest in the Tigard
downtown by the major investors who worked on the Hillsboro and Beaverton redevelopments.
Councilor Hunt asked how much money was left of the $50,000 that Council set aside in 1994 for
downtown improvements. Mr. Monahan said that $24,000 remained. Mr. Hendryx mentioned the
$30,000 in his budget this year for planning studies for the downtown.
Councilor Hunt spoke in support of the Association's efforts to pursue improvements to the
downtown in a systematic and businesslike manner. He indicated that the Council wanted the
Association (not the City) to develop the plan and that the Council would use its resources to
support their work, as long as it was moving in a progressive direction.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 4
Councilor Moore said that he was also pleased to see movement in the downtown. He mentioned
hiring a downtown manager to help in finding consultation services. He said that he would give
the Association the information that he and Mr. Monahan received at the National League of
Cities Conference session on downtown revitalization. In addition, they received information
during their discussion with Mr. Hyatt of Hyatt Palmer, a national consulting firm on downtown
revitalization. He cited a news article provided by Councilor Scheckla on the City of Milwaukie's
recent hiring of someone to do a similar study in their downtown.
Councilor Moore spoke to the Association looking at the different consulting options available
with the help of City staff. He mentioned that the City had saved up money and an interest in
supporting the Association. He reiterzted that, if the Association found it acceptable, staff could
set up a study session to look at the various options and work with the Association to send out
RFPs (if necessary). The Association could then return with a budget recommendation for
Council discussion.
Mr. Ellenson agreed that it was a good idea to look at all the options available in order to make an
educated decision. He mentioned the $1,500 to $2,500 that ODTA charged, and the $25,000 to
$30,000 a year salary for a downtown manager. Mayor Nicoli spoke regarding giving the
Association every opportunity to succeed. He stated that he wanted an identity for Tigard other
than the town with the highway running through it.
Mayor Nicoli asked the Association to put a cost to a membership in the ODTA. He supported
using the City funds already allocated for the downtown to pay for the membership. He
mentioned reimbursing the $500 that the merchants have already spent on consultation services.
He spoke to the Association working with City staff to select a consultant, as staff had experience
with the process. He emphasized that the City would not run this process but they would provide
substantial financial help.
Councilor Moore asked staff how they saw the City's involvement in. the consultant selection
process. Mr. Monahan suggested a meeting between the Association, staff and Mr. Johnston to
discuss what were the elements in the downtown that they all wanted. Then they could draw up a
scope of services, identify a list of local consulting firms, and send out an RFP. Mr. Hendryx said
that the Association could drive the interviews. He commented that the City did want to make
sure that they got a product for their money that they could implement.
Mr. Monahan suggested providing $2,000 to $5,000 to the Association to hire Mr. Johnston to
help them with their incorporation process. He mentioned the Council reserving a spot for the
Association near the end of the budget process to bring back a recommendation on funding for a
consultant in the next fiscal year.
Councilor Scheckla asked if Mr. Ellenson knew whether or not they had a majority of businesses
in the area in support of their plan. He recommended that they make sure that they were doing
this the right way for everyone's benefit before putting a lot of money into it. Mr. Ellenson said
that they were trying to get that information together. Mr. Monahan commented that they would
find out that information through the public input portion of developing a vision plan for the
downtown.
Mr. Ellenson mentioned that they wanted to invite people to the meetings but they reduced the
group size while working on this document. He commented that, while they could not please
everyone, they did want to get as many people on board as possible.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 5
Councilor Scheckla stated that he wanted to see Tigard develop its own unique identity, not use
another city's plan. An Association member stated that the plans included in the document were
intended simply as examples.
Councilor Patton said that she hoped that the Association could get a good mix of membership
and people helping to do create a statement of identity in the Tigard downtown area. She
mentioned the long range planning concepts introduced in their action plan for infrastructure and
funding. She stated that she was impressed with the start that they have made. She said that the
City would be as supportive as possible to help move this forward in a positive manner.
Dave Hammond, Pacific Northwest Paint, asked how long it would be before commuter rail
came to the downtown. Mayor Nicoli pointed out that this commuter rail line would cost $60 to
$80 million to build while one mile of light rail took $100 million. He said that, in the eyes of the
politicians, this project was very affordable and could be easily funded with federal and local
dollars. He mentioned the north-south light rail money sitting frozen in an account which voters
could divert to this line. He reiterated that ODOT, Metro, and Tri-Met asking for long term
planning dollars focused on this line indicated a definite interest in this line.
Mayor Nicoli recounted the history of this project that started with Linda Peters suggesting the
possibility of a commuter rail line and persuading four cities to contribute sufficient money to
fund the first study. He stated that every time they turned around, a potential obstacle turned into
an open door, including the state legislature providing money for studies. He pointed out that the
light rail line to the airport project got going and funded in one year. He held that if things fell in
the right order, they could be on paper in a year and a half.
Councilor Moore agreed that commuter rail could come to the downtown in five years or less. He
suggested that the Association take that into account in their study. Mayor Nicoli commented that
he thought people had their eyes on the two industrial areas on each end of the downtown along
the railroad tracks. He also thought that investors might target buildings without historic
significance for redevelopment.
Councilor Scheckla suggested focusing on places like Labor Ready to enhance the downtown area
rather than on video poker type establishments. Mr. Ellenson agreed. He said that, while they
could not stop anyone from doing anything, they could suggest a type of business that might better
enhance the downtown area. Mayor Nicoli commented that the Council could use the zoning
ordinances to help with those situations.
4. APARTMENT MANAGEMENT ISSUES DISCUSSION
STAFF REPORT
Ron Goodpaster, Police Chief, reported to the Council that in March, Officer Jim Wolf would
begin a Tigard branch of an enhanced safety and property program geared to multi-family
residential units. He indicated that Officer Wolf completed the training at the Beaverton branch,
as did several apartment complex owners and managers. He pointed out that this program directly
addressed the visioning process's top public safety goal of enhancing public safety in the
community. He commented that this was not unlike the neighborhood watch programs for single
family residential neighborhoods.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 6
Chief Goodpaster reviewed the history of this program that started in Portland several years ago
under a Department of Justice grant. He explained that Beaverton and Tigard worked together to
form a Washington County program. He said that the program was designed for the benefit of the
tenant, the landlord and the police. He noted the three phases of the program: an eight hour
training session to educate managers or property owners regarding laws, processes and procedures
for enhanced safety, a security assessment of the property and semi-annual meetings of the police,
the tenants and the management to discuss safety and security.
Chief Goodpaster reviewed in detail the thorough four-page security assessment form completed
by Officer Wolf and the property manager during a site visit, and the mandatory requirements of
the program. He said that only Tiffany Court in Tigard has gone through the assessment phase,
and they were slowing addressing the issues. Chief Goodpaster noted that some complexes, like
Villa La Paz, have already started their meetings without going through the assessment phase.
Chief Goodpaster mentioned the successes of the department in using similar actions to address
crime and safety issues at apartment complexes prior to the program, citing the Maracene Terrace
as an example. He said that the owners addressed the issues and solved many of the problems.
Chief Goodpaster said that the main focus of the program was to provide the tenant and the
management firm with the tools they needed to effectively manage the property. He noted that the
benefit to the City was the police not having to continually return to a particular complex to deal
with recurring problems. He said that the department did not mind investing the substantial time
up front to get this program going because their payoff of fewer police responses came later on.
Chief Goodpaster commented that most property managers have not received formal training in
eviction procedures, landlord/tenant law or applicant screening processes.
Chief Goodpaster described how the police worked with various apartment complexes in Tigard
in implementing this program. He mentioned the article in the March Cityscape. He stated that
this program would be a tremendous tool for the City in working with these complexes to address
problems without spending an inordinate amount of the City's resources on this one issue.
COUNCIL QUESTIONS
Councilor Scheckla asked how the police found out if a complex changed management. Chief
Goodpaster said that most of the officers knew the apartment managers in town, especially Officer
Wolf who kept in regular contact with the managers. Therefore, they found out quickly when
there was a change in management.
Councilor Scheckla asked how the department dealt with the language barrier at some of the
complexes. Chief Goodpaster said that they had a few bilingual officers (Spanish/English), and
they would provide bilingual notices.
Sheila Greenlaw-Fink, Community Partners for Affordable housing, expressed her
agency's support of this program finally coming to Tigard.
5. METRO ANNEXATION ISSUES: DISCUSSION ON PROCESS AND COUNCIL
DIRECTION
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 7
STAFF REPORT
Laurie Nicholson, Associate Planner, reviewed the current annexation process following the
termination of the Boundary Commission in December. She said that the City relied on the City
Code, state law, and Metro annexation requirements to process annexations, although they have
not had any annexation requests this year. She mentioned a public hearing before the Council.
Ms. Nicholson informed the Council that Metro was already revising the annexation ordinance
they adopted in December. She explained that the ordinance mixed the issues of land use process
versus governance and therefore Metro was revising the ordinance to sort out the issues. She
emphasized to Councilor Scheckla that the City was not left without a process while this revision
was going on, they used the adopted Metro ordinance as originally written.
Councilor Hunt asked for clarification on Metro's role in annexations. Ms. Nicholson said that
Metro did not control annexations, it was a local process. She explained that Metro had to provide
legislation for processing annexations in order to fill the void left by the Boundary Commission.
In response to a question from Councilor Scheckla, she said that they had yet to see whether the
new system was better or worse for the City.
Mr. Monahan explained that Metro's role in the annexation process was to settle disputes and
process the paperwork for the applications. He agreed that the intent was to leave the annexation
decisions to the local jurisdictions. Mr. Hendryx clarified that Metro settled disputes between
jurisdictions. Citizens disputing an annexation could appeal to LUBA.
Councilor Scheckla asked what the difference was between the fee paid now to Metro and the fee
paid before to the Boundary Commission. Ms. Nicholson said that the Boundary Commission fee
was on a sliding scale based on acreage whereas Metro charged a flat fee of $450. She confirmed
that Metro now performed the administrative and recordkeeping functions of the annexation
process.
Ms. Nicholson explained that the City currently waived the fees for covering local staff time. She
stated that a few years ago staff determined that the fee to process annexation applications should
be $1,100. She commented that the City could either pass the Metro $450 fee itself or pass it on
to the applicants.
Councilor Hunt expressed his discomfort in establishing an annexation fee without setting an
annexation policy first. He pointed out that charging an $1,110 fee on forced annexations would
be difficult. Mr. Monahan commented that the Council always had the ability to waive fees. He
said that the City needed an interim annexation fee until the policy was set. He conceded to
Councilor Hunt that an interim fee might discourage annexations.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 8
Ms. Nicholson reiterated that this staff proposal involved two fees: a fee to cover local staff costs
and the fee for Metro. She explained that, under the old system, the City paid the Boundary
Commission fee for Walnut Island residents but not for Bull Mountain or Metzger residents. She
stated that, under the new system, the City would pay the $450 Metro fee for everyone because
staff lacked a policy stating otherwise. She asked for direction on whether or not to charge the
local fee and whether or not to pass on the Metro fee to the applicants.
Mayor Nicoli left the meeting at 8:50 p.m.
Council President Moore supported recouping any Metro costs from the applicant, and charging
an interim annexation fee for the local costs until the policy was set. He mentioned the Council's
ability to waive the fee at its discretion. Councilor Hunt disagreed, arguing that they should have
a policy that either waived the fee for everyone or for no one. Councilor Scheckla suggested
splitting the local annexation fee 50150 between the City and the applicant.
The Council agreed by consensus to direct staff to pass through the Metro fee to the applicant.
Councilor Patton asked what staff anticipated as the volume of annexations. Mr. Hendryx said
that staff had processed about 6 or so applications a year. Council President Moore suggested
developing a processing fee for developed property versus developing property.
Mr. Hendryx mentioned the annexation goals and action plans presented in the Visioning
document. He stated that a thorough analysis of annexation should be done, as it impacted the
individual areas outside the city in order for the Council to understand the ultimate costs of
annexation. He pointed out that different areas had different amounts and different kinds of urban
infrastructure already in place. Therefore, land coming in from one area (with fewer public
facilities in place) would cost the City more land coming in with the full urban infrastructure.
Mr. Hendryx proposed a process in which staff conducted a capital facilities evaluation of each
area that could annex to the city. This would enable the Council to look at each area
independently or at all areas comprehensively. Following that, staff would do an analysis of the
pros and cons of annexing specific areas, including capital facility costs and potential tax
revenues. This analysis would serve as the basis for determining a logical priority and schedule
for annexations. In the fall, staff would develop an annexation process for the various areas. He
noted that this project would take staff time in Community Development, Engineering and
Finance.
Mr. Hendryx asked if Council wanted staff to take a proactive approach in contacting property
owners regarding annexation. Mr. Monahan noted another question of whether or not Walnut
Island was a Council priority. Councilor Hunt said that he thought that the Council said all
islands, not just Walnut Island.
Councilor Scheckla asked what impact annexations would have on City departments. He
mentioned the space needs in particular. Mr. Hendryx agreed that cost considerations would be
part of the pros and cons analysis.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 9
Councilor Hunt reiterated that he did not want.to move forward with the local fee until they had a
chance to study it. Councilor Patton concurred, pointing out that there could be differentiations in
the fee depending what Council decided regarding the annexation issues.
The Council discussed the local fee issue. Council President Moore asked if staff could easily
separate applications for undeveloped property versus developed properties. Ms. Nicholson said
that staff did discuss waiving the fee for certain acreage sizes. Councilor Scheckla argued that
everyone had to be treated equally or the process was not fair. The City should either waive the
fees for everyone or implement a 50150 match. He held that they should have a 50150 match at a
minimum, given the amount of staff work involved.
Ms. Nicholson explained that the $1,110 fee came from a survey done four years ago at the time
of the adoption of the current fees. The survey looked at how much staff time it took to process
the different kinds of applications. She said that it was a lengthy process no matter the acreage
size. She noted that the Council decided to waive the annexation fee at that time.
Council President Moore said that he would go along with Councilors Hunt and Patton's position
to waive the local fee for everyone until they developed an annexation policy. The Council
confirmed that they still wanted the Metro $450 fee passed through to all applicants.
Councilor Patton asked if staff would re-figure the local processing cost for annexations. Mr.
Hendryx said that they could re-evaluate it once they got some applications in for processing.
Mr. Monahan asked for confirmation that Council wanted staff to pursue Mr. Hendryx's proposal
for the annexation policy process and to present their capital facilities and cost analysis of all the
different island areas at one time. Councilor Scheckla asked staff to include the costs of providing
service from the different departments. Mr. Monahan confirmed that the process to annex areas
that were not islands would be different because the City could not force annex those areas.
Councilor Hunt asked for calculation of tax revenues to offset the expense.
The Council agreed by consensus to direct staff to move forward with Mr. Hendryx's proposal as
discussed.
The Council heard Agenda Item 7, Summerlake Park, at this time.
6. COUNCIL GOALS 1999 DISCUSSION
Mr. Monahan pointed out that four of the agenda items tonight directly addressed Council goals:
apartment complex management, annexation policy, the Central Business District, and the
master plan. He stated that staff used the goals as guidelines for their work plans. He
mentioned quarterly reports to Council. He said that staff was trying to not stack up long
agenda items on the same night.
o The Ccuncil considered Agenda Item 9, Non-Agenda Items, at this time.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 10
7. SUMMERLAKE PARK NEIGHBORHOOD ISSUES DISCUSSION
STAFF REPORT
Mr. Monahan mentioned the public workshop conducted with the master plan consultants on the
Summerlake improvements. He reviewed the one year experience staff had in implementing those
improvements, specifically the weed harvesting. He noted the outstanding question of whether or
not to place a membrane on the lake bottom to inhibit weed growth. He said that they needed to
decide whether or not to expend the funds set aside in this year's budget, and what to include in
next year's budget.
Councilor Hunt mentioned the extensive discussion during goal setting on whether or not one of
the options should be dredging.
Mr. Duenas stated that, of the three improvements recommended by the Task Force, staff has done
the weed harvesting. Staff also knew that DEQ would disapprove an application for the alum
treatment, and therefore has not pursued it. He said that staff did favor placing a bottom barrier in
the lake in conjunction with the weed cutting.
Mr. Duenas said that staff concluded that dredging was not a good option because it stirred up the
sediments and nutrients in the water, causing an algae bloom even worse than before. He
mentioned that the consultant recommended dredging to 16 feet (the lake depth was currently at 5
feet) in order to get rid of the weeds. He explained that a deeper lake meant stagnant water that
also contributed to an algae bloom. He stated that they did not know precisely what they would
get for the $150,000 cost for dredging.
Ed Wegner, Public Works Director, concurred. He stated that they budgeted for three weed
cuttings this fiscal year (July and August 1998 and June 1999) and have done the same for fiscal
year 1999/2000. He agreed with Mr. Duenas' recommendations to place the bottom barrier and
not do the alum treatment. He mentioned that they completed planting the trees around the edge
of the lake.
COUNCIL QUESTIONS
Councilor Hunt asked what the cost was for the mowing. Mr. Wegner said that the cost was
$7,200 per mowing. He confirmed to Councilor Scheckla that the snowing worked aesthetically
but that was all it was.
Councilor Scheckla stated that he would not approve purchase of a weed harvester. He questioned
spending significant amounts of money to satisfy the 20-25 people who lived around the lake. He
spoke to looking at the overall picture and continuing to rent the harvester. Mr. Wegner said that
he did not disagree but he pointed out that the City was spending over $6,000 a cutting for a
machine that cost $48,000. Council President Moore commented that they could pay it off in two
years.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 11
Councilor Scheckla argued that there was a difference because they would have to pay an operator
salary and benefits for a machine used only three times a year. Council President Moore said that
he had not seen any cost comparisons to make that decision right now.
Council President Moore asked how staff planned to accomplish the recommendation to reduce
nutrient loading in Summerlake. Mr. Wegner commented that removing the waterfowl and nutria
was a controversial issue but doing so would reduce the nutrient loading in the lake. Council
President Moore noted that staff would report back to Council on the options for dealing with this
issue.
Council President Moore raised the tree planting issue. Mr. Wegner said that staff had
recommendations from the neighbors, from Mr. Percival's Trees 2000 plan and USA. He
recommended that the City stop planting any more trees, due to the northside neighbors and
maintain the shoreline as they have for two years, leaving all the trees already planted.
Councilor Hunt asked if City would replace the damaged trees. Mr. Wegner said that he would
like to replace them, although he was not sure that it was practical. Mr. Monahan commented that
perhaps they could plant the same number in a different location.
Councilor Scheckla asked how many trees died and why. Mr. Wegner reported that three to four
trees on the north side and ten on the east and west sides died, some damaged by animals and
seven out of ten killed by vandalism. He said that they have had no new reports of trees dying
since the first wave of vandalism. Mr. Monahan suggested that the Council authorize Mr. Wegner
to work with the neighbors on the placement of the replacement trees.
Councilor Hunt commented that they paid a lot of money to a consultant whom recommended
planting more trees in order to cool off the water. He asked if they were now opposed
implementing those recommendations. Mr. Wegner said that staff met with the northside
neighbors and agreed to plant 35 of the 56 recommended trees. He mentioned that USA was
happy with the number of trees planted. He stated that they also changed the recommended tree
species to types more conducive to a neighborhood setting.
Mr. Monahan pointed out that Mr. Percival's report recommended planting trees for both cooling
and aesthetic purposes. Mr. Wegner confirmed that the trees on the south end had more impact on
cooling the lake than those at the north end.
PUBLIC COMMENT
Council President Moore opened the meeting to public commeut.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 12
Howard Banta, Friends of Summer Lake President, distributed copies of his statement. He
described the lake management situation as he saw it, being a close observer of the lake for more
than 12 years and a geological engineer with 30 years experience working in land management
issues. He stated that this was a 6.5-acre lake that stagnated 4 months each year from lack of
rain. He described how stagnated water promoted offensive weed growth and algae blooms
feeding off the increased warmth and high nutrient load of the water. He described the natural
processes whereby the lake returned to a more pleasing condition for the remaining 8 months of
the year.
Mr. Banta contended that the main source of the nutrients (phosphorous in particular) for the
past 20 years has been upstream erosion caused by development. He argued that Summerlake
also protected the lowest mile of Summer Creek and the lowest 3.3 miles of Fanno Creek from
unwanted mud and warm water that would otherwise harm the fish and their habitat in those
lower regions. He held that the dam was a benefit to water quality, not a detriment.
Mr. Banta mentioned the reports of poor water quality in Summer Creek. He argued that these
reports showed that the lake was not the cause of the poor water quality, as the water quality was
already bad before it got into the lake. He described the water sampling times, location, and
method. He held that the high nutrients reported came from the waterfowl using Murrayhill
Pond, half a mile above the sampling site.
Mr. Banta agreed with the staff recommendations on harvesting weeds and putting in bottom
barriers. He said that the barriers would be useful only in shallow water. He mentioned that the
weed harvester operator told him that a smaller harvester would work better. He pointed out
that weed harvesting did pull the phosphorous out of the water.
Mr. Banta asked how the staff recommendation to reduce the nutrient loading could be
accomplished when most of the nutrients came from the erosion of high phosphorous soils
upstream and outside the City boundaries, not from water fowl and animals. He stated that he
traced the muddy water going into Summerlake after the recent rainstorms to the Sterling Park
area, a new development in Beaverton.
Mr. Banta contended that no one has asked why DEQ objected to the alum treatment. He said
that alum treatment could significantly cut weed-harvesting costs by reducing the algae bloom.
He pointed out that utilities used alum routinely to remove sediments and organics from
drinking water. He asked if DEQ's refusal to issue this permit was part of a long-term strategy
to force the City to abandon Summerlake.
Mr. Banta spoke in support of dredging the lake, arguing that eventually it would fill up with
mud, leaving the City with a mosquito infested swamp in the middle of a once beautiful park.
He held that the facts and science used by opponents of the lake should be clearly laid out, so
that the City and citizens could make an informed and correct judgment regarding the lake. He
argued that the costs of removing the dam, creating the stream channel, and revegetating the
banks would approach the costs for dredging.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 13
Mr. Banta pointed out that the dam made no difference to saving the upper Willamette steelhead
from extinction because there was not enough room above the dam for the fish fry and the 20
years of mud buried the spawning gravel. He argued that all signs pointed to the demis of
Summerlake. He held that Summerlake was worthy of the Council's protection as a major
recreational facility for Tigard citizens and as protection for downstream fish habitat.
Councilor Hunt asked what Mr. Banta's recommendations were. Mr. Banta recommended
following up with those who opposed the alum treatment. He agreed that an alum treatment
would not stop the lake from eventually filling up. He pointed out that they were fast
approaching build-out in the upper watershed that would slow down the filling in process. He
reiterated that the muddy storm water came from the Sterling Park development, as it had come
from the Bull Run Meadows and other developments earlier.
Mr. Duenas mentioned that staff tested the lake depth a year and a half-ago and found that the
sediment was only 8 to 10 inches deep. He asked how Mr. Banta reconciled the staff findings
with his contention that the lake was filling up with sediment. Mr. Banta pointed out that the
sediment was coming from a long distance and was primarily the xane-grained sediment. Mr.
Duenas commented that he had expected more sediment deposited over the last 20 years than
they found. Mr. Banta pointed out that the original lake depth was from 5 to 8 feet.
Councilor Scheckla asked what would happen when the development was built out. Mr. Banta
said that the amounts of sediment deposited should drop significantly. He conceded that the
City's current plan of action could be effective until the problem subsided at build-out.
Mr. Monahan pointed out that the landscaping of developed properties would create a different
runoff problem with chemicals and things other than mud. Mr. Banta said that KCM addressed
that issue in their report. He recounted a conversation he had with a man in his 40s who claimed
to have swum in Summerlake as a child and who described the dam as a board dam. He noted
that KCM recommended dredging the sediment bar.
Mr. Wegner referenced the September 22, 1998, letter received from DEQ outlining their
reasons for objecting to an alum treatment permit. He explained that the bottom barrier went
along the edges because the weed harvester available in the Northwest was the large machine
and it could not get up the sides.
o Van Camp concurred with Mr. Banta's comments. He supported consideration of dredging.
COUNCIL DISCUSSION
Council President Moore asked if they would have to keep dredging every five or six years at a
cost of S 150,000 per dredging operation. He commented that the remaining development could
defeat the purpose of the dredging. He mentioned that he did not know where they would find the
money for it either.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 14
Mr. Duenas stated that he did not think that dredging would solve the problems, rather they would
exchange one set of problems for another set. He cited the problems seen at Commonwealth Lake
following that dredging operation. He reiterated that he was not sure that they wanted to spend
$150,000 without knowing exactly what they would get. He agreed that the possibility of
repeated dredging was a factor in their decision.
Mr. Banta agreed that dredging would disturb the phosphates on the bottom. He said that the City
would have to deal with the algae bloom for a few years until the phosphates cycled out of the
lake. He stated that he was not recommending multiple dredging.
Mr. Banta spoke to the Council taking a long-term approach to the lake, not a short Band-Aid
approach. He argued that the Council had to decide whether or not it wanted to keep the lake. He
reiterated his support of keeping the lake for the enjoyment of Tigard citizens. He urged the
Council to read the neighbors' remarks, given in connection with the Summerlake Master Plan.
He supported weed harvesting and careful consideration of the placement of the bottom barriers.
Mr. Duenas asked for discussion of dredging. He reiterated that the consultant recommended
dredging to 16 feet in order to get rid of the weeds. Mr. Banta said that he did not advocate that.
He commented that, once the development stopped, he doubted they would have to dredge very
often.
Council President Moore agreed that the City needed to decide what the intent of the lake was.
He expressed concern that they were putting too much effort into a lake that was never meant to
have that much attention. He pointed out that they could do a lot of weed harvesting for the
$150,000 cost of dredging.
Councilor Hunt held that Summerlake deserved as much attention as Cook Park. He disagreed
that $150,000 was too much to spend but said that he did not want to spend it if they got nothing
for their money. He agreed with Council President Moore that they needed to decide what type of
a lake facility they wanted.
Mr. Duenas commented that the Summerlake Master Plan currently in process looked at the lake
as a park feature. Mr. Monahan suggested having MIG take a hard look at the park based on the
December 17, 1998, workshop discussion.
Councilor Hunt expressed his support of the staff recommendations as a short term Band-Aid to
maintain the park for another year until they decided what they wanted to do with it. He
commented that they did not have the leisure of doing nothing at all. He recommended not
deciding on the dredging until the master plan process yielded a plan for what the lake should be
used for in the community.
Councilor Scheckla stated that he would not support dredging, especially if the intent was to turn
the lake into a swimming pool.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 15
Councilor Patton supported Councilor Hunt's suggestion to proceed with the staff
recommendations for maintenance. She said that she was not comfortable making a decision on
dredging until she knew what the Council's intentions were for Summerlake. She pointed out that
the lake was not filling up so fast with sediment that it would disappear in two years.
The Council agreed by consensus to direct staff to proceed with their recommendations, and to
include the trees in the master plan discussion.
• Council President Moore recessed the meeting for a break.
o Council President Moore reconvened the meeting.
8. DISCUSSION: BID AWARD FOR CONSTRUCTION OF PAVILION AND PICNIC
SHELTER AT COOK PARK
John Roy, Property Master, presented a series of diagrams and drawings illustrating the
location, elements, and appearance of the pavilion and picnic shelter at Cook Park in response to
Council questions. He explained to Councilor Hunt that staff had to separate out the lines for
drinking and irrigation water because they would use recycled water for irrigation. He also
reviewed the specifics of the storm drainage system. He pointed out the 150 foot long, 3 feet
high berm placed in front of the gazebo to provide raised seating for performance events. He
noted the 10 foot wide concrete pathways built to each structure.
Mr. Roy described how staff could install four weather beater panels in the open pavilion to
create a backdrop for performances, if requested. He mentioned that, in addition to the two
structures, the City was getting the water and power lines, the pathways and the berm as part of
this contract.
Councilor Hunt mentioned the intent to use the pavilion as a multi-purpose structure. He asked
what amenities the pavilion had to enhance its use for picnics. Mr. Roy noted the concrete path
and large barbecue installed for larger groups.
Councilor Patton asked about the berm seating. Mr. Roy said that it should seat quite a few
people. He mentioned staff's research into potential landscaping options for the backside of the
berm. He confirmed to Councilor Hunt that the pavilion would be at ground level, as the Corps
of Engineers had quickly eliminated any other option during the design phase. He confirmed to
Councilor Scheckla that the structures would be ADA accessible.
Mr. Wegner stated that staff designed the gazebo as a pavilion to serve as both a performance
stage and a picnic shelter. He said that the Task Force had not felt it worthwhile to spend
money for just a performance area.
Councilor Hunt asked if portable restrooms were still in the plan. Mr. Roy said yes. He noted
where the movable restrooms would be located and hooked up to the water and power.
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 16
Councilor Patton asked if staff felt comfortable that the low bid was a reasonable estimate. Mr.
Roy said yes, staff was comfortable with the estimate and confident that Robert Gray Partners
would do a quality job.
s The Council considered Agenda Item 6, Council Goals, at this time.
9. NON-AGENDA ITEMS
Mr. Monahan said that he would ask the Mayor for direction on the Metro Task Force and on
the letter that the Mayor was supposed to write regarding the changes to the building system in
the Metro area. He mentioned Balloon Festival, King City, and Task Force meetings this week.
Councilor Scheckla asked the Councilors to provide written input regarding the TVCA matter,
as the next MACC meeting was March 3. He commented that if someone was or was not
satisfied with the situation, now was the time to bring it up. Councilor Hunt asked if there had
been discussion about pulling completely out of TVCA. Councilor Scheckla said that was what
he would recommend. Mr. Monahan suggested funding TVCA but holding them accountable to
take a hard look at what resources they needed.
10. EXECUTIVE SESSION
11. ADJOURNMENT: 10:50 p.m.
Attest:
or, City of Tig
Date:
J ica Gomez, Deputy City Recorde
CITY COUNCIL MEETING MINUTES -FEBRUARY 16, 1999 - PAGE 17
COMMUNITY NEWSPAPERS, INC. Legal
P.O. BOX 370 PHONE (503) 684-0360 Notice
BEAVERTON, OREGON 97075 TT9326
Legal Notice Advertising
0 0 ❑ Tearsheet Notice
City of Tigard
0 13125 SW Hall Blvd. 0 ❑ Duplicate Affidavit
Tigard, Oregon 97223-8199
0
0
AFFIDAVIT OF PUBLICATION
STATE OF OREGON, )
COUNTY OF WASHINGTON, )ss-
. Kathv Snvder
NT
being first duly sworn, depose and say that I am the Advertising
Director, or his principal clerk, of the Ligarei Ti meQ -
a newspaper of general cir lation s defined in ORS 193.010
and 193.020; published at igar~ in the
afor gid co my and, gtote • th4t the ArPli
ity eouncisl Keview Board Meeting
a printed copy of which is hereto annexed, was published in the EALlo`i. .
entire issue of said newspaper for nnP successive and PU"C"
consecutive in the following issues:
DEPARTNIENT
February 11, 1999 L:
Subscribed and sworn to b re me tliisllth day of February 1999
~L- OFFICIAL SEAL
ROBIN A. BURGESS
Notary blic for Oregon j "IOTAEv PUBLIC-OREGON
! %.,.sv.... I - 062071
My Commission ;MAY 16, 2001
AFFIDAVIT The following meeting highlights are published for your information. Full . _1
agendas may be obtained from the City Recorder, 13125 S.W. Hall
Boulevard, Tigard, Oregon 97223, or by calling 639-4171.
TIGARD CITY COUNCIL.
AND LOCAL CONTRACT REVIEW BOARD MEETING
February 16,1999 - 6:30 P.M.
TIGARD CITY BALL - TOWN BALL
13125 SW HALL BOULEVARD, TIGARD, OREGON
Reports and updates to Council on the following topics:
* Summerlake Park Neighborhood Issues - Discussion
* Annexation Fees - Discussion
* Downtown Committee - Progress Report
* Apartment Management Issues - Discussion s
* 1999 Council Goals -Discussion
* Executive Session
'TT9326 -Publish February 11, 1999.
ERA:
s
ISSUE/AGENDA TITLE
AGENDA ITEM #
FOR AGENDA OF
CITY OF TIGARD, OREGON
COUNCIL AGENDA ITEM SUMMARY
3
February 16. 1999
PREPARED BY: Jim H DEPT HEAD OK
CITY MGR OK
ISSUE BEFORE THE COUNCIL
Receive progress report from the Tigard Central Business District Association (TCBDA).
STAFF. RECOMMENDATION
Hear presentation from the TCBDA.
INFORMATION SUMMARY
Over the past year, property owners, businesses, and interested citizens have taken the initial steps to develop an
approach on shaping the future for the central business district. City staff and Council have provided input
throughout this process. Out of this effort a new association has been formed: Tigard Central Business District
Association (TCBDA). The association has been meeting for several months.
The TCBDA has contracted with the Oregon Downtown Association to complete their mission statement and
develop a strategic plan on how to address the needs of the downtown. TCBDA will be introducing itself to
Council and presenting their plan.
The TCBDA will be presenting their mission statement and strategic plan to Council on February 16, 1999.
The plan establishes the Association's strategy for addressing the needs of the downtown. The City's
involvement will ultimately be critical to the success of any plan for the downtown. Subsequent discussions
will need to occur between the Association and the City in coming months with regards to funding and
implementation.
OTHER ALTERNATIVES CONSIDERED
Not Applicable
VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY
Provide opportunities to work proactively with Central Business District (CDB) businesses and property owners
and citizens of Tigard to set the course for the future of the central downtown area.
FISCAL NOTES
Not applicable
CdadjerreeJim/gen/tcbdas=mary sheet
~ r
TIGARD CENTRAL BUSINESS DISTRICT ASSOCIATION
MISSION STATEMENT
The Mission of the Tigard Central Business District Association is to set the
course for the future of the central downtown area that will promote the health
and viability of the community and businesses while preserving the unique
qualities of downtown Tigard and providing a safe environment for families and
individuals to work, live and gather.
16 EMORANDUM
CITY OF TIGARD
TO: Honorable Mayor and City Council
FROM: William A. Monahan, City Manager q>A)
DATE: February 12, 1999
SUBJECT: Discussion With Tigard Central Business District Association
Attached is a memo from Jim Hendryx to the President and Secretary of the Tigard
Central Business District Association pertaining to the Draft Action Plan. Along with
Jim's memo is the draft Action Plan which is under consideration by the committee. I
thought it might be useful for you to have this information in advance of the Council
Workshop meeting of next Tuesday. This will give you a preview of what the
committee is working on and what it considers to be important. It also includes a list of
the members of the Central Business District Association Board of Directors.
WAM\ih
attachment
\\TIG333\USR\DEPTS\ADM\BILL\021299-6. DOC.RTF
MEMORANDUM
CITY OF TIGA►RD
TO: Tyler Ellenson, President Tigard Central Business District Association
Kate Dormer, Secretary Tigard Central Business District Association
FROM: Jim Henw)fx, Community Development Director JM,6~~
DATE: February 5, 1999
SUBJECT: Draft Action Plan
Given the rough draft status of the action plan, it is difficult to edit the document. I realize that
Malcolm Johnston has a lot of work left to do. As a result, my comments are general and will most
likely be addressed in subsequent drafts.
It would be beneficial to have an introduction outlining the history of the Association. The effort
that has gone on for the last year, including the preliminary meetings that were held last spring and
summer, should be recognized.
Tigard's visioning report "Tigard Beyond Tomorrow" should be referenced with regards to the City's
interest in the downtown. There are several goals and strategies that address the direction the
Association is taking and the action plan includes.
Each section should have an introduction that frames the issues being addressed.
A discussion on how long it takes to create a successful downtown association would be helpful.
While we understand that it will take some time before results are seen, the average person
expects results tomorrow. Examples of how long McMinnville and other cities have spent on
developing and implementing their downtown plans would be helpful. It would also be beneficial to
include jurisdictions that have active associations in their downtowns.
At this point, these are my comments. If you have any questions, please feel free to contact me at
639-4171 ext. 405
Jh>wnp%%fiTigard Achoa Plan
hllpa K'K1Y.IIIa1C01111).CUOll6)at,CS I Igard.hhn
The following is a draft--a very rough draft--of the Action Plan for your organization, This is text only--I will re-format for a report. Please review carefully and e-mail changes back to me. mj a malcolmj.com
Tigard Central Business District Association
Action Plan
Table of Contents
GRAFT'
Tigard Central Business District Association
• Board of Directors ,
• Mission Statement
• Issues
• Action Plan
Program Components
• Area Boundaries
• Downtown Manager
• Budget
Partners
• City of Tigard
• Oregon Downtown Development Association
• National Main Street Center
• International Downtown Association
Funding Sources
Business Improvement District
City resources
Timeline
• 1999 schedule
Tigard Central Business District Association
• Board of Directors
Tyler Ellenson, President, Tyler's Automotive
Denise Jones, Treasurer
Kate Dormer, Secretary, Tigard Sub Shop
Penny Connor, Promotions Committee, Razz Ma Tazz
Paul Savory, Southwest Office Supply
Jeff Thomas, Rose City Contracting
Linda Cross, Hearts and Flowers Antiques
Mike Leach, Mike's Lock & Safe
Marv Leach, Chamber of Commerce
Bradley Smith, Tigard Vision Center
Dave Hammond, Pacific NW Paint
Jim Hendryx, ex-officio. City of Tigard
1.q„ 1 Ph..
1 .,r lip
Mwntown t igard Action t'tan hitp://www.nialcolmj.wm/pages/rigs
N'U RLE R A F T
• Mission Statement
The Mission of the Tigard Central Business District Association is to
set the course for the future of the central downtown area that will promote the health and viability of the
community and businesses while preserving the unique qualities of downtown Tigard and providing a
safe environment for families and individuals to work, live and gather. k
Issues
Organizational issues:
• Funding
• Safety from Crime
• Infrastructure Improvement (with Economic Restructuring)
• Traffic Control/Transportation/Pathway Development/Parkway Development (with Design)
Design Issues:
• Parking (with Promotions)
• Cleanliness (with Promotions)
• Downtown Restrooms
• Gateway Development
• Garbage Cans
• Curb appeal/Streetscape
• Lighting
Traffic Control/Transportation/Pathway Development/Parkway Development (with Organization)
• Aesthetics/Design Standards/Zoning
Promotion Issues:
• Parking (with Design)
• Cleanliness (with Design)
• Promotion of the downtown
Downtown as a destination for business and shopping activities
Economic Restructuring:
Business Mix/Zoning
Infrastructure improvement (with Organization)
Action Plan
Organization
• Funding
Priority: high
Action steps:
Invite presentation from McMinnville Downtown Association
Begin the process of creating a Business Improvement District
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Secure seed money from City for consultation services Ift
Complete downtown action document
• Safety from Crime UnAFI
Priority: high
Action steps:
Invite Police Chief to board meeting
Examine/review downtown 'Clean & Safe' models
Invite presentation from Association of Portland Progress
Review lighting requirements downtown
• Infrastructure Improvement (with Economic Restructuring)
Priority: low (secondary)
Action steps:
Ensure that downtown planning is comprehensive
Review streetscape options
• Traffic Control/Transportation/Pathway DevelopmenuTarkway Development: defer to Design
Committee
Action Planning Sheet
Design
• Parking (with Promotions)
Options
Priority high _ low _ table
• Cleanliness (with Promotions)
Options
Priority high _ low table
• Downtown Restrooms
Options
Priority high - low ! table _
• Gateway Development
Options
Priority high _ low.- table
• Garbage Cans
Options
Priority high _ low - table _
• Curb appeal/Streetscape
Options
Priority high _ low - table _
. Lighting
Options _
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• Traffic Control/Transportation/Pathway Development/Parkway Development (with Organization)
Options
Priority high - low - table _
• Aesthetics/Design Standards/Zoning
Ontions
Priority high ` low - table
Action Planning Sheet
Promotion
• Parking (with Design)
Options
Priority high - low table
• Cleanliness (with Design)
Options
Priority high _ low - table -
• Promotion of the downtown
Options
Priority high - low - table
Downtown as a destination for business and shopping activities
Ontions
Priority high - low - table
Action Planning Sheet
Economic Restructuring
• Business Mix/Zoning
Options
Priority high - low - table
• Infrastructure improvement (with Organization)
Ontions
Priority high - low - table _
Program Components
• Area Boundaries
(map showing boundaries)
• Downtown Manager
(Information from Main Street guidelines of the National Main Street Center)
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• Budget
The following items are generally accepted as part of the annual operating budget for a full-time
downtown revitalization program.
Anticipated Annual Operating Budget Items
Anticipated Revenues:
Membership fees
City contribution
Program revenues
EID/BID revenues
LoRAFfi
Anticipated Expenses:
Personnel
Salaries
Fringe benefits
Consultants/contracts
Liability insurance
Office expenses:
Rent
Utilities
Equipment
office supplies
Telephone
Insurance
Depreciation
Contingency
Professional development:
Conference registrations
Training materials
Travel
Other expenses
Printing and publications
Promotion and advertising
Postage
Partners
• City of Tigard
The City of Tigard may partner with the Tigard Central Business District Association and provide
resources to it through the Community Development office. By doing so, the City would gain community
input regarding downtown projects, community leadership to guide downtown revitalization, and a
liaison organization for downtown issues.
• Oregon Downtown Development Association (ODDA)
Since 1984, the Oregon Downtown Development Association (ODDA) is a statewide non-profit
organization dedicated to providing support, technical assistance and training to communities in their
efforts to revitalize their central business districts. ODDA has over sixteen years of experience and a
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strong track record of helping communities achieve revitalization success.
Services available from ODDA include:
Public Community Presentations that include, but are not limited to:
The Main Street Approach to downtown revitalization
Getting organized for downtown revitalization
Historic Preservation's role in downtown revitalization
Promoting downtown
Building the streetscape
Storefronts that sell
Signs of a successful downtown
Creating a strong downtown business mix
On-site Technical Assistance that includes, but is not limited to:
3 Day Resource Team
Downtown revitalization training
Organizational development
Funding strategies for downtown revitalization efforts
Volunteer and board development
Design assistance (public space or building facade)
Creating downtown design guidelines
Retail merchandising
Electronic commerce workshop
Image/marketing development for downtowns
Managing downtown parking
Downtown market analysis
Developing downtown ruche markets
Economic Improvement District/Business Improvement District
development
Community initiated development projects
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Oregon Downtown Development Association, PO Box 2912, Salem, OR 97308-2912, 503-597-0574,
fax 503-587-0580
• National Main Street Center
The Main Street program is designed to improve all aspects of the downtown or central business district,
producing both tangible and intangible benefits. Improving economic management, strengthening public
participation, and making downtown a fun place to visit are as critical to Main Street's future as recruiting
new businesses, rehabilitating buildings, and expanding parking. Building on downtown's inherent assets
rich architecture, personal service, and traditional values and most of all, a sense of place - the Main
Street approach has rekindled entrepreneurship, downtown cooperation and civic concern. It has earned
national recognition as a practical strategy appropriately scaled to a community's local resources and
conditions. And because it is a locally driven program, all initiative stems from local issues and concerns.
0 of 10 2 1 99
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The National Main Street Center of the National Trust for Historic Preservation
1785 Massachusetts Avenue, NW
Washington, DC 20036 0"kRAR"
Phone: 202/588-6219
Fax: 202/588-6050
The Main Street Four-Point Approach and the Eight Principles
The National Main Street Center is a program of the National Trust for Historic Preservation. Created by
Congressional charter in 1949, the National Trust is a leading advocate of historic preservation in the
United States. The preservation movement involves more than saving historic buildings. Economic
growth, urban revitalization and the creation of new jobs are all issues the National Trust addresses
through the rehabilitation of historic structures.
Established in 1980, the National Main Street Center (NMSC) developed a comprehensive revitalization
strategy that has been used in 35 states and 850 communities to revitalize traditional downtown and
neighborhood commercial areas. Through these efforts, over 64,000 new jobs have been created, more
than $2.9 billion has been reinvested in downtown and 20,389 new businesses have been created and
communities have built strong organizations to revitalize their commercial districts. The National Main
Street Center also sponsors a network membership program for organizations interested in commercial
revitalization, produces a monthly newsletter and serves as a clearinghouse for information on
revitalization, preservation and community redevelopment issues. The NMSC accomplishes its mission
through the four-point Main Street approach.
The Four Point Approach
Design takes advantage of the visual opportunities inherent in the downtown by attention to all its
physical elements: public and private buildings, storefronts, signs, public spaces, landscaping,
merchandising, displays and promotional materials. Its aim is to stress the importance of design quality in
all these areas, to educate people about design quality and to expedite design improvements in the
downtown.
Promotion takes many forms, but the aim is to create a positive image of downtown to rekindle
community pride in the downtown. Promotion seeks to improve retail sales events and festivals and to
create a positive public image of the downtown in order to attract investors, developers and new
businesses.
Economic Restructuring strengthens downtown's existing economic assets while diversifying its economic
base. This is accomplished by retaining and expanding existing businesses to provide a balanced
commercial mix, by converting unused or underused space into productive property and by sharpening
the competitiveness and merchandising skills of downtown business people.
Organization establishes consensus and cooperation by building partnerships among the various groups
that have a stake in downtown. This will allow the Main Street revitalization program to provide
effective, ongoing management and advocacy of the downtown. Diverse groups from the public and
private sectors (the city and county, local bankers, merchants, the chamber of commerce, property
owners, community leaders and others) must work together to create and maintain a successful program.
Beyond the four points themselves, the Main Street approach is a process through which the four points
are integrated into a comprehensive program designed to draw upon local opportunities and build
community self-reliance for downtown development. Through effective planning and concentration on
each of the four points, a careful adaptation of the Main Street approach to downtown's specific needs
7 (it 11)
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will ensure that the programs are designed to best take advantage of the community's strengths and
resources.
The Eight Principles of Main Street
While the Main Street approach provides the format for successful revitalization, implementation of the
four-point approach is based on eight principles:
Comprehensive. Downtown revitalization is a complex process and cannot be accomplished through a
single project. For successful long-term revitalization, a comprehensive approach must be utilized.
Incremental. Small projects and simple activities lead to a more sophisticated understanding of the
revitalization process and help develop skills so that more complex problems can be addressed and more
ambitious projects can be undertaken.
Self-Help. Local leaders must have the desire and will to make the project successful. The National Main
Street Center and its affiliated state Main Street program, Oregon Downtown Development Association,
provide direction, ideas and training, but continued and long-term success depend upon the involvement
and commitment of the community.
Public/private partnership. Both the public and private sectors have a vital interest in the economic health
and physical viability of the downtown. Each sector has a role to play, and each must understand the
other's strengths and limitations so that -,n effective partnership can be forged.
Identifying and Capitalizing on Existing Assets. Business districts must capitalize on the assets that make
them unique. Every district has unique qualities--like the distinctive buildings and human scale that give
people a sense of belonging. These local assets must serve as the foundation for all aspects of the
revitalization program.
Quality. Quality must be emphasized in every aspect of the revitalization program. This applies equally to
each element of the program, from storefront design to promotional campaigns to educational programs.
Change. Changes in attitude and practice are necessary to improve current economic conditions. Public
support for change will build as the program grows.
Implementation-Oriented. Activity creates confidence in the program and ever greater levels of
participation. Frequent, visible changes are a reminder that the revitalization effort is under way. Small
projects at the beginning of the program pave the way for larger activities as the revitalization effort
matures.
International Downtown Association (IDA)
IDA is a growing association with 600 members in 10 nations. This global perspective is invaluable
because it challenges an organization to go beyond geographic and political limitations, to examine the
ideas and solutions from many societies.
IDA offers annual conferences; forums for discussion; newsletters, surveys and other publications; awards
for excellence; an internet web site link to professionals worldwide and technical training and assistance
x(,rlci
DRAFT 2 I00 IS;hn
D( wntown'1'igard Action Plan
910 17th Street, NW, Suite #210
Washington, DC 20006
Phone: 202/293-4505; Fax: 202/293-4509
Email: question@ida-downtown.org
Funding Sources
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Following are the current funding options available to the Tigard Central Business District Association.
Oregon Downtown Development Association provides on-site training and facilitation to contracted
organizations that seek to establish a funding mechanism.
Each of the listed mechanisms are general overviews of that particular option. The organization may
tailor a mechanism to suit it's particular needs.
Economic Improvement District (EID)
The Economic Improvement District is the most common funding mechanism for Oregon downtown
associations. It is an assessment placed on commercial properties and is governed by ORS 223.112 -
223.141. The following features of the EID include:
City Council establishes the EID within specific boundaries
Only commercial properties (not residential) can be assessed
Virtually any assessment criteria can be used
The most common assessment criteria is based on ad valorem or square footage
The maximum length of an EID is five years
The EID can be renewed indefinitely
The EID can be voluntary or involuntary
Voluntary means that a property owner that formally objects to the EID is not obligated to pay the
assessment.
Involuntary means that if the EID passes, all property owners are obligated to pay.
The EID generally pays for downtown revitalization programs
The EID cannot pay for large capital projects
There are two formal hearings held by City Council
If more than one-third of the assessed property parcels object, it fails
Failure for pay an assessment generally results in a property lien or judgment
Business Improvement District (BID)
The Business Improvement District functions in much the same way as the EID except that it is generally
a surcharge of a business tax. It is governed by ORS 223.144 - 223.161. Criteria for the BID may be
number of employees, size of business, location of business, revenues, etc.
General Strategy for Implementing an EID/BID
Allow 8 to 12 months to establish an EIDBID
Volunteers should plan on about 12 meetings to pass an EID
Begin a dialog with significant downtown property/business owners
Schedule regular meetings with the property/business owners to ensure their participation.
Carefully create a scope of work
List timeline including deadlines for important events
List who will contact whom
Sponsor a general meeting before the City Council meetings occur to kick-off the EIDBID process. This
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meeting should be informative, positive, and upbeat. Be sure to ask the attendees to support the EID/BID
process.
Survey the business community asking about their concerns of downtown
Survey downtown property owners
Contact all commercial property owners
by letter
by personal contact
by invitation to meetings
Be prepared to immediately respond to concerns and objections
Don't be afraid to hold up the process temporarily to resolve an issue. It is easier to revise the schedule
than to start over.
Urban Renewal District
Revenues generated by Tax Increment Financing from an Urban Renewal District may be used to finance
downtown revitalization programs. City Council action dedicating such revenues would be in addition to
the regular establishment of an Urban Renewal District.
Public Benefit Organization
A downtown association may apply as a public benefit organization (under IRS 501(c)(3) status) and
seek voluntary contributions, foundation grants, City funding, corporate sponsorships, memberships, and
fund-raisers. Downtown Walla Walla Foundation currently relies on this method of funding.
Timeline
- 1999 schedule
• Funding
--February 10: Complete downtown action document
--February 28: Secure seed money from City for consultation services
--February September: Establish a Business Improvement District
--As Appropriate: Invite BID presentation from McMinnville Downtown Association
- Safety from Crime
--Immediately: Invite Police Chief to board meeting
--Ongoing: Examine/review downtown 'Clean & Safe' models
--As Available: Invite presentation from Association of Portland Progress
--February 28: Review lighting requirements downtown
- Infrastructure Improvement (with Economic Restructuring)
--Ongoing: Ensure that downtown planning is comprehensive
--As available: Review streetscape options
• Traffic Control/Transportation/Pathway Development/Parkway Development: defer to Design
Committee
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Tigard Central Business
District Association
Action Plan
February 1, 1999
Oregon
Downtown
Development
Association
Tigard Central Business District Association
Action Plan
This report was prepared by
Malcolm Johnstone
Downtown Development Specialist
650 NW 19th Street
McMinnville OR 97128-2514
office 503.472.8996
voice/message 503.550.2169
fax 503.434.8687
web site www.malcolmj.com
e-mail mj@malcolmj.com
under contract with
Oregon Downtown Development Association
PO Boa 2912
Salem, OR 97308-2912
Downtown Action Plan 2
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Table of Contents
Introduction 4
Tigard Central Business District Association 5
• Mission Statement 5
• Board of Directors 5
• Issues 6
• Action Plan 7
Program Components 8
• Comprehensive Approach 8
• Area Boundaries 12
• Downtown Manager 13
• Budget 14
Partners 15
• City of Tigard 15
• Tigard Chamber of Commerce 15
• Oregon Downtown Development
Association 15
• National Main Street Center 16
• International Downtown Association 17
Funding Sources 18
Timeline 20
• 1999 Schedule
Downtown Action Plan 3
Introduction
In October, 1998, the Oregon Downtown Development Association
(ODDA) was approached by the Board of Directors of the Tigard Central
Business District Association and asked to provide organizational
development services. ODDA agreed to provide initial services including one
each of goal setting, strategic planning, and board training. This report
articulates the efforts of the Board to date, which is made up of citizens and
business persons who are concerned with the vitality of the downtown area.
This Action Plan should be viewed as an outline of issues and
activities that the Board has identified as essential steps in improving the
business climate of the downtown. As a community organization, they plan
to provide leadership in downtown revitalization efforts and create a
sustainable funding base. It is an organization that serves the stakeholders of
downtown and represents the interest of the community. They will continue
to enhance partnerships with the City of Tigard, Tigard Chamber of
Commerce, and Oregon Downtown Development Association. Through
ODDA, they plan to develop partnerships with the National Main Street
Center and the International Downtown Association for access of further
technical services and information.
No document can be the last word in addressing downtown issues.
This report is simply the first step in developing a community based
downtown management plan. It sets the course for future activities by
identifying the dominant issues and suggesting appropriate responses yet is
flexible enough to address new issues as they arise.
U
Downtown Action Plan 4
Tigard Central Business District
Association
Mission Statement
The Mission of the Tigard Central Business District Association is to
set the course for the future of the central downtown area that will
promote the health and viability of the community and businesses while
preserving the unique qualities of downtown Tigard and providing a
safe environment for families and individuals to work, live and gather.
Board of Directors
Tyler Ellenson, President, Tyler's Automotive
Denise Jones, Treasurer
Kate Dormer, Secretary, Tigard Sub Shop
Penny Connor, Promotions Committee, Razz Iola Tazz
Paul Savory, Southwest Office Supply
Jeff Thomas, Rose City Contracting
Linda Cross, Hearts and Flowers Antiques
Mike Leach, Mike's Lock & Safe
Marv Leach, Chamber of Commerce
Bradley Smith, Tigard Vision Center
Dave Hammond, Pacific NW Paint
Jim Hendryx, ex-officio, City of Tigard
N-1
Downtown Action Plan
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Issues
The following issues were identified at a goal setting session that took place
in December, 1998.
Organizational issues:
• Funding
• Safety from Crime
• Infrastructure Improvement (with Economic Restructuring)
• Traffic Control/Transportation/Pathway Development/Parkway
Development (with Design)
Design Issues:
• Parking (with Promotions)
• Cleanliness (with Promotions)
• Downtown Restrooms
• Gateway Development
• Garbage Cans
• Curb appeal/Streetscape
• Lighting
• Traffic Control/Transportation/Pathway Development/Parkway
Development (with Organization)
• Aesthetics/Design Standards/Zoning
Promotion Issues:
• Parking (with Design)
• Cleanliness (with Design)
• Promotion of the downtown
• Downtown as a destination for business and shopping activities
Economic Restructuring.
• Business Mix/Zoning
• Infrastructure improvement (with Organization)
Downtown Action Plan 6
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Action Plan
The following are the action steps and priorities for the issues affecting
downtown.
Organization
• Funding
priorily: high
Action steps:
❑ Invite presentation from McMinnville Downtown Association
❑ Begin the process of creating a Business Improvement District
❑ Secure seed money from City for consultation services
❑ Complete downtown action document
• Safety from Crime
Priori high
Action steps:
❑ Invite Police Chief to board meeting
❑ Examine/review downtown'Clean & Safe' models
❑ Invite presentation from Association of Portland Progress
O Review lighting requirements downtown
• Infrastructure Improvement (with Economic Restructuring)
Priori : low (secondary)
Action steps:
❑ Ensure that downtown planning is comprehensive
❑ Review streetscape options
Downtown Action Plan 7
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Program Components
The Board of Directors have adopted a comprehensive approach to
resolve the issues surrounding downtown.
The Main Street Four-Point Approach and the Eight Principles
Established in 1980, the National Main Street Center (NMSC)
developed a comprehensive revitalization strategy that has been used in over
35 states and 850 communities to revitalize traditional downtown and
neighborhood commercial areas. Through these efforts, over 64,000 new
jobs have been created, more than $2.9 billion has been reinvested in
downtown and 20,389 new businesses have been created and communities
have built strong organizations to revitalize their commercial districts. The
National Main Street Center also sponsors a network membership program
for organizations interested in commercial revitalization, produces a monthly
newsletter and serves as a clearinghouse for information on revitalization,
preservation and community redevelopment issues. The NMSC accomplishes
its mission through the four-point Main Street approach.
The Four Point Approach
Design takes advantage of the visual opportunities inherent in the downtown
by attention to all its physical elements: public and private buildings,
storefronts, signs, public spaces, landscaping, merchandising, displays and
promotional materials. Its aim is to stress the importance of design quality in
all these areas, to educate people about design quality and to expedite design
improvements in the downtown.
Downtown Action Plan 8
Promotion takes many forms, but the aim is to create a positive image of
downtown to rekindle community pride in the downtown. Promotion seeks to
improve retail sales events and festivals and to create a positive public image
of the downtown in order to attract investors, developers and new businesses.
Economic Restructuring strengthens downtown's existing economic assets
while diversifying its economic base. This is accomplished by retaining and
expanding existing businesses to provide a balanced commercial mix, by
converting unused or underused space into productive property and by
sharpening the competitiveness and merchandising skills of downtown
business people.
Organization establishes consensus and cooperation by building partnerships
among the various groups that have a stake in downtown. This will allow the
Main Street revitalization program to provide effective, ongoing management
and advocacy of the downtown. Diverse groups from the public and private
sectors (the city and county, local bankers, merchants, the chamber of
commerce, property owners, community leaders and others) must work
together to create and maintain a successful program.
Beyond the four points themselves, the Main Street approach is a
process through which the four points are integrated into a comprehensive
program designed to draw upon local opportunities and build community self-
reliance for downtown development. Through effective planning and
concentration on each of the four points, a careful adaptation of the Main
Street approach to downtown's specific needs will ensure that the programs
are designed to best take advantage of the community's strengths and
rese.u'ces.
U
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Downtown Action Plan 9
0
The Eight Principles of Main Street
While the Main Street approach provides the format for successful
revitalization, implementation of the four-point approach is based on eight
principles:
Comprehensive. Downtown revitalization is a complex process and cannot
be accomplished through a single project. For successful long-term
revitalization, a comprehensive approach must be utilized.
Incremental. Small projects and simple activities lead to a more
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skills so that more complex problems can be addressed and more ambitious
projects can be undertaken.
Self-Delp. Local leaders must have the desire and will to make the project
successful. The National Main Street Center and its affiliated state Main
Street program, Oregon Downtown Development Association, provide
direction, ideas and training, but continued and long-term success depend
upon the involvement and commitment of the community.
Public/private partnership. Both the public and private sectors have a vital
interest in the economic health and physical viability of the downtown. Each
sector has a role to play, and each must understand the other's strengths and
limitations so that an effective partnership can be forged.
Identifying and Capitalizing on Existing Assets. Business districts must
capitalize on the assets that make them unique. Every district has unique
qualities--like the distinctive buildings and human scale that give people a
sense of belonging. These local assets must serve as the foundation for all
aspects of the revitalization program.
Downtown Action Plan 10
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Quality. Quality must be emphasized in every aspect of the revitalization
program. This applies equally to each element of the program, from
storefront design to promotional campaigns to educational programs.
Change. Changes in attitude and practice are necessary to improve current
economic conditions. Public support for change will build as the program
grows.
Implementation-Oriented. Activity creates confidence in the program and
ever greater levels of participation. Frequent, visible changes are a reminder
that the revitalization effort is under way. Small projects at the beginning of
the program pave the way for larger activities as the revitalization effort
matures.
Downtown Action Plan 11
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Downtown Manager
The project manager coordinates activities within the downtown
revitalization program. He/she is responsible for the development, conduct,
execution and documentation of the program. The project manager is the
staff person responsible for coordinating all project activities locally as well
as for representing the community regionally and nationally as appropriate.
In addition, the project manager should help guide the organization as it
grows and as its objectives evolve.
The project manager carries out the following general tasks:
❑ Coordinate activity of downtown program committees, ensuring that
communication between committees is well established; and assists
committees with implementation of work plan items.
❑ Manage all administrative aspects of the downtown program including
purchasing, record keeping, budget development and accounting, preparing
all reports required by state and local agencies, and supervising part-time
employees or consultants.
❑ Become familiar with all persons and organizations directly or indirectly
involved in the downtown commercial district and develop support through
partnerships.
❑ Assist the program's board of directors and committees in developing an
annual action plan for implementing a downtown revitalization program
focused on four areas: design/historic preservation; promotion;
organization/management; and economic restructuring/business mix.
❑ Develop and conduct on-going public awareness and education programs
designed to enhance appreciation of the downtown's unique character and
assets. Work closely with state resource agencies.
❑ The project manager monitors the annual budget and assures that
appropriate financial records are kept and required reports are filed.
Downtown Action Plan 13
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Budget
The following items are generally accepted as part of the annual operating
budget for a full-time downtown revitalization program.
Anticipated Annual Operating Budget Items
Anticipated Revenues:
Membership fees
City contribution
Program revenues
EIDBID revenues
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Anticipated Expenses:
Personnel
Salaries
Fringe benefits
Consultants/contracts
Liabil. y insurance
Office expenses:
Rent
Utilities
Equipment
Office supplies
Telephone
Insurance
Depreciation
Contingency
Professional development:
Conference registrations
Training materials
Travel
Other expenses
Printing and publications
Promotion and advertising
Postage
Downtown Action Plan 14
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Partners
® City of Tigard
The City of Tigard may partner with the Tigard Central Business District
Association and provide resources to it through the Community Development
office. By doing so, the City would gain community input regarding
downtown projects, community leadership to guide downtown revitalization,
and a liaison organization for downtown issues.
® Tigard Chamber of Commerce
A Chamber of Commerce may provide an essential resource in the
development of a downtown association when there is a clear delineation of
the roles of each organization. The Tigard Central Business District
Association recognizes the importance of the Chamber as the city's most
important business organization.
® Oregon Downtown Development Association (ODDA)
PO Boa 2912,
Salem, OR 97308-2912
503-597-0574 fax 503-587-0580
Since 1984, the Oregon Downtown Development Association (ODDA) is a
statewide non-profit organization dedicated to providing support, technical
assistance and training to communities in their efforts to revitalize their
central business districts. ODDA has over sixteen years of experience and a
strong track record of helping communities achieve revitalization success.
Services available from ODDA include:
Public Community Presentations that include, but are not limited to:
The Main Street Approach to downtown revitalization
Downtown Action Plan 15
Getting organized for downtown revitalization
Historic Preservation's role in downtown revitalization
Promoting downtown
Building the streetscape
Storefronts that sell
Signs of a successfid downtown
Creating a strong downtown business mix
On-site Technical Assistance that includes, but is not limited to:
3 Day Resource Team
Downtown revitalization training
Organizational development
Funding strategies for downtown revitalization efforts
Volunteer and board development
Design assistance (public space or building facade)
Creating downtown design guidelines
Retail merchandising
Electronic commerce workshop
Image/marketing development for downtowns
Managing downtown parking
Downtown market analysis
Developing downtown niche markets
Economic Improvement District/Business Improvement District
development
Community initiated development projects
e National Main Street Center
The National Main Street Center of the National Trust for Historic Preservation
1785 Massachusetts Avenue, NW
Washington, DC 20036
202/588-6219 fax 202/588-6050
The Main Street program is designed to improve all aspects of the downtown
or central business district, producing both tangible and intangible benefits.
Improving economic management, strengthening public participation, and
making downtown a fun place to visit are as critical to Main Street's future as
Downtown Action Plan 16
0-
recruiting new businesses, rehabilitating buildings, and expanding parking.
Building on downtown's inherent assets rich architecture, personal service,
and traditional values and most of all, a sense of place the Main Street
approach has rekindled entrepreneurship, downtown cooperation and civic
concern. It has earned national recognition as a practical strategy
appropriately scaled to a community's local resources and conditions. And
because it is a locally driven program, all initiative stems from local issues
and concerns.
International Downtown Association (IDA)
910 17th Street, NW, Suite #210
Washington, DC 20006
Phone: 202/293-4505; fax 202/293-4509
Email: question@ida-downtowr.org
IDA is a growing association with 600 members in 10 nations. This global
perspective is invaluable because it challenges an organization to go beyond
geographic and political limitations, to examine the ideas and solutions from
many societies.
IDA offers annual conferences; forums for discussion; newsletters, surveys
and other publications; awards for excellence; an internet web site link to
professionals worldwide and technical training and assistance
A
1
1
1
Downtown Action Plan
17
H.,
t
Funding Sources
Following are the current funding options available to the Tigard Central
Business District Association. Oregon Downtown Development Association
provides on-site training and facilitation to contracted organizations that seek
to establish a funding mechanism. Each of the listed mechanisms are general
overviews of that particular option. The organization may tailor a mechanism
to suit it's particular needs.
Economic Improvement District (EID)
The Economic Improvement District is the most common funding mechanism
for Oregon downtown associations. It is an assessment placed on
commercial properties and is governed by ORS 223.112 - 223.141. The
following features of the EID include:
❑ City Council establishes the EID within specific boundaries
❑ Only commercial properties (not residential) can be assessed
❑ Virtually any assessment criteria can be used
❑ The most common assessment criteria is based on ad valorem or square
footage
❑ The maximum length of an EID is five years
❑ The EID car_ be renewed indefinitely
❑ The EID can be voluntary or involuntary
Voluntary means that a property owner that formally objects to the
EID is not obligated to pay the assessment.
Involuntary means that if the EM passes, all property owners are
obligated to pay.
❑ The EID generally pays for downtown revitalization programs
❑ The EID cannot pay for large capital projects
❑ There are two formal hearings held by City Council
❑ If more than one-third of the assessed property parcels object, it fails
❑ Failure for pay an assessment generally results in a lien or judgment
Business Improvement District (BID)
The Business Improvement District functions in much the same way as the
EID except that it is generally a surcharge of a business tax. It is governed by
ORS 223.144 - 223.161. Criteria for the BID may be number of employees,
l
ti
f b
i
i
t
i
f b
on o
us
ness, revenues, e
ness,
oca
c.
ze o
us
s
Downtown Action Plan 18
e
t
ri
e
e
B
1
1
u
L_"
'1
u
General Strategy for Implementing an EID/BID
❑ Allow 8 to 12 months to establish an EIDBID
❑ Volunteers should plan on about 12 meetings to pass an EID
❑ Begin a dialog with significant downtown property/business owners
Schedule regular meetings with the property/business owners to
ensure their participation.
❑ Carefully create a scope of work
List timeline including deadlines for important events
List who will contact whom
❑ Sponsor a general meeting before the City Council meetings occur to kick-
off the EID/BID process. This meeting should be informative,
positive, and upbeat. Be sure to ask the attendees to support the
EID/BID process.
❑ Survey the business community asking about their concerns of downtown
❑ Survey downtown property owners
❑ Contact all commercial property owners
by letter
by personal contact
by invitation to meetings
❑ Be prepared to immediately respond to concerns and objections
❑ Don't be afraid to hold up the process temporarily to resolve an issue. It is
easier to revise the schedule than to start over.
Urban Renewal District
Revenues generated by Tax Increment Financing from an Urban Renewal
District may be used to finance downtown revitalization programs. City
Council action dedicating such revenues would be in addition to the regular
establishment of an Urban Renewal District.
Public Benefit Organization
A downtown association may apply as a public benefit organization (under
IRS 501(c)(3) status) and seek voluntary contributions, foundation grants,
City funding, corporate sponsorships, memberships, and fund-raisers.
Downtown Walla Walla Foundation currently relies on this method of
funding.
Downtown Action Plan 19
t
i
e
e
t
Timeline
1999 Schedule
• Funding
--February 10: Complete downtown action document
--February 28: Secure seed money from City for consultation services
--February September: Establish a Business Improvement District
--As Appropriate: Invite BID Presentation from McMinnville Downtown
Association
® Safety from Crime
--Immediately: Invite Police Chief to board meeting
--Ongoing: Examine/review downtown'Clean & Safe' models
--As Available: Invite presentation from Association of Portland Progress
--February 28: Review lighting requirements downtown
nt with Economic Restructuring)
--Ongoing: Ensure that downtown planning is comprehensive
--As available: Review streetscape options
• Traffic Control./Transportation/Pathway Development/Parkway
Development: defer to Design Committee
Downtown Action Plan 20
.~-lever ~ 3
BYLAWS OF
TIGARD CENTRAL BUSINESS DISTRIC'T' ASSOCPATION, INC:.
October 14, 199*
Article I - Name
The name of this Association shall be the Tigard Central Business District Association,
Inc. The registered and principal office of the Association shall be located at:
12420 S.W. Main Street, in Tigard, Oregon.
Article It - Objective
The Association is formed to promote the economic health and development of the
Central Business District of Tigard. The purpose of the Association shall be to conduct or
engage in all lawful activities in furtherance of the foregoing objective, or incidental
thereto.
Article III - Central Business District Area
The Central Business District of Tigard shall be defined as declared by the City of Tigard
per CRP Attachment.
Article IV - Membership
Section 1. Membership of this Association shall consist of three classifications: Business
Organizations, Property Owners and Non property owners/Non tenants..
Section 2. Business Organizations membership shall be confined to those organizations
conducting business for profit, including retail/ wholesale products and services,
professional individuals and firms, located in the Central Business District of Tigard.
Section 3. Property Owners membership shall be confined to owners of property located
in the Central Business District of Tigard.
Section 4. Non property owner/non tenant membership may be extended to any person,
firm, or organization with a sincere interest in the objectives of the Association.
c
Section 5. Voting: One vote on Association business shall be vested to each member
holding membership in the categories of Business Organizations and Property Owners.
Votes may be cast by the duly appointed representative of those members.
Section 6. Election to membership: Applications for membership shall be approved by a
majority of the Board of Directors.
1
TIGARD CENTRAL BUSINESS DISTRICT ASSOCIATION, INC. BYLAWS
October 14, 1998
Page 2
Article V - Dues
Section 1. The annual dues for the various categories of membership to the Association
shall be determined by the Board of Directors.
Section 2. Dues shall be paid annually in advance, unless'other provision has been
approved by the Board of Directors.
Section 3. Members who fail to pay their dues within 90 days of the time they become
due shall be notified by the Board of Directors and, if payment is not made within the
succeeding 30 days, shall without further notice be dropped from the membership
roll.
Section 4. Special assessments may be authorized by a two-thirds vote of all members
present (majority required) at any regular meeting of the Association membership. Special
assessments also may be authorized by a two-thirds vote of all members present (majority
required) at any special meeting of the Association membership provided written notice of
the intention to authorize such assessment is contained in the call for such meeting.
Article VI - Meetings
Section 1. The Association shall conduct an Annual Meeting at which Association
business may be transacted. The Annual Meeting shall be held between January 5 and
February 15 in each calendar year. The time and place of the Annual Meeting shall be
determined by a majority vote of the Board of Directors.
Section 2. Special Meetings of the Association may be called by the Executive Committee
or by the Board of Directors, with the purpose, time and place to be stated m a written
notice to members.
Section 3. Notice and Quorum: Notice of the Annual Meeting shall be given to each
member of the Association in writing at least 30 days prior to the meeting date. NoHbe
for Special Meetings must be made at least 3 days prior to the meeting date. Those
members attending any regular or Special Meeting for which due notice was rendered shall
constitute a quorum for,, the transaction of business.
Section 4. The order of business shall be governed by the latest edition of Roberts Rules
of Order, Revised, provided that the order of business may be altered or suspended at any
meeting by a majority vote of members present.
.r
TIGARD CENTRAL BUSINESS DISTRICT ASSOCIA'T'ION, INC. BYLAWS
October 14, 1998
Page 3
Article VII - Annual Nominations / Elections
Section 1. Directors of the Association shall be elected by vote of the membership secret
ballot, with a majority of all votes cast being necessary to an election to Office. Such
election shall be held at the Association's Annual Meeting. Directors shall take Office at
the next meeting of the Board of Directors following the election.
Section 2. The Officers of the Association shall be elected to their respective Offices
annually by a majority vote of the Board of Directors. Such election shall take place at the
first Board meeting at which new Directors take office following the Annual Meeting.
Section 3. A Nominating Committee shall be appointed by the Board of Directors prior to
November I of each year. The Nominating Committee shall, by December 1, submit to
the Board of Directors it's nominations for that year's election of the Board of Directors.
Each nominee will have provided the Nominating Committee with consent for the
nomination. The names of those nominated will be circulated to all members with the
written announcement of the Annual Meeting. Additional nominations may be made by
the membership-at-large at the Annual Meeting prior to the vote by the membership.
Section 4. Ballots will be distributed to all members in attendance at the Annual Meeting.
Ballots will be collected, opened and counted at that meeting by the present Officers of the
Association and the results of the election announced immediately to the membership.
Ballots shall be kept by the President for two weeks following the announcement of results
and are open to inspection to any Association member. Upon motion and second for
acceptance of an entire slate of nominated Directors, this balloting process can be replaced
by a showing of hands. If such motion does not gain a two-thirds vote of vojing members
present, the written ballot process shall be used.
Article VIII - Board of Directors
Section 1. The Board of Directors shall have supervision, control and direction of the
affairs of the Association; shall determine it's activities within the purposes set forth in~~ecthe
Articles of Incorporation and of the Bylaws; and shall have discretion in the disburser ent
of it's funds. It may adopt such rules and regulations for the conduct of it's business as
shall be deemed advisable; and may appoint such agents as it may consider necessary.
i
t
TIGARD CENTRAL BUSINESS DISTRICT ASSOCIATION, INC. BYLAWS
October 14, 1998
Page 4
Section 2. The Board of Directors shall consist of at least eleven elected Directors.
Board membership can be increased upon the vote of a majority of the Board. At least
three Directors shall be owners or managers of businesses on Main Street, and at least
three Directors shall be owners or managers of businesses other than on Main Street. And
there shall be at least two Director representing Property Owners. An ex-offici6 member
of the Board of Directors will be a City of Tigard Representative.
Section 3. Board of Director positions shall be numbered, beginning with one (1) thru
eleven (11), and election to each shall occur on a rotational basis. Numbers one thru three
will be elected in January 2000, numbers four thru seven will be elected in January 2001,
numbers eight thru eleven will be elected in January 2002, and the sequence begins again
in each following year.
Section 4. The President and Vice President shall be elected by the Board of Directors
from among the elected Directors in the manner set forth by Article VII, Section 2. The
President, Vice President, other elected Directors shall have the right to vote.
Section 5. Each Director shall serve a three year term of office, and no Director may be
elected to more than two consecutive terms. President and Vice President, once, elected
to their respective Offices; will not be required to be elected again by the membership,
while they hold those Offices. Each Director shall hold Office for the term for which
he/she is elected or until his/her successor shall have been elected to serve a term of three
years.
Section 6. Meetings: The Board shall meet on a regular schedule to be determined by the
Board. The Board also shall meet upon the call of the president at such timers and places
as he may designate, or as requested by a majority of the Board members.
r'
Section 7. Quorum: A majority of the duly elected voting members of the Board of
Directors at the time of the meeting, with representation of all identified member
categories, shall constitute a quorum to transact business of the Association. The act of
the majority of voting Directors present at the meeting at which a quorum is present *all
be the act of the Board of Directors.
Section 8. Absence: If a Director is absent from three consecutive meetings for reasons
which the Board does not deem sufficient, his/her resignation shall be deemed to have
been tendered and accepted.
TIGARD C li,NTRAL BUSINESS IDIS'1'RI('"1' ~~titi()('I,~"I'lUN, INC. BYLAWS
October 14, 1998
Page 5
Section 9. Compensation: Directors shall not receive compensation for their services as
Directors, but the Board may, by resolution,. authorize reimbursement of expenses
incurred in the performance of their duties. Nothing herein shall preclude a Director from
serving the Association in any other capacity and receiving compensation for any such
service.
Section 10. Resignation or Removal: Any Director may resign at any time by giving
written notice to the President. Any Director may be removed by a two thirds vote of the
total Board of Directors at any regular meeting, provided he/she has been given 30 days
notice in writing of the reasons for such intended removal.
Section 11. Vacancies: Any vacancy on the Board of Directors may be filled by a majority
vote of the Board of Directors.
Section 12. Voting: Directors may not vote by proxy. However, nothing shall prohibit
Directors from voting by telephone or Fax in accordance with applicable statutory
provisions.
Section 13. Waiver of Notice: Whenever any notice is required to be given to aqy
Directo: of the Corporation by the Articles of Incorporation, Bylaws or laws of the State
of Oregon, a waiver thereof in writing, signed by the person or persons entitled to such
notice whether before or after the time stated therein, shall be equivalent to the giving of
such notice.
Article IX - Officers
Section 1. The Officers of this Association shall be a President, a Vice President, a
Secretary, and a Treasurer, each of whom shall be a member of the Board o6birectors..
All Officers shall be elected annually. Any two or more Offices may be held by the same
person, except the Offices of President and Secretary.
Section 2. Vacancies: Any vacancy in any Office may be filled for the balance of the term
by majority vote of the entire Board of Directors.
Section 3. President: The President shall preside at meetings of the Association, of the
Board of Directors and of the Executive Committee, and shall be a member ex officio of
all Committees. The President shall appoint all Committees, with approval by a majority
of the full Board of Directors.
TIGARD CENTRAL BUSINESS DISTRICT ASSOCIATION, INC. BYLAWS
October 14, 1998
Page 6
Section 3. Continued
The President shall exercise the usual executive powers pertaining to the Office of
President.
Section 4. Vice President: The Vice President may, as delegated by the President,
perform the President's duties in the absence of the President, and shall have such other
duties as the President or the Board may assign.
Section 5. Treasurer: The Treasurer shall be responsible for "11 moneys received and
expended for the use of the Association. The Treasurer shall receive all moneys, pay bills
approved by the Board of Directors, and collect all dues and special assessments. The
Treasurer shall give a report of the Association's financial condition at each regular
meeting of the Board of Directors and the membership. The Treasurer will establish and
maintain an account with a financial institution, approvr~d by the Board of Directors,
wherein all funds received by the Association will be deposited and all funds expended by
the Association will be disbursed. Such disbursements shall require two signatures, that
being the Treasurer's and one Director as designated by the Board of Directors.
Section 6. Secretary: The Secretary shall be responsible for taking minutes of all meetings
of the Board of Directors and of the general membership. The Secretary shall be
responsible for proper notification to Association and Board members of those meetings.
The Secretary shall be responsible for all other general correspondence of the
Corporation, including invoicing dues and insuring compliance with all federal, state and
local filing requirements. The Secretary shall, when requested by the President to do so,
sign and execute with the President all deeds, bonds, leases, contracts and other
obligations or instruments in the name of the Corporation.
Section 7. Compensation: The compensation, if any, of all agents of the Corporation shall
be fixed by the Board of Directors.
Article X - Association Office and Staff
Section 1. Office: The Association shall maintain it's Headquarters at 12420 S.W. Main
Street, in Tigard, Oregon.
Section 2. Staff. It shall be the responsibility of the Board of Directors to maintain an
Association staff that provides services sufficient to support Association operations. Staff
employed for such services shall perform such duties as are assigned by the Board of
Directors. The Association may seek consulting services as deemed necessary by the
Board of Iirectors.
I(. AIII) CENTRAL BUSINESS I)IS'I'1UCT -ASS()('IA'1'1()N, In('. 131'd,:~~Vti
October 1-4. 1998'
Page 7
Article XI - Committees
Section 1. The President, subject to the approval of the Board of Directors, shall annually
appoint such Standing, Special or Subcommittees as may be required by the Bylaws or as
are deemed to be necessary. The first order of business of each committee shall be to
select a chairperson.
Section 2. Executive Committee: An Executive Committee shall be appointed by the
Board of Directors. To the Executive Committee shall be delegated all the powers and
duties of the Board of Directors when the Board is not in session. All actions of the
Executive Committee are subject to review by the Board of Directors.
Section 3. Standing Committees: In the designation of Standing Committees, the
President shall give attention to Association concerns in the areas of Membership,
Business Recruitment, Finance, Retail Promotions, Design/Beautification, and Traffic and
Parking.
Section 4. All Committees and Subcommittees shall include at least one Director from the
Board of Directors.
Section 5. No action by any Committee, Subcommittee, or any member thereof, shall be
binding upon, or constitute an expression of, the policy of the Tigard Central Business
District Association, Inc. until such action is ratified by the Board of Directors.
Article XII - Fiscal Year
The Fiscal Year of the Association shall commence on the first day of January' and end on
the last day of December each year. II
TIGARD CENTRAL BUSINESTS DISTRICT ASSOCIATION, INC. BYLAWS
October 14, 1998
Page 8
Article XIII - Indemnification of Directors and Officers
Each Director or Officer now or hereafter serving the Corporation and each person who,
at the request of or on behalf of the Corporation, is now serving or hereafter serves as a
Trustee, Director, Office or Agent and his/her respective heirs, executors and personal
representatives shall be indemnified by the Corporation against expenses actually and
necessarily incurred by him/her in connection with the defense of any action, suit, or
proceeding in which he/she is made a party by reason of being or having been such
Trustee, Director, Officer or Agent, except in relation to matters as to which he/she shall
be adjudged in such action, suit, or proceeding to be liable for gross negligence or
misconduct in the performance of duties; but such indemnification shall not be deemed
exclusive of any other rights to which such person may be entitled under any Bylaw,
agreement, vote of the Board of Directors, or otherwise.
Article XIV - Dissolution
The Tigard Central Business District Association, Ino. shall use it's funds only to
accomplish the objectives and purposes specified in these Bylaws, and no part of said
funds shall inure, or be distributed, to members of the Association except as otherwise
specified in these Bylaws., On dissolution of the Association, any assets remaining shall
be disposed of in accordance with Article VI. the Articles of Incorporation.
Article MV - Amendments
These Bylaws may be amended by a two thirds vote of the Board of Directors, with such
amendments to take effect immediately. However, in order for such amendments to
remain in effect, they must be ratified by a vote of the Association membersl~ip at the
first membership meeting following Board approval of such amendments. i
As approved by unanimous vote of two thirds of the members of the Board of Directors in
a meeting held on October 14. 1998.
Chairperson
1998
Date
rmo-moo--vrr -1 rKl.1•I
. U 1_•U. )bdU44U, P. Old
McMinnville Downtown Associationi
oan" Budget Overview
JuIr 1998 through Junes 1999.
Jae'e~ - sarr •9A
Crdincry !ncomeM pence
Z
Income
i
4000• opwa lft Inoa.•»e
4040 • 210 ktouaw
J 47.300.00
407tfof~ANOiASrnele
1-000.00
I
4000 • Doa dorm
0.00
40", Ousaeelaeeoos hum m
200.00
4M • F4orrro t4rwd Trnnofef
_ .
; 0.00
Tsbl 4W - Opwa" Income
39.500.00
4100 - Bu kft Isroorrre
!
4106 • Ib+ONW;v A
3,000.00
41145 - RK E•t UM C
3,000.00
4170 • D
; 6,180.00
Total 4100• Bu0ding Income
12,1 ROM
42200 • PwMasons :.-Aare
i
4108.3c3+wn•
5" 1!fDarllO
7,tYJ0.00
4210 • ChriaAmse Rnnb
4211 - Chdohnas gent Sponsors
7.000.00
4212 • CJra6sa d Was
4,1 .00
421 s • *mr XRM went U%CCrne
p.oo
TOW 4210 • Chrisb an Evai*
8.100.00
6= • GIR Corttgalte SAMS
I 1.000.00
4223 • Haihween krAwA
300.00
4210 • Hlstorla Tow income
0.00
416¢ • NWhbefsWp Due$
0,000.00
41" • ma i Oman dais
~ 1.0=00
4=0 • t3pyn Houee Income
750.00
4270 • Tr" ft m Conoewz
4271 - 73 tiefotlsocs
4272.7f3 Tioemf isles
4.
4.60
00
7.00
Total 43T0 • Ta11 Haag Curt
1500.00
4220 • Turk* Room Ineoms
42111 • BOOM Peso
1,
1
I o0
4M • FoC a Court feeo"
60
.00
4W • Iil"1619n som morsbipm
5.
00
2284 • iiIaitie 1x6®2114004
00
10M
4286.AMM11 bof s ON~ tncorne
5.
00
4789.131190! FfiOOm
00
Total 4x80 • TurWy Rama facome
113,840.00
4nG • vaoDlas ikon
0.00
4E1i0. VaW & F ood CW=IC
0.00!
4400. Unbutgoisd Promo kraorns
0.00
Tot0142M • Prornalsons krCOrrle
~ A8,090.00
i
To"I Incorns
11B.'70.Q0
Esponse
4000 • Gar4ial & Adnlinic aVve
$190 • caminhiss 9xperrse
H11 • BedW i DowUlloatfon
fi,00D 00
I 6112 • Econaa6a ResbuaMn9
1.00Q.00
6113 • Crpanlraaian
1_50p.00
Total 6110 - Corarnlaw Ever"
6.300.00
41Y0 • COtltfxt tiefviCOS
i 3,000.00
$128 - DADA Pablicabione
9126 • Dourr*mm Dirratory
5.000.00
s1 - aawstown WWkIng Map
0.00
Tow 6121F. Nak r,1"r WUornl
3.000.0 '
1
41=0 • MODIF
10,000,00
Pape 1
. ,..J _V _ JJJ I nun U
1 U..1bGl'Y'+42y~• t'. 014
1 '
McMinnville Downtown Association
ozr,a49 Budget Overview
July 1"8 through Juno 4999
,
Jal'!B - Jun'44
Total GM - Turkey Ana &xpemis
14,160.00
13 0 • Vak-ntfns Pmmo Experme
525.00
4410.1Nbre & Food Clsacla Eap
265.00
a= - Pr0a1o Adrnln from
0.00
goo • Promo Advaedabeg-Other
600.00
6150 • Promow" cowngency
I 0.00
4860 - P4W" om" EV
200.00
4470. CxMirterly Id"Ungs i 0.00
650.00
42
ense
E
P
ti
xp
romo
ons
TOt ISM •
,
-
Tatai Experm .
135,420.00
'
Net Ordirwry Income
•53.660.00
Other Income!£upenaa
Other Income
9010 - InW"t Income 1,t:D0.00
Totsl Other Irconre - 1,000.00
Net Other Income _ « J 1,000.00
t+et Incorw ~ -~zsti0.oo
I
Page 2
TOTAL P.24
rte-_b-_Td7 -d:-1 FROM -0
15036204403 P.03
McMinnville Downtown Assocfationj
malbs Budget ®ve lew
July 1998 through June 1999
Jul '9¢ • Jun is
6160.Owe and Subscriptions
2.080.00
6180 • Itrsrq~toe
I
6186 • UsbUy hwurancs
A W.00
Total 6160 • Insurance
430.00
5190 • Inteexst Sorvlcas
0.00
emo • manews 6aperms
600.00
CHO • Meeting Expam
600.00
6860 • NWmIletW Expense
1200.00
ONO.Oaoe St"Bes
1,566.00
6350 • Personnel Expenses
6361 - manalleft gnu"
31, _ .00
6362 - eb w 6WWy
OAO
4353 -Payroll Tax Expense
6354 • He Ma Insunmee
2,220.00
6366. Rearemat
1,080.00
6366 - Workers Compsosatlon
-
616.00
Total 6360 • Personnel Eglemes
422e5.00
6100 • Repairs -Equipment
300.00
"IC • Ioeserve for Bglrlp Purchase
1,000.00
"30 - Taste Forge 2000
0.00
6136 • Telephone
1,880,00
6480 • Tt'mml a Tminktg
3,200.00
6W .Oon9ngencbm
500.00
TOW 6000 • ceneral t Administrative
81,856.00
6500 • Btdlding Fjqense
6607 - Insprea s
i 475.00
6508 • Janitorial
800.00
6511 • Landscaping
1.440.00
6613 • RgmV* - t'lWdlxtrng
8W.00
6516 • Rmeerve for Capital Ynprovement
2,000.00
5617 • Taxes r Propem
1,300.00
sm • tIt911111 s
2.x0.00
Total 6800 • Building Expense
I 8,915.00
3500 • Pmmodons Expense
$06 • Brown Bag Expense
6.005 • Advieri6sinallBarners
4sb.oo
6605 • Wak2armAllound
6, .00
4610.Otlaer Expenses
.00
Tott "Oil • are" sag Expense
~ 7,600.00
6620 • Ctuftk s Brent Expftm
6622 • ClrMnna Advertising
3OD
Sm • musiclarls/Enf~in
1:8 06
i 6626.Ontinwnt Ends
1; 5p.00
an • odw CI7utana6 KXp
7 .00
TOp16836 - ChrWmas Event Expense
~ 7,Sb10.00
"GO - aft Certificate ExP
~ 900.00
aw • "Niow"a egmm
600.00
6670 - mRetorio Talc Expen"
100.0x:
s6ao -drug a.olasa Pxar®hasoe
860.0(
GM - Open !!oats Expense
4,215.00
t1T00 • Twdl Band DRrensa
6702 - Band Fee
4,OOR.00
6704.00aer Trail Band ExP
1.065.00
Total 9700 • Trall Band Expense
5,056.00
6720 • Turkey Roam Expense
07 2 - Foodf4 as Coat Fxp
1,460.00
6724 • MWIctans a 40and
6,500.00
6744.1Annwukw o Dinner Exp
4,915.00
6710.O0W Tit Expeftm
1,285.00
•
Pape 2
Gresham Downtown Development Association
Statements of Revenues, Expenses, Budget and Changes
in Fund.Balance
Years Ended June 30,,1993;1994 and 1995
.See Accountant's Compilation Report
Actual:Budget Actual Budget.
1993: 1994 1994 1995
REVENUES
401
Membership-business
$ 5,065
$•18;900
$ 6,650
403
Property owners
1,9.00
5,000
2,550
405
Corporate sponsors
1,500.
3,500
1,500
409
In kind services
61000
6,000
6,000
410
City of Gresham
18,000
18,000
18,000
415
Miscellaneous donations
100
490
108 "
297
Interest income
Revenue and Promotion
TOTAL REVENUE
EXPENSES
601A Salary-director.
601B Salary-assistant
602 Payroll taxes.
603 Payroll .expense
604 Conferences/training'
605 Vehicle expense'
606 Taxes and licenses.
607 Insurance
608 Rent expense
609 Utilities.
610 Phone/fax
611 Office supplies.
613 Dues and subscriptions
617 Prof essional. services
624 Repairs and maintenance
625 Postage.....:. ; .
626 Meetings and meals.
637 Board retreats
638 Newsletter-'':
639 Volunteer recognition
640 Awards
641 Welcome
643 ODDA annual dues
649 Deprec-equip purchased
TOTAL, EXPENSES
Excess of expense over
revenue
Fund balance,~beg. of year
L 2,489) (''3,700). ( 3,219)
75
360
30,084 47,700
31,878
49.835
21,510 -24,000
24,000
26,400
4,800
3,191 3,600
2,980
3,744
i ;350
462
327
500
;
00
616
650
::316«: ~-1=, 200
214
350
10
10
.864 1;000
366
400
3,600. 3,600
3,600
3,600
2,400.. .2,400
.21400
2,400
694 , 810
886
900
.`•:'°:3; 300 :
1,004
1,200
..600
.30
30
361
300
:240
•53
240
211;;,:•: 600
149
300
.
.
;
26b
.
350.-.
.
136
82:.x
150_`.
146 - V'2'0 0
400 '
.171 300
234
200
59
75
75
.50
31
50
2,6001 .2,500
1,250
2,500
.1,000
1,716
250
38,552 47,700
40,698
49,799
( 8,468)
16,521
( 8,820)
8,053
Fund balaace,.end of year $ 8.053 S( 767)
Don of GRAVES. PC • CrAIMED PUBLIC ACCOLMAf fTS
$ 18,900
5,000
1,500
6,000
18,000
J
J
AGENDA ITEM # q
FOR AGENDA OF 2/16/99
CITY OF TIGARD, OREGON
COUNCIL AGENDA ITEM SUMMARY
ISSUE/AGENDA TITLE Information on Enhanced Safety Properties Progmm
PREPARED BY: Ronald D. Goodpaster DEPT HEAD OK _r4 CITY MGR OK
ISSUE BEFORE THE COUNCIL
The issue before Council is to receive information regarding programs the Police Department uses with
apartments to ensure safety and security of the tenants, their property and the rental property.
STAFF RECOMMENDATION
No recommendation - information only.
INFORMATION SUMMARY
The Police Department sponsors the "Enhanced Safety Properties" Program. Crime Prevention Officer Jim
Wolf has received specialized training and instructs this program. The program has three phases:
Phase I
Key property management personnel attend the 8-hour seminar entitled "Keeping Illegal Activity Off Rental
Property." This seminar is designed to teach landlords and property managers the basics of property
management and proven crime fighting techniques to keep their property safer. Management personnel must
also follow minimum management standards for tenant screening.
Phase II
Enhanced Safety Properties requires participants who wish to be certified in Phase II to meet minimum CPTED
requirements. In Phase II we review properties and certify those that meet the requirements.
Phase III
Requires the landlord or property manager to organize a tenant involvement strategy. The landlord coordinates
semi-annual meetings where tenants can get to know one another. One of the meetings shah include resident crime
prevention training while the other can be of a purely social nature. An important building block of the community
is the ability to know and look out for one another.
We are actively using this program at Villa La Paz and Tiffany Court at this time. The program has worked well,
and we have started the process with other Tigard properties.
OTHER ALTERNATIVES CONSIDERED
None.
VISION TASK FORCE GOAL AND ACTION COXMTTEE STRATEGY
This program is part of the Public Safety section of the Visioning "Tigard Beyond Tomorrow" goal #l: to
effectively enhance public safety and emergency services.
FISCAL NOTES
None.
i.,kityvMe\sum.dot
AGENDA ITEM # 5
FOR AGENDA OF February 16, 1999
ISSUE/AGENDA TITLE
CITY OF TIGARD, OREGON
COUNCIL AGENDA TEEM SUMMARY
PREPARED BY: Laurie Nicholson DEPT HEAD OK A=L=- CITY MGR OK
ISSUE BEFORE THE COUNCIL
City Council needs to give staff direction on what fee to charge annexation applicants. Our processing cost is
$1,110. City cost includes staff time for processing annexation applications. Metro will now charge a processing
fee of $450 per annexation application which will be in addition to our local costs. Total cost is $1,640.
STAFF RECOMMENDATION
Staff recommends that local fees no longer be waived to cover the cost processing annexation applications.
Metro will charge $450 per annexation application for processing. Staff recommends that Council establish an
annexation fee of $1650.
INFORMATION SUMMARY
The City will basically rely on local, state, and Metro requirements for processing annexations and the new
development code states that annexations will address Metro and state annexation criteria in addition to local
code requirements. Under the new code, all annexations will require a City Council public hearing before the
annexation and zone change is adopted by ordinance. Under the new code, the annexation and zone change
occurs simultaneously. After City Council passes an annexation ordinance, the ordinance and all relevant
annexation application information will be sent to Metro. The City will send the final order to the utilities and
Metro will send the final order to the Department of Revenue, Secretary of State, County Elections, and the
County Assessor's office.
Staff appeared before City Council in December 1998 to get direction on annexation fees. At that time, Metro
had not adopted the ordinance governing annexations for the Metro area and City Council also wanted to review
annexation issues during its goal setting process.
Staff has waited to inform City Council about the new annexation process because Metro has been in the
process of developing and adopting an ordinance that addresses the annexation process in the Portland Metro
area. Because the Boundary Commission was dissolved after December, Metro had to adopt the annexation
ordinance by January. Although they have adopted an annexation ordinance, Metro is already planning to
revise this ordinance.
It
V
Metro has made the policy decision to charge a fee to provide maps and to send the decision notices to the
Department of Revenue, office of the Secretary of State, County Elections office, and the County assessor's
office. Metro will charge local jurisdictions a start up fee of $200.00 and will charge; a fee of $450.00 per
annexation application. The $200.00 fee will cover the cost of Metro's initial provision of maps showing local
jurisdictional boundaries. The $450.00 annexation-processing fee will also cover start up costs and costs of
providing services. Concerns have been raised by Tigard staff as well as staff from other jurisdictions regarding
this fee. Most of the annexations are single lois with existing homes and $450.00 seems to be a high fee. In
response to these concerns, Metro officials said that they will reevaluate this fee.
Metro has also made the option available of processing entire annexations for a fee of $2,000 per annexation. This
specific program is entirely optional and city staff does not see the need to use this program.
Staff will present to City Council at the meeting an outline of how the goal regarding annexation will be met.
OTHER ALTERNATIVES CONSIDERED
If the council does not want to pass the fee onto applicants, the City will cover the costs of local staff time and
pay the Metro annexation application fee.
VISION TASK FORCE GOAL AND ACTION COMN TTEE STRAthuy
Growth & Growth Management Goal 2, Strategy 1, 2,3 & 4
FISCAL NOTES
1. The City will have to pay $200.00 start-up costs.
2. If the Council chooses to waive the all fees, the City will cover local staff costs of $1,160 per annexation
and will pay $450.00 per annexation application to Metro.
iNon6 range planninglawie\annexation\feb.16 mmmmy shect.doc
MEMORANDUM
CITY OF TIGARD
TO: Honorable Mayor and City Council
FROM: William A. Monahan, City Managerk'
DATE: February 12, 1999
SUBJECT: Council Goal Setting - 1999
On January 19, 1999 I distributed a draft of Council goals. To date, comments from
Council have been quite positive. I have incorporated changes suggested by Councilor
Patton into the latest draft. Attached is a copy of Councilor Patton's suggestions, as
well as a new goal list.
City staff members continue to work on suggested timelines for addressing the goals.
More work remains. All departments have been busy preparing budget requests and
working on projects, which has delayed completion of the work programs for these
goals.
I hope to provide you with greater detail in a few weeks on how staff proposes the
goals be addressed. In the meantime, please be assured that staff is moving ahead to
carry out the goals, using the draft goal explanations as a guide.
WAM\jh
attachment
\\TIG333\USR\DEPTSW DM\BILL\021299.10. DOC. RTF
Goal No. 1: Complete the City's transportation improvement program
development.
Staff Responsible: City Engineer Gus Duenas
The goal is a follow up to the effort that has been underway for the past couple of years. Engineering
has been working with our consultant D.K.S. A draft plan will be discussed with the City Council and
Planning Commission in January.
During the Council goal setting session, several discussion points were mentioned which must be
considered as we address completing work on the goal. Key discussion points are:
We must focus on 99W. We need to determine ways to get 99W improvements back on ODOT
and Metro's priority lists. The staff and Council should work with our transportation
delegation (primarily Max Williams), ODOT, and Metro to keep the 99W program moving.
The City needs to understand what it can do to alleviate traffic on 99W.
Identify and prioritize a list of transportation improvement projects. Funding sources for the
design and construction of the improvements is needed. A package of projects should be
developed for a 1999-2000 bond measure.
Evaluate methods to improve safety of roadways. Consider greater use of reflectors for
visibility particularly roads such as Walnut and Gaarde where unincorporated areas (or recently
incorporated areas) have developed without improvements. Develop a program based on the
study results.
Develop a comprehensive traffic-calming program taking into consideration other methods
besides traffic bumps.
A street lighting program to improve lighting throughout the City should be established.
Intersections and roadways with inadequate street lighting should be analyzed.
Pedestrian and bike paths, which are part of the City transportation network, require attention
so that connections are planned for and constructed.
Encourage and support development of commuter rail service to serve Tigard and the
surrounding area.
Memo to Council - Council Goals - 1999
Page 3
Goal No. 2• Participate in a study of a recreation district, and, upon completion of
the study, determine the (City's level of support,
Staff Responsible: Public Works Director, Ed Wegner
Over the past two years, the City has worked with the Tigard Soccer Club and Little League and now
the Atfalati Recreation District to explore community interest to form a multi-purpose district in the
City. The Atfalati group is now preparing a list of individuals to be invited to participate in a task
force to examine the feasibility of creating a District with authority to tax.
The City has expressed interest in exploring the concept. Concern has been expressed regarding the
control of City revenue and resources, which could be transferred or pledged to a District.
Elements of this goal include:
Assistance to Atfalati Recreation District to evaluate the interest in the community for
formation of a recreation district.
Provide staff input and assistance so that the evaluation of interest can be completed on time so
that, if warranted by the level of community interest, Atfalati can meet timelines to place a
funding measure on the November 2000 ballot.
Evaluation of the cost of programs and capital facilities, the boundaries of a proposed district,
options for levels of service, and a potential tax rate.
The district formation discussion must include a balance of recreational opportunities, which
are focused on athletic as well as non-athletic activities for all age groups.
Consideration of the need for a youth/activity center should be included in the study.
Memo to Council - Council Goals - 1999
Page 4
Goal No. 3: Assist the Tigard Central Business District Association to develop
plan for the downtown,
Staff Responsible: Community Development Director Jim Hendryx and City Manager Bill Monahan
Over the past year, City staff and Council provided input as requested as the property owners, business
people, and interested citizens have taken the initial step to develop a revitalization plan for the central
business district. In fact, the City has emphasized "communication with merchants and the
community" more than acting "as the lead agency" during the past year. A course of action, as called
for in the 1998 Council goals, has not been developed to date.
The work of 1998 has been productive, however, as a new committee has been formed (Tigard Central
Business District Association) which has evaluated the important task of defining their work and
developing a strategic plan. It is now appropriate for the City Council and staff to meet with the group
and determine how together we can proceed to d--velop a course of action..
Elements of the goal include:
Meeting with the TCBDA at a Council meeting in early 1999 to discuss the Association's
direction and determine whether it is time for the City to take a more active role.
Evaluating the possibility of making available to the Association resources available through
the City's participation as a member city of the National League of Cities.
Determining whether funding should be made available in either or both, the fiscal year 1998-
1999 or 1999-2000 City budget to fund consultants, programs, studies, capital improvements,
or other suggestions generated by the Association or City.
Complete a strategic plan or other direction that can be adopted as the Association's and City's
course of action.
Evaluate and adopt design standards and other zoning tools for the central business district.
Memo to Council - Council Goals -1999
Page 5
Goal No 4• Complete the City master plan for parks.
Staff Responsible: Community Development Director Jim Hendryx and Public Works Director Ed
Wegner. In addition, City Engineer Gus Duenas is involved in the Summerlake management
plan development and implementation.
During 1998 the consultant team MIG, Inc. developed a draft park master plan. The plan has been
presented to an advisory committee, the CIT, Planning Commission, and City Council.
Recommendations on priority improvements to existing facilities, maintenance and management of
parks, acquisition of land, and recreation program development are all included in the plan.
The draft needs to be finalized and decisions made how the City will move ahead toward carrying out
this aggressive plan for park facilities and recreation programming to meet our year 2010 expected
demand.
To complete the planning effort, the City must do the following:
Work with MIG, Inc. to finalize the plan and publish the results.
Develop a capital improvement program to carry out recommendations in 1999 and as needed
through 2010.
Define the role and features of each park within the City system. Depending on the designation
of each park (community park, neighborhood park) a plan for advertising the availability of the
park and the facilities available must be developed.
Design and install signage directing the public to access points into the park.
Continue to carry out specific elements of the Cook Park Master plan. Those elements that
have been committed to in the fiscal year 1998-1999 budget should be continued in 1999.
Capital improvements planned in the Cook Park Master Plan, exclusive of the athletic fields,
should be constructed by the end of 2000. Athletic field construction, although part of the
capital improvement program of 1999 and 2000, likely will not be completed by the end of
2000.
The Summerlake management plan options will be reviewed with the City Council. The option
selected by Council in 1998 led to certain expenditures that now require review in light of new
information. That review will take place early in 1999 so that staff may prepare a budget for
1999.
The alternative of dredging Summerlake will be considered along with the 1998 option and
recent information gained from government regulatory agencies.
Identify potential funding sources to carry out park improvements.
Memo to Council - Council Goals - 1999
Page 6
Goal No 5• Determine the 0 's long-term wager supply..
Staff Responsible: Public Works Director Ed Wegner, City Manager Bill Monahan
In December 1998, the City received the proposals for delivery of water to Tigard and the service area
of its water system. Both the Portland and Willamette River options are now being evaluated. A
public information and involvement process will be undertaken throughout the initial months of 1999
with a target of April 1999 for a Council decision. The Council will select which long-term water
option to pursue and set in motion the funding of the capital improvements needed to deliver the water.
To achieve the goal, the following will occur:
Staff will present the options to Council following a detailed evaluation of the submittals.
Clarification of the two reports will be sought from the authors.
Community input will be solicited throughout early 1999.
Information on the two proposals will be disseminated to the public through mailings, news
releases, public meetings, etc.
IWB members will be involved throughout the process.
Council will make a decision as early as April 1999, on the direction chosen for the City's
long-term water supply.
Contracts will be developed with the agency selected as Tigard's partner to deliver water.
Multiple contracts may be necessary given the number of potential parties to an agreement.
Capital improvement funds will be allocated and implementation of the construction of either
pipelines or a treatment plant, or both, will begin.
If the Willamette River option is chosen, amendments to existing agreements with IWB
members will be required and steps must be taken to issue revenue bonds.
Memo to Council - Council Goals - 1999
Page 7
_Go 1 No 6• Establish an annexation policy for the City
Staff Responsible: Community Development Director Jim Hendryx.
The City has three large unincorporated areas within its growth boundaries that logically could become
part of the City in the near future. Each area, as well as scattered individual unincorporated parcels of
land or clusters of land, has unique development patterns, service needs, and infrastructure limitations
that ultimately are best addressed by the City. The decision of whether the City should allow
annexations to occur gradually as property owners choose to use City services must be addressed. The
City may determine that certain unincorporated areas should be brought in through initiation of the
city.
To establish the City's annexation policy, the Council and staff must:
1. Study the issues related to the annexation potential of the unincorporated areas.
2. Develop a policy for handling annexation requests and City initiation of annexation.
Consider the process by which the City will process annexations in 1999, once the
Boundary Commission is no longer the agency responsible for annexation decisions.
4. Develop a plan for the three large areas (Walnut Island, Bull Mountain, Metzger).
5. Determine logical dividing lines to integrate areas by priority for annexation.
6. Perform some level of cost/revenue analysis for the areas to determine the pros and cons
of annexation.
7. Establish a prioritization of annexation by area and carry out the annexation policy over
an established schedule
Update capital facility improvement plans, taking into consideration the need for
introducing new road, storm drainage, sanitary sewer, street lighting, and park facilities
into the unincorporated areas.
Memo to Council - Council Goals -1999
Page 8
Goal No. 7: Encourage and su$not private sector urograms to r habilitate
housing which will be offered for rent at affordable rents resulting in a safer
environment for the tenants.
Staff Responsible: City Manager Bill Monahan
The Community Partners for Affordable Housing (CPAH) successfully acquired and rehabilitated the
Villa La Paz apartments in the City. The City has provided CPAH with a tax break in support of their
efforts to deliver affordable housing in the community.
The City Council wishes to support other efforts by non-goverrunent agencies and private investors to
upgrade housing for lower income tenants, to develop new affordable housing opportunities, to reduce
the number of police call outs to address criminal activity at multi family housing complexes, and to
reduce threats to fire and life safety in older multi family housing.
Over the past year, a City initiated task force has developed a draft community housing code. P ill
likely be adopted in early 1999 resulting in implementation of a code enforcement program begriming
immediately upon adoption.
To encourage and support private sector programs, the City can:
Consider, through the budget process, setting aside seed money to encourage CPAH or a
similar organization to undertake another housing rehabilitation project similar to Villa La Paz
to improve the City's stock of affordable housing.
Identify housing providers such as CPAH and encourage their participation in Tigard.
Utilize the Police Department to identify those housing complexes where the level of criminal
activity has reached a point that the Chief of Police advocates corrective action.
Identify corrective actions that the City Police can engage in to prompt property owners and
management to address concerns for the safety of the tenants.
Adopt a community housing code and carry out the community housing code provisions.
Memo to Council - Council Goals - 1999
Page 9
Goal No 8• Determine the level of Ci support for a program of community
events,
Staff Responsible: City Manager Bill Monahan, Administrative Staff
Tigard's support and involvement in community events varies from event to event. In some cases it is
expected that the City is the lead agency (holiday tree lighting) while in others, the City provides
funding and staff support (Festival of Balloons). In other cases, the City provides funding and limited
staffing (Fourth of July Celebration and Country Daze). Recently, the line between City involvement,
funding, and sponsorship has blurred. In fact, when an event is staged, event organizers often request
assistance at the last moment that places the City in awkward situations.
As community events grow, a need for a City policy on support of events has been identified. The
City's visioning process identified an interest in more community events although the vision
participants were sensitive to the level of City effort and financial support that could be involved.
Some would argue that a community event scheduled for each month would help the City create an
identity, connect better with the citizens, and celebrate the efforts of our citizens who put on these
events. Before seeking additional events, the Council suggested that the City evaluate the level of City
support available for and suitable for community events.
To complete the goal, the City can:
Evaluate the present community events and determine if the City's role and financial
involvement in each event is appropriate.
Determine if the City should increase its involvement in events such as Country Daze and the
Balloon Festival or continue to play a supporting role.
Determine if the level of financial and staff support to community events should be established
at a fixed level.
Evaluate the current process through which new community events are identified and brought
to the City for consideration of financial and/or staff support.
Determine if the City should sponsor at least three music-in-the-park productions at Cook Park
and/or Summerlake Park as an ongoing summer event.
Memo to Council - Council Goals -1999
Page 10
GoaNo. • Promote Intra- ity Tri Met bud routes.
Staff Responsible: Community Development Director Jim Hendryx
During 1998, the City provided input to Tri Met requesting the addition of more intra city bus routes.
While Tri Met has service within Tigard, there is no loop system where a bus route circulates
throughout the city taking bus riders from residence to work to shopping and home. The system
servicing Tigard residents primarily serves riders seeking transit service to Portland.
Tigard's suggested new routes that Tri Met has received and incorporated into a system-wide study.
Now the City needs to apply consistent pressure to convince Tri Met to develop the City routes.
To complete the goal, the City can:
Update the 1997 Tri Met analysis of payroll taxes generated in Tigard compared to service
received.
Evaluate the Tri Met generated figures and consider having an independent analysis to
determine if Tigard is receiving a fair share of bus service.
Arrange for meetings with Tri Met staff and board members to advocate for development of
Tigard's proposed intra city routes.
Conduct a community survey to assess need and support for new intra city bus routes.
Consider whether additional intra city routes are needed.
Contact legislators, county commissioners and others to educate them on the need to support
our efforts to convince Tri Met to develop the intra city routes.
Disseminate information to the public, local businesses, and transit users, requesting input to
Tri Met supporting the routes.
Evaluate whether a City supported shuttle service should be offered if Tri Met is unwilling to
provide intra city service which will address Tigard's needs. If a City-supported shuttle is
proposed, designation of a sufficient level of financing for start-up and operation is necessary.
The emphasis on providing the intra city service should be directed at connecting people to the
downtown shopping opportunities, services, and employment. While existing routes achieve
this some degree, the existing routes do
should be offered Road and the portion of Durham Road between
which travel along Bonita o
Hall Blvd. and Pacific Highway, for example.
Memo to Council - Council Goals - 1999
Page 11
Tasks
The City Council also identified three tasks to be undertaken in 1999. A task as defined in 1998 is a
specific activity that is part of a department's assigned responsibilities; part of a department or
individual's work program.
The three tasks identified are:
Support development of the Washington Square Town Center Plan.
This project is underway within the Long Range Planning section of Community
Development.
Continue to improve communication within the Council.
In June 1998, Council reviewed the Council procedures and suggested changes (adopted
in August). Among the changes is inclusion of an annual review of the ground rules.
Council will hold a workshop session to discuss the ground rules and how Council
communications can be improved.
Expand the use of the City's web page.
In 1998, the City staff, through a multi department cooperative effort, developed the
City web page. As of December 24, 1998, the site has been visited in excess of 16,000
times. Council recognizes the successful effort of staff and has offered to provide
resources to further improve the web site. The staff committee will be encouraged to
generate ideas to expand the use of the web page as an informational source and to
solicit feedback. The use of the web page as an interactive involvement tool will be
explored.
I: adm/cathy/counci I/goalmemo.doc
Memo to Council - Council Goals - 1999
Page 12
AGENDA ITEM #
FOR AGENDA OF February 16 1999
CITY OF TIGARD, OREGON
COUNCIL AGENDA ITEM SUMMARY
ISSUE/AGENDA TITLE Summer Lake Water Ouality Recommendations
PREPARED BY: A P Duenas/Ed Wegner DEPT HEAD OK CITY MGR OK
ISSUE BEFORE THE COUNCIL
Briefing on staff recommendations for Summer Lake improvements, and opportunity for further discussions on
additional measures that may be feasible for implementation.
STAFF RECOMMENDATION
Staff recommends the following:
• Installation of bottom barriers
• Harvesting of weeds two to three times each year
• Reduction in nutrient loading into Summer Lake
• Planting of trees to provide some shading
• Further discussion on what other alternatives may be feasible to improve conditions at Summer Lake
INFORMATION SUMMARY
The Lake Management Plan prepared by KCM for Summer Lake, with participation by staff and a citizen
advisory committee, included three elements: harvesting of the weeds, installation of bottom barriers at
selected locations, and alum treatment. The weed removal is to improve the appearance of the lake. The purpose
of the barriers is to prevent weed growth in shallow areas of the lake out of the reach of the weed-cutting
machine and are typically burlap mats held in place by sandbags. Installation is labor intensive and might be
best accomplished by a volunteer group supervised by City staff, or the City's consultant. The alum treatment
is to clarify the water and reduce the phosphorus content in the water by coagulating and settling the phosphorus
to the lake bottom. The completed plan was submitted to and approved by Council on April 21, 1998 with
direction to staff to implement the plan. The first step was to cut the weeds. Although the plan recommended
purchase of an aquatic harvester, Council's preference was to contract the initial cutting and assess the results
afterwards.
Public Works contracted with a firm from Coos Bay and two cuttings were conducted over the summer months.
The next steps in the plan are alum treatment and the installation of bottom barriers. The consultant requested
DEQ to determine the permitting requirements for the alum treatment. The response from DEQ discouraged
implementation of the alum treatment, pointed out that the estimated application fee is $7,500, and basically
indicated that the application would not be approved.
At this point, there is a need to review how improvements to Summer T ake fit into the larger picture of
Summerlake Park. MIG, inc., the City's Park Master Plan consultant, conducted a Community Workshop on
December 17, 1998 to involve community members in resolving issues related to the water quality of Suir.mer
Lake, and to discuss needed changes in Summerlake Park. The results of the workshop will be a topic of
discussion during this meeting. Further discussions are needed to resolve conflicting interests regarding
Summer Lake and Summerlake Park.
Pending any decisions for further improvements that may result from the on-going discussions, the staff
recommends that the annual harvesting of the weeds, and the placement of the bottom barriers are the actions
that should be taken at this time. Staff does not recommend proceeding with the alum treatment. DEQ has all
but stated that they would disapprove any application. In addition, dredging does not appear to be a viable
option. The regulatory climate has changed substantially over the past two yews. Fish passage and water
temperature are now major issues in any application for improvements. Instream ponds are no longer allowed,
and even off-line ponds are frowned upon. The consultant's opinion is Lhat it would have to be dredged to at
least 16 feet in depth for the weeds to remain out of sight. Dredging would create an even bigger problem with
stagnant water and most likely would not be approved by the regulatory agencies. In addition, it does not solve
the algae problem. Commonwealth pond was dredged about two years ago, and was almost immediately
covered with algae after the dredging was completed. Furthermore, disposal of the dredged material would face
regulatory hurdles of its own. The questionable results and additional problems it causes do not seem to justify
the high cost of dredging (approximately $100,000 to $150,000).
The rest of the Summer Lake Management Plan recommendations should be followed. Nutrient loading must be
reduced, which means reduction of waterfowl and nutria population around the Summer Lake area. The Plan
does recommend several ways to accomplish this. Planting of trees to provide some limited shading should
likewise be pursued as part of the overall improvements.
OTHER ALTERNATIVES CONSIDERED
Pursue alum treatment by submitting an application to DEQ.
VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY
N/A
FISCAL NOTES
The weed harvesting is funded from the Public Works Operations budget. The placement of bottom barriers and
alum treatment are not funded at this time. The weed harvesting is funded from the Public Works Operations
budget. Each weed cutting operation costs approximately $$7,000. The placement of bottom barriers and the
alum treatment are not funded at this time. The estimated cost for the bottom barriers is an initial cost of $8,000,
and an overall cost of $14,000 over a 5-year period. The estimated cost of the alum treatment is $10,000 initial
cost, and a total cost of $20,000 over a 5-year period
l:\Citywide\Sum\Sununcr Lake Water Quality Reconmtcndationt
oI a)-vi b~q- ,Y
rW&4- k 3a.n -
-F7 kwo-
STATEMENT OF FRIENDS OF SUMMER LADE
to the City Council of Tigard
February 16, 1999
I am Howard Banta, representing FRIENDS OF SUMMER LAKE as its President. We are an association
interested in the future management of the Summer Lake and, to the extent it affects the lake, the
management of the park.
The Summer Lake Management Situation.
It is important to Tigard's citizens and their leaders to understand what is happening and what has
happened to the 6.5-acre pond that is the prime attraction at Summer Lake Park. The near-term
management problems with Summer Lake stem from weed growth in summer. In all but the hot, dry
months of the year (June to October), the weeds in Summer Lake are not a public nuisance or a significant
management problem. But in those months, unsightly mats of blue-green algae and the stems of water
milfoil float on Summer Lake. Their growth is promoted by the energy of summer sunlight. When the dry
part of the season begins, the effect is manifested more powerfully because the stagnating lakewater no
longer is agitated and suspended sediments begin to settle to the bottom. This clears the water and allows
even more heat and sunlight to reach the bottom-rooted mitfoil. Erosion of high phosphorus soils upstream
also contributes to the fertilization of these weeds.
Upstream of Summer Lake are Summer Creek and its tributary, Teal Creek. They are smaller and
shallower toward their heads, making it easy for waters to be heated by the surnmer sun. With much stream
bank vegetative shading long since removed, the headwater areas deliver increasingly warmer waters to the
lake. Typically, by mid- to late-July, when water no longer spills over its dam, maximum temperatures are
reached in Summer Lake. Until the lake "turns over" [cool, dense water sinks and displaces warm, lighter
water] with the fall rains, the dam traps the summer-heated water, keeping downstream waters cooler than
if there were no darn. The dam has created and is protecting cooler-water rearing areas for the betterment
of habitat of anadromous fish fingerlings and trout. After the "turn over," the warm lakewater becomes
diluted with cooler rain. Soon thereafter, the dam begins spilling water without significantly raising the
ambient temperature for fish. During suunmer, the dam also acts as a trap for phosphorus in solution.
Throughout the year, Summer Lake acts as a catch basin for sediment that is unwanted in the lower reaches
of Fanno Creek and in the Tualatin River.
Much has been made about poor water quality in Summer Creek. In that connection it is worth noting that
the Unified Sewerage Agency (USA) water sampling collection point for Summer Creek is at 1351h Ave., a
location one-fourth (0.25) mile upstream from and about 6 feet higher than Summer Lake. That is the
point where Summer Creek is listed as not meeting water quality standards pursuant to Section 303(d) of
the Clean Water Act. It is the point where in the dry season, when stream flow is at its lowest, the DEQ
reports state that standards for fecal coliform bacteria, dissolved oxygen and water temperatures are being
exceeded. As to water temperatures, it should not be surprising that standards are not being met in a stream
so small, so slow-moving (the drop is about 6 inches per 100 feet there) and so unprotected from summer
sun at that point. It leaves one to question whether it is realistic to think that the creek above Summer Lake
can ever again be brought into compliance with a 64 degree water standard (annual average for cool-water
fish rearing}-if , as seems doubtful, that part of the creel: has ever met such a standard. Furthermore, there
are above Summer Lake dam only 1.5 miles of stream available for fish rearing. Upstream of that, the
creek gets too steep for fish passage. Given these limiting conditions, one must consider whether draconian
measures, such as destroying Summer Lake by pulling out the dam, can do anything meaningful to make
the stream above the lake suitable for cool-water fish rearing. As to dissolved oxygen levels being below
standards in the May-October period, that can be accounted for by the lack of aeration in a small, slow-
moving, sun-warmed creek. It is mostly a natural condition at such a high point in the watershed and
cannot be overcome by any reasonable measures. The fecal colifoim bacteria likely stem from Teal
Creek-emanating from ducks and geese on the pond at Murray Hill.
Seen in the light of these facts, Summer Lake is more a benefit to water quality in Fanno Creek and the
.Tualatin River than a detriment. It is also a prime recreation site for the people of Tigard. But the benefits
to downstream water quality are earned at a cost to Summer Lake itself. It means that weeds grow in the
summer months, the same period when public use of the park is highest and the unsightliness is most
objectionable. Also, the lake became much shallower as it trapped sediment coming from development
over the last 20 years.
Comments on Staff water quality recommendations
Reduce nutrient loading. The Staff recommends "reduction in nutrient loading into Summer Lake," but
provides little about how this might be carried out. Maybe it's because there is little that can be done by
the City working alone. Why is this so? Because most of the nutrients are the result of soil erosion
happening outside the City boundary. Nutrient loading from bird and animal feces is insignificant
compared to the high amounts of phosphorus being brought into Summer Lake from development at the
head of Summer Creek. Phosphorus and suspended sediments are being carried downstream from the
recent filling and grading of the old Cobb Rock pit alongside Barrows Road; from the residential
developments near the new Albertson store across the road from the pit; from the development of parts of
Bull Mountain Meadows; and now, from the ongoing construction of a new Beaverton elementary school
and homes in the Sterling Park development. After a recent rainstorm, sources of muddy water, on both the
mainstem of Summer Creek and its Teal Creek tributary were traced. All of the culverts and streams
coming off the Sterling Park area were running brown water into Summer Creek. Teal Creek, probably
once a major contributor when Cooper Mountain homes were being built, no longer is a significant source
of nutrients and sediment. The homes are built and erosion controlled. The pond at Murray Hill is catching
whatever sediments are still traveling down Teal Creek.
Harvest weeds and bottom barriers. We strongly concur in the Staff recommendations calling for
"harvesting the weeds two or three tunes a year" and "installation of bottom barriers." These will help
Summer Lake Park continue to be a pleasant experience for the thousands who use the park in summer.
For the foreseeable future, it is the most environmentally acceptable and least costly method of dealing with
the stems of water milfoil that reach the surface and spread across the lake. Harvesting weeds also has the
benefit of eliminating the phosphorus they contain. Until they were cut and hauled out recently, their
phosphorus content was being recycled to be used again and again as the plants died back at summer's and.
Dealing with blue-green algae is another matter. Bottom barriers will do nothing to prevent the growth of
algae mats, because they are not dependent on rooting in the lake bottom. The Coos Bay harvester cannot
float in most of the shallow areas where the algae mats tend to concentrate. A smaller harvester, drawing
less water, would do a better job. With a skimmer device attached to the harvester'sickle-bar supports, the
mats could be loaded directly onto the pickup belt of the harvester, rather than being picked up by hand
from a rowboat.
No Alum treatment. We are disappointed that DEQ and Staff are opposed to alum treatment because it
has high potential to reduce the amount of phosphorus available for the growth of algae and milfoil. over
time alum could greatly cut the costs of weed harvesting. The Staff report provides nothing about the facts
and science that DEQ is employing when they "all but stated they would disapprove any application" for
alum treatment. Alum is widely used as a coagulant in drinking water, to remove sediment and organic
material. But there is a potential problem with any soft water, such as in Summer Lake. It must be
buffered to keep pH levels above 6. In its report, Staff does not say whether DEQ is afraid the City won't
or can't maintain pH levels high enough to avoid endang°iing downstream fish. If the lakewater becomes
too acid, the KCM report says toxic, soluble aluminum products form. Also, high acidity can coagulate the
albumin in fish gills, killing them for lack of oxygen. Any DEQ permit would almost certainly be
conditioned on assuring that the pH is kept at the proper levels by buffering agents. If fears about buffering
against acid formation are the only.concems DEQ has, the permit should be approved. It has been done
successfully elsewhere, as the KCM report shows. If disapproval stems from a strategy of eventually
forcing the City to abandon Summer Lake, that should be strongly appealed.
-Plant trees. We endorse any reasonable and cost-effective tree planting where it will shade "*ze banks of
Summer Creek upstream of Summer Lake and help cool the water cumung into the lake.
The dredging option. The Staff report states as follows: "dredging does not appear to be viable option.
The regulatory climate has changed substantially over the past two years. Fish passage and water
temperature are now major issues. Instream ponds are no longer allowed, and even off-line ponds are
frowned upon" say the Staff
Be that as it may, facts and science ought to dictate what happens, not preconceptions about the difficulty
of dealing with environmental objections. An impoundment at that site has been in existence for more that
40 years and .for more than 20 years in its present configuration. Despite the "frowns" of people who want
to return the stream to a "natural" condition-something that is almost certaLdy impossible at a reasonable
cost we believe it is economically and environmentally feasible to keep Summer Lake as a recreation
impoundment at an average depth of 6 feet. once the problems created by upstream development have
abated-after there are no more large areas in the watershed to build upon-it should be much less costly
to maintain the lake.
For the last 20 years, Summer Lake has protected over a mile of the lowest reaches of Summer Creek and
3.3 miles of the lowest reaches of Fanno Creek from silty sediment and, in surmmer, from waters too warm
for cool-water fish rearing. The City needs to plan now for the time when it becomes full of sediment. If
dredging is not done, the lake will become a mosquito and brush-filled swamp, unsightly and useless for
recreation purposes. The Council should set a course, through its Master Plan for Summer Lake Park that
preserves, protects, and enhances Summer Lake for the recreation gem it already is. Dredging must be
preserved as a management option. We are satisfied it can be done in an environmentally safe manner
during the dry season, when water levels are low and downstream effects are insignificant. With modem
technology (a floating auger dredge, pumping the silt to a holding basin to allow it to dry enough for truck
haulage) it can be done with little or no damage to the environment. With its high content of organic matter
and phosphorus, the dredged material may well be suitable for blending with sand to make a good soil
amendment.
From the Staff report and the results of the recent community workshop, it seems apparent to us that there
are powerful people who think Summer Lake should be destroyed and Summer Creek restored to what it
was more than 50 years ago. But that is probably impossible and would not produce the benefits its
advocates claim. Taking out the dam can never be the one thing that will save the Upper Willamette
steelhead from extinction. As already pointed out, Summer Creek above the dam has little to offer for
steelhead spawning and reaming. Removing it would require draining the lake first, then grading out a new
stream bed and banks using heavy equipment, followed by installation of erosion control devices such as
rock or gabions and finally, revegetation of 6 acres of raw land thus created. A pond that is enjoyed by
thousands every year would be traded off for benefits of dubious value, at a cost approaching, if not
exceeding the cost of dredging.
The fate of Summer Lake is in your hands-for the recreation benefits it has brought to this city and for the
habitat it helps provide for cool-water fish rearing, it deserves your protection and enhancement. Before
taking actions that would set a course toward eventual destruction of Summer Lake, we urge you and Staff
to give careful consideration to this statement. Please, also, see our Summer Lake Park Master plan
workshop comments regarding what we think the character of Summer Lake Park ought to be.
January 26, 1999
~1►=~
Re: Tigard City Council Meeting on Summerlake Park
Thank you for attending the December 17, 1998 Community Workshop pertainmg to the
Summerlake Park. The discussion led by MIG, Inc., our Master Planning Consultants, was
very interesting and covered many issues.
At the close of the December 17 meeting, I promised to provide you with notice of the City
Council's next discussion of Summerlake Park. That meeting has now been set for Tuesday,
February 16, 1999. This is a Workshop Meeting which will begin at 6:30 p.m. At this time
the agenda for the meeting has not been set. If you plan on attending the meeting and would
like to get a better estimate of the time when this topic will be discussed, please contact Cathy
Wheatley of my office at 639-4171, Ext. 309. Around February 10, Cathy should have a
better idea of the agenda schedule.
Enclosed for your information is a report, on-the Co unity Workshop prepared by MIG, Inc.
This document will be discussed Ln February 1u6~as well as a recommendation on the
Summerlake water quality management strategy. The recommendation will be prepared by Ed
Wegner of Public Works and Gus Duenas of Engineering. I expect that report will be
available by February 9, 1999. If you would like to preview the recommendation, please
contact Cathy Wheatley.
I hope you can attend the Council Workshop on February 16.
Sincerely,
William A. Monahan
City Manager
WAM\jh
attachment
\\TIG333\USR%DSPTSW DM\6I LL\012699.1. DOC
Gus Duenas
Duane Roberts
Cathy Wheatley
Ed Wegner 4.
13125 SW Hall Blvd., Tigard, OR 97223 (503) 639-4171 TDD (503) 684-2772
MEMORANDUM
CITY OF TIGARD
TO:
FROM:
Gus Duenas, Ed Wegner
Bill Monahan
DATE:
February 3, 1999
SUBJECT: Howard Banta Comments
A-aached is a copy of the comment sheet from the December 17, 1998 community
workshop on Summerlake prepared by Howard Banta. I expect that this will be part of
Howard's comments in a presentation at the workshop meeting of February 16. Please
review the information so that you are not surprised by his comments.
Thank you for your assistance.
WAM\jh
c: Cathy Wheatley
\\TIG333\USR\DEPTSW DM\BILU020399.2.DOC.RTF
City of f Tigard
Summerlake Park
COMMUNITY WORKSHOP
December 17, 1998
Comment Sheet
Park Character and Function
Dg670MAI&- '7 R I-A kL'
What do you believe the character of Summerlake Park should be?
S~ e Q fya da ~1
2. What additional recreational and open space needs could be met at Summerlake Park ?
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Management of Summer Lake
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3. Which management strategies do you support to improve Summer Lake's water quality?
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4. Do you have any othgr comments or questions? (Please use rgverse side if necessary.) 7A 5C~~
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What do you believe the "character" of Summeriake Park should be?
Foremost, all management should center on protecting and enhancing the beauty of its principal asset-the
lake. Without it, the park would be no more than ordinary. With the lake, it is unequaled anywhere in
Tigard or for many codes around. Tigard Beyond Tomorrow, the city's visioning reports, states that "views
and scenery" are among the highest values of its citizens-ahead even of "parks and recreation".
Anything done that detracts from enjoyment of the lake should not be done or allowed For example,
placing vegetative barriers in ways that will hide nearly all views of the lake-an event certain if recent
plantings are allowed to attain height-will do nothing but frustrate the public and incur resentment toward
those who planned and carried it out. Obviously, maintaining the park's lake views should be a long-term
objective. This is so because expanses of water give a sense of openness greater than actual. In the sense
of open space and naturalness they provide, the lake's six acres of water are easily equal to a forest area
twice that size.
With thoughtful management, the lake need not be sacrificed in what would be a vain attempt at meeting
the needs of clean water for endangered species. Permanently draining the lake, as some advocate, would
not be ensure the preservation of the Upper Willamette steelhead or the improvement of water quality
downstream. In fact, the lake's existence, high in the watershed of Fanno Creek, actually helps reach those
worthwhile objectives by being a catch-basin for over-warm water in summer and a place to settle out
sediments the rest of the year (see #3 below).
Management should continue to be aimed at providing enjoyment and environmental education oppor-
tunities to all generations and to the disabled. The park should continue to be a strong attraction for its
neighbors, especially for the many apartment dwellers nearby who have no yards of their own in which to
relax, exercise, or just enjoy the views that water-based recreation provides. It should continue to be g
place with woods for bird watching, with paths for walking and ruining-and open spaces for sitting
beside the lake and enjoying its beauty. Existing opportunities to see and photograph wild otter, beaver,
migratory waterfowl, herons, egrets, kingfisher and woodland birds-most of which rely on the lake for
habitat-should continue. Children and even a few adults already enjoy fishing for warm-water species, an
activity that could be easily enhanced with a fish-stocking program. Various kinds of boating (canoes,
kayaks, rubber rags, etc.) are a source of continuing enjoyment for children and active adults-again, it is
unique water-based recreation. The variety of recreational opportunity in the park offers much to help
educate children and adults about animals and birds. The basketball and tennis courts continue to provide
exercise for children and adults, while the small children enjoy the multi-age play equipment.
3. What management strategies do you support to improve Summer Lake's water qualityT
In all but the hot, dry months of the year (June to October), weed growth in Summer Lake is not a public
nuisance or a significant management problem. But in those months, unsightly mats of blue-green algae
and the stems of water milfoil float on Summer Lake. Their growth is enhanced b the ellne rg n cmmer
sunlight. When the dry part of the scwon begins; the affect is manifcetcd more Ibthe
is
reach begin to settle pto the bottom.
stagnating lake water no longer is agitated and suspended to sediments
lants Growth of the
clears the water and allows even more heat and sunligh
weeds, especially the blue-green algae, is also promoted by release of phosphonrs. In recent years, most of
it has come from erosion of high-phosphorus soils following upstream construction activities.
As summer lengthens, the shallow streams above Summer Lake, mostly denuded of shade trees by
o-Jul
residential developments, deliver increasingly warmer waters to the lake. Typically, by late-July,
when water no longer spills over the dam, maximum temperatures are reached in the lake. Because of the
existence of Summer Lake dam, that warm water is not released to Fanno Creek where it can adversely
affect trout and fingerlings of anadromous fish. Until the lake "turns over" [cool, dense water sinks and
displaces warm, lighter water], soon after the first rains of fall, the dam traps the summer-heated water.
After the "turn over," the summer-warmed lake water is quickly diluted with cold rainwater and is flushed
downstream without significantly raising water temperature. Throughout the year, Summer Lake is a catch
basin for sediment unwanted in Fanno Creek and the Tualatin River. During summer, it is also a trap for
phosphorus. Seen in the light of these facts, Summer Lake is a benefit to water quality in Farino Creek and
the Tualatin River, not a detriment.
But the benefits to downstream water quality are earned at a cost to Summer Lake itself. It means that
and the
se of the park is high
bli
,
c u
weeds grow in the summer months, the same period when pu
unsightliness most objectionable. Also, the lake is losing depth as it traps sediment, suggesting that
dredging will be needed to maintain it.
KCM, consultants for the City of Tigard, and a citizen advisory committee considered the weed problem
the
echanical harvesting (which has the benefit of removing phosphorus along
d
d
1
i
e
and conclu
.
th the milf
vironmentally acceptable and least costly means of ealing w
) was the mot en
weeds
Dealing with the algal mats is another matter. Mixing alum with the lake water was recommended as a
s alum combining with suspended material,
l
i
ve
nvo
means of precipitating phosphorus. The precipitation
phosphorus and organic matter. The insoluble product [alum floc] settles to the bottom of the lake where
DEQ will refuse to permit alum
the phosphorus is largely unavailable to plants. If, as it appears, Oregon
ft to remove the blue-green algal mats: skimming up the mats either by
l
e
treatment, there is only one way
hand or with a harvester. The DEQ has concerns about the low alkalinity in Summer Lake because alum
t done to keep the pH above 6. Allowing the
i
i
s no
ng
treatments will make it more acid, if careful buffer
5 would be disastrous to fish and invertebrates. Without alum treatments the algal
t 5
b
.
ou
pH to fall below a
mats will continue to be a problem. To effectively harvest them will require a different method than that
contractor complained that its floating
os Ba
C
Th
y
o
e
used by the City's mechanical harvesting contractor.
d machine for harvesting algal mats. His barge draws too much water, making mats
ca
harvester was not a goo
in shallow water unreachable. The contractor had to use a small rowboat to pick up mats in shallow water.
and picking up milfoil, but was not so in
ttin
i
g
n cu
Mechanically, the sickle bar device was effective
collecting the floating mats. A smaller harvester,of the same kind used by the contractor, can work in
and
emoving algal mats
i
i
ff
H
,
n r
ve
ect
shallower water. Coupled with a skimmer-collector it should be more e
ts too low while the lake is stagnant in summer. A warm-water fishery
a
milfoil too.. Dissolved oxygen ge
would benefit from fountains that aerate the water.
C~3
W
In a few more years, Summer Lake will require dredging to remove the sediments that have accumulate
effectively done using a floating dredge with the slurry dewatered by a
ver
b
hi
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e
s can
since 1980. T
o oidd osi o y the nee
hydrocyclone separator and then taken away in trucks. That kind of dredging systems
mud
ation
irri
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,
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ng
anger
to use heavy tracked equipment across the park lawns, en
piles along the shore waiting to dry out.
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City of Tigard
Surnmergake Pare 4
community Workshop 9'
December 17,1993
E
City of Tigard
SUNDAERLAKE PARK
Community Workshop
December 17, 1998
Prepared by:
MIG, Inc.
199 East 5' Avenue, Suite 28
Eugene, Oregon 97401
(541) 683-3193
INTRODUCTION
A workshop for the City of Tigard Summerlake Park was held on Thursday, December
17, 1998. The purpose of the workshop was to involve community members in resolving
issues related to the water quality of Summer Lake, and to discuss needed changes in
Summerlake Park.
Bill Monahan, City Manager, opened the meeting and welcomed participants. He
explained that he initiated the meeting in order to gain a better understanding of the range
of opinions about the park and about Summer Lake. He introduced City of Tigard staff
and the Park System Master Plan consultant who provided an overview of the history and
current conditions of Summerlake Park.
Duane Roberts of the Community Development Department outlined the various
planning efforts that have guided development of the park since the first parcel of land
was acquired. Sally McIntyre, MIG, Inc., described the park system master planning
process that is currently underway and the place of Summerlake Park in the City of
Tigard park and open space system. Greg Berry of the Engineering Department
discussed regulatory issues associated with Summer Creek and Summer Lake. Ed
Wegner, Public Works Department, talked about current maintenance practices and
options for managing the lake for water quality and aesthetics.
DISCUSSION
Following the introductory remarks and background presentation, Sally McIntyre
facilitated a discussion regarding the desired character of the park, its recreational
function, and management options for Summer Lake. Participant comments were
recorded on a large wallgraphic; a photo-reduction is attached. A summary of the
workshop discussion follows.
Character
■ The woods are frightening for some women and children.
■ Visibility discourages misbehavior while shrubs hide it.
■ The wooded area is great for birding--songbirds need cover.
■ Provide policing of wooded areas rather than cutting down the trees.
■ The park should neither be denuded nor heavily forested.
■ Recognize that the park is large enough for a diversity of uses.
■ Commonwealth Park (Tualatin Hills Park and Recreation District) is a good
example of appropriate planting.
■ Encourage expansion of Neighborhood Watch program (now active on the south
side of the park).
■ Changes in the park should not be allowed to decrease the value of properties
adjacent to the lake.
Function
■ Improve paths to provide better accessibility.
City of Tigard
Summerlake Park
Community Workshop
December 17, 1998
■ Provide doors or chains on tennis courts to keep out bicycles and protect the
surface.
■ Improve drainage on walks.
■ Protect fragile areas through signage.
■ Maintain access to the water for children.
■ Provide open space for people who don`t have yards.
■ Add a dog run--people don't use baggies or leashes.
■ Provide forested habitat.
■ Provide docks for fishing.
■ Add interpretive signage to educate and increase appreciation for natural areas.
■ Maintain views of the lake for picnickers.
■ Use the house for an interpretive structure.
■ Add crosswalks on roads through and around the park.
Management
■ Follow the recommendations in Percival's report (Tigard Trees 2000).
■ Recognize that the law requires improvement in the water quality of Summer
Lake.
■ Understand that regulations are continually changing and becoming stricter in
terms of temperature and bacteria. If Summer Lake does not meet water quality
standards, dam removal could be required.
■ Maintain views of the lake from pathways for the enjoyment of park users.
■ Remove shrubs that block views of the lake.
■ Plant heavily on the south side of the lake.
■ Site tree plantings carefully on the north side to frame vistas.
■ Plant cedars and firs and limb them up to allow views to the lake.
■ Provide clumps of trees.
■ Plant native species--but not willow thickets.
■ Retain the willow thickets--they are very valuable for habitat.
■ Shrubs on the north side provide shade in overhang area.
■ Recognize that 100% shading is impossible.
■ Understand that a depth of 16 feet is needed in order to cool the water through
dredging.
■ Add fresh water to the lake to cool it.
■ Take measures to cool the water.
■ Narrow the creek and add native trees to make a large difference in water quality.
■ Consult with Department of Environmental Quality for solutions.
■ Recognize that Summer Lake is an impoundment of Summer Creek; the water in
Summer Lake belongs to everyone in the state.
COMMENT SHEET
Workshop participants were also invited to complete written comment sheets. Their
comments follow.
MIG, Inc.
City of Tigard
Summerlake Park
Community Workshop
December 17, 1998
Park Character and Function
1. What do you believe the character of Summerlake Park should be?
■ Equally balance wildlife concerns with homeowners concerns.
■ Improve animal/fish habitat conditions.
■ Improve water quality.
■ Provide natural habitat diversity.
■ Provide riparian habitat, trees, and shrubs on banks and islands. I do not want a
"country club" for the ability of a few to view open water from their backyards or
houses.
■ The park offers, and should continue to offer, opportunities for aesthetic viewing.
■ Keep a balance of natural areas and recreational areas.
■ User friendly for children to enjoy play equipment and adults to utilize walking
paths.
Tennis courts are greatly appreciated, as well as the covered picnic area and
restrooms.
2. What additional recreational and open space needs could be met at Summerlake
Park?
■ Consider a volleyball court near the large children's play structure area-
• Provide more trails through the trees.
■ Improve fishing and birding opportunities.
■ Improve natural areas and habitat conditions.
■ Plant more trees.
■ Is it possible to have racquetball courts at the park?
■ Recreational spaces seem to be adequate.
■ It would be nice if the pathway from the third bridge to the walkway by the
sandbox and tennis courts could be black topped all the way.
Management of Summer Lake
3. Which management strategies do you support to improve Summer Lake's water
quality?
■ Enhance natural processes; increase shading and riparian conditions.
■ No mention was made for upstream improvements to water quality. The city
needs to manage the basin. Improve shading upstream and water quality in the
creek.
■ Apply and enforce management construction and erosion controls to reduce
sediment load to lake.
■ Dredge if possible.
■ Planting trees on north side of the park is not productive. Please keep in mind the
value of being able to see the lake as people walk through the park.
■ Trees, cutting weeds.
■ Do not bury equipment. $7,000/cut is more cosi efficient. By the time the
equipment would be paid off, you would need a new piece of equipment.
■ A series of fountains would greatly aid in water circulation and purification.
MIG, Inc.
City of Tigard
Summerlake Park
Community Workshop
December 17, 1998
4. Do you have any other comments or questions?
■ Publish results from the study done last summer to all residents.
■ Having this meeting the week before Christmas is poor planning. People are too
busy to come at that time. Could you have another meeting in January (after the
holidays)?
■ Please keep someone living on the property in the wooded area; it makes a
difference in safety to know that someone is watching.
■ Some of the trails have very tall weeds/growth and are sometimes scary.
■ Provide citizens with the guidelines from EPA, USA, etc. that must be followed.
■ Please continue with your commitment to harvest the lake. Although it does not
solve the problems, it is a major improvement.
■ The concern about "high school kids" associated with planting trees is misguided.
The argument appears to he a convenient argument for what is really simply an
aesthetic issue of a few wanting to see the lake from their living room. I would
prefer a more natural habitat.
■ What I value most about Summerlake Park is the fact that the park area is always
clean. The two play areas for different ages are nice. My toddler loves the play
equipment but even more so loves the open area to just run!
■ The deciduous trees around the lake are not friendly to water quality. The leaves
sink to the bottom after blowing into the lake. This becomes a derideous bottom
in the lake.
■ Lights around the pack by the walkways would encourage usage of the park at
later hours. People would like to walk at later hours, but are not comfortable in
the dark. The lights could be on light-sensitive timers.
PARTICIPANTS:
Linda Heim
Wally and Mary Turner
Lois and Jim Winger
Van S. Camp
William J. Gucker
Howard E. Banta
Chris Garsteck
Allan and Sue Herndobler
d
cW~
a
12885 SW Glacier Lily Circle, Tigard OR 97223
Tigard OR
Tigard OR
Tigard OR
12492 Edgewater Court, Tigard OR 97223
12580 SW Glacier Lily Circle, Tigard OR 97223
11774 SW 125' Court, Tigard OR
12910 SW Glacier Lily Circle, Tigard OR
12140 SW Merestone Court, Tigard
12987 SW Falcon Rise Drive, Tigard
12820 SW Glacier Lily Circle, Tigard OR
12970 SW Glacier Lily Circle, Tigard OR
Unified Sewerage Agency
Ed Gallaher
Glenn Mores
Dana Dennis
Bob Baumgartner
Kendra Smith
M/G, Inc.
0
City of Tigard
Summerlake Park
Sue Marshall
Ed Wegner
Duane Roberts
Bill Monahan
John Roy
Greg Berry
Sally McIntyre
Jane Henderson
Community Workshop
December 17, 1998
Tualatin Riverkeepers
16340 SW Beef Bend Road, Sherwood OR 97140
Public Works Department, City of Tigard
Community Development Department, City of Tigard
City Manager, City of Tigard
Public Works Department, City of Tigard
Engineering Department, City of Tigard
MIG, Inc.
MIG, Inc.
MIG, Inc.
r
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AGENDA ITEM # - V i
FOR AGENDA OF 90b 1999
Sa+ ove r r
CITY OF TIGARD, OREGON d i s SS i (P^
COUNCIL AGENDA ITEM SUMMARY 'D l 1141GG
ISSUE/AGENDA TITLE Bid Award for Construction of Pavilion and Picnic Shelter at Cook Park
PREPARED BY: John Roy DEPT HEAD OK J~ CITY MGR OK bO+\" _
ISSUE BEFORE THE COUNCIL
The issue before the Council is the bid award to the lowest responsible bidder, Robert Gray Partners, for the bid
amount of $150,097.00.
STAFF RECOMMENDATION
Staff recommends that Council award the bid to Robert Gray Partners in the bid amount of $150,097.00 for the
construction of a multi-use Pavilion and Picnic Shelter at Cook Park.
INFORMATION SUMMARY
Council directed staff in the fall of 1998 to proceed with the implementation of the Cook Park Master Plan for
Expansion. The Master Plan called for the construction of a multi-use pavilion and picnic shelter as part of the first
phase for development. Staff went out to bid for the project on December 30a', 1998, with bid closing on 19
January, 1999. There were 12 bids received for this project with the lowest bid being presented by Robert Gray
Partners for the amount of $150.097.00, and the highest bid being $249,789.00. Please see the attached addenda for
the complete bid results. The engineers estimate for this project was $213,000.00.
OTHER ALTERNATIVES CONSIDERED
Reject the lowest responsible bid and award the bid to one of the other bidders.
Reject all bids and readvertise for new bids.
Reject all bids and give staff further direction.
VISION TASK FORCE GOAL AND ACTION COMMITTEE STRATEGY
N/A
FISCAL NOTES
The amount of $150,097.00 will be taken from the FY 98/99 Cook Park Expansion account, 52-6400-754.022,
of which $600,000.00 is allocated.
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LOCAL EcONOMY
AS
New consultant helps old Milwaukie grasp a vision
O The city council hires
design consultant George
Crandall to revitalize Main
Street and the waterfront
"for the 21st century"
By David Stroup
Srajjwrirer
MILWAUKIE - A new de-
sign consultant, guided by a new
vision, aims to make Main Street
Milwaukie the centerpiece of a
project that will stretch from the
river to the old junior high.
"It's designing, as one coun-
cil member said, a new small city
for the 21st century:" Mayor Car-
olyn Tomei said. "It's not just re-
designing the city:"
The Milwaukie City Coun-
cil has selected Portland's
George Crandall is the chief
consultant to help develop the
redesign. His firm has com-
pleted similar projects in Albany
and Astoria - where water-
fronts have been made an impor-
tant part of redesigned down-
town districts.
"He's an old master in Port-
land and city planning, and we're
very, very excited:' Tomei said.
Crandall was selected from a
field of applicants to helm the
plan to redevelop downtown Mil-
waukie, the riverfront and the ju-
nior-high site. The details of how
he'll work - and what he'll be
paid - haven't been worked out
yet.
"Basically, what we'll be
doing between now and the 19th
of January is negotiating the
scope of work and the contract
with the consultant:' Milwaukie
City Manager Dan Bartlett said.
"That decides how the project
proceeds:'
One thing is certain: there
"He seemed.to have a vision of
what's happening and how to make 1
happen. He was really pointing out
the importance of tying it all
together, and the importance of
downtown that's what will draw
people into the area."
Marytor Carobm Tomei,
on design consultant George Crandall's vision for Main Street
Milwaukie and the waterfront
will be extensive public involve-
ment at every stage of the process
- "to involve all the elements of
the community that have an inter-
est in downtown and the river-
front:' said Bartlett.
'All of a piece'
Tomei said Crandall was se-
lected because of the cohesive vi-
sion he brought to the process.
"We see this happening all
of a piece:" she said, "what's
happening downtown, the
river and the junior high
school. He seemed to have a
vision of what's happening
and how to make it happen. He
was really pointing out the im-
portance of tying it all to-
gether, and the importance of
downtown - that's what will
draw people into the area:'
Tomei said it was important
for the council to realize that the
riverf,ont - which they had been
focusing on - wasn't the key:
"He did an excellent job of telling
us that the downtdwn area -
what's happening there-will be
what draws people:'
He also convinced the coun-
cil that they need a strong com-
mercial development to anchor
the whole project.
1-think most people didn't
think in those terms:' said the
mayor, "and he pointed out the
importance of having an anchor
that would draw people off
McLoughlin:"
Tomei said that could be a
grocery store - something large
and visible that will catch the eye
of drivers on the highway. "Once
they're pulled off McLoughlin
and stopped, then you have some-
thing next door that's interest-
ing.... People, once they're out of
their cars, they'll see the bakery
next door, and the gift shop, and
the cleaners."
Stimulating public hivoknient
So what is Crandall planning
for the area?
"I think that we are going to
be asking the people of Mil-
waukie that question: he said.
Crandall said it's too early
for'him to talk about any de-
tails - and besides, no two
projects are alike. "It's always
a unique setting," he said.
"People are attracted to rivers
and water. They're always quite
beautiful, so it's always a
unique opportunity."
His firm's job, he said, is to
start discussion - and get the
community' involved.
"When one is looking at a
number of alternatives and dis-
cussing them with the commu-
nity, there are always many things
that can be done:' he said. `°Ihe
community needs to know what
their alternatives ate:'
Public involvement, he said,`
is the most important P= of;.lhe
picture.
"It's the, foundation piece,"
he : said. "Community ` input is
central. It's really the citizens
who have to really develop the
plan, and in doing that they.are
prepared to carry it forward and
to implement it:'
Bartlett said after the initial
public-involvement phase they'll
begin toaster planning, with
streetscape plans and design-re-
view guidelines. "There'll also be
an analysis of the junior high
school site and building:' he said,
"and plans for a new community
center, public open space, and
how they'll be used once the
school district has moved out-"
The process doesn't end
there.
After all the various plans
and design-review guidelines and
streetscape plans, there will be
another public-involvement
process:' he said.
'Immediate sttceessee?
Those involved are hoping
for some quick results.
'Ve hope to have most of
this done by summer," Tomei
said.
i%e mayor doesn't want this
to be another plan that languishes
for years witliout action. "Our
hope is to have something visible
happen at the river soon:' she
said. "We have to do something
that's going to inspire people
soon, and I think that's going to
happen:'
Bartlett said they're ready to
start putting parts of a plan into
effect: "We want to have Fine,,
immediate'. successes;'''an we
have some money budgeted for
some small projects.
"I think the point of this is.,
not to do everything in one huge
project, but to break it down into
bite-size chunks, and be able to
show continuous piogress over a
long period of time:'
Although it's too early to dis-
cuss what those projects will be,
Crandall said the area has a lot of
potential.
"Ihe setting is very beauti-
ful; of course, and not just on the
river," he said. "In the junior-high-
area there's an open and green
area It has some historic build-
ings - older buildings in the
downtown which I think are quite
unique
:'jvgn though the road is an
issue, the amount of traffic on the
road is an asset in that those peo-
ple are potential customers for
downtown Milwaukie:'