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City Council Packet - 10/18/2011 Pk I N _ • City of Tigard Tigard Workshop Meeting - Agenda 1I(;ARL) TIGARD CITY COUNCIL & CITY CENTER DEVELOPMENT AGENCY (CCDA) MEETING DATE AND TIME: October 18, 2011 - 6:30 p.m. MEETING LOCATION: City of Tigard - Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 Revised 10/14/2011 to add Executive Session called under ORS 192.660 (2) (h)- pending litigation, and add Study Session and Business Meeting to consider the City Manager Employment Agreement. Item 5 - RECEIVE UPDATE ON TRANSPORTATION PLANNING RULE (TPR) has been rescheduled to 11/25/2011. PUBLIC NOTICE: Times noted are estimated. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 503- 639 -4171, ext. 2410 (voice) or 503- 684 -2772 (TDD - Telecommunications Devices for the Deaf). Upon request, the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments; and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers, it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503- 639 -4171, ext. 2410 (voice) or 503- 684 -2772 (TDD - Telecommunications Devices for the Deaf). VIEW LIVE VIDEO STREAMING ONLINE: http : / /www.tvctv.org/government - programming /government- meetings /tigard Workshop meetings are cablecast on Tualatin Valley Community TV as follows: Replay Schedule for Tigard City Council Workshop Meetings - Channel 30 • Every Sunday at 11 a.m. • Every Monday at 6 a.m. • Every Tuesday* at 2 pm ( *Workshop meetings are not aired live. Tuesday broadcasts are a replay of the most recent workshop meeting.) • Every Thursday at 12 p.m. • Every Friday at 3 a.m. SEE ATTACHED AGENDA City ofTigard mi I Study Session - Agenda TIGARD 1 TIGARD CITY COUNCIL & CITY CENTER DEVELOPMENT AGENCY MEETING DATE /TIME: Oct. 18, 2011 — 6:30 p.m. Study Session; 7:30 p.m. Business Meeting MEETING LOCATION: City of Tigard — Town Hall, 13125 SW Hall Blvd., Tigard, OR 97223 6:30 p.m. EXECUTIVE SESSION The Tigard City Council will go into Executive Session for consultation with counsel concerning legal rights and duties regarding current litigation or litigation likely to be filed under ORS 192.660(2) (h). All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any fi al action or making any final decision. Executive Sessions are closed to the public. 6:45 p.m. STUDY SESSION • A. DISCUSS CITY MANAGER EMPLOYMENT AGREEMENT — City Attorney • B. CALENDAR ITEMS o Administrative Items ✓ Is any Councilor attending Westside Economic forum — The race for Congressional District I? There is a $25 ticket cost. Notify Joanne Bengtson tomorrow if you want to attend. Council Calendar: Oct. 25 Tuesday Council Study Session /Business Meeting — 6:30/7:30 pm, Red Rock Creek Conference Room /Town Hall Nov. 1 Tuesday Council Special Meeting — 6:30 p.m., Red Rock Creek Conference Room 8 Tuesday Council Meeting Cancelled 14 Monday Special Joint Council Meeting with Lake Oswego - TBA 15 Tuesday Council Workshop Meeting — 6:30 pm, Town Hall 22 Tuesday Council Study Session /Business Meeting — 6:30/7:30 pm, Red Rock Creek Conference Room /Town Hall Dec. TBA Tuesday Council Goal Setting to be set in the first two weeks of December, we are working now on determining if December 6 will work, noon -5 p.m. 13 Tuesday Council Study Session /Business Meeting — 6:30/7:30 pm, Red Rock Creek Conference Room /Town Hal 20 Tuesday Workshop is now a Council Study Session /Business Meeting — 6:30/7:30 pm, Red Rock Creek Conference Room /Town Hall 27 Tuesday Council Meeting Cancelled TIGARD CITY COUNCIL STUDY SESSION AGENDA — Oct. 18, 2011 City of Tigard 1 13125 SW Hall Blvd., Tigard, OR 97223 1 www.tigard- or.gov Executive Session — The Public Meetings Law authorizes governing bodies to meet in executive session in certain limited situations (ORS 192.660). An "executive session" is defined as "any meeting or part of a meeting of a governing body, which is closed to certain persons for deliberation on certain matters." Permissible Purposes for Executive Sessions: 192.660 (2) (a) - Employment of public officers, employees and agents, If the body has satisfied certain prerequisites. 192.660 (2) (b) - Discipline of public officers and employees (unless affected person requests to have an open hearing). 192.660 (2) (c) - To consider matters pertaining to medical staff of a public hospital. 192.660 (2) (d) - Labor negotiations. (News media can be excluded in this instance.) 192.660 (2) (e) - Real property transaction negotiations. 192.660 (2) (f) - Exempt public records — to consider records that are "exempt by law from public inspection." These records are specifically identified in the Oregon Revised Statutes. 192 -660 (2) (g) - Trade negotiations — involving matters of trade or commerce in which the governing body is competing with other governing bodies. 192.660 (2) (h) - Legal counsel — for consultation with counsel concerning legal rights and duties regarding current litigation or litigation likely to be filed. 192.660 (2) (i) - To review and evaluate, pursuant to standards, criteria, and policy directives adopted by the governing body, the employment- related performance of the chief executive officer, a public officer, employee or staff member unless the affected person requests an open hearing. The standards, criteria and policy directives to be used in evaluating chief executive officers shall be adopted by the governing body in meetings open to the public in which there has been an opportunity for public comment. 192.660 (2) (j) - Public investments — to carry on negotiations under ORS Chapter 293 with private persons or businesses regarding proposed acquisition, exchange or liquidation of public investments. 192.660 (2) (k)- Relates to health professional regulatory board. 192.660 (2) (1)- Relates to State Landscape Architect Board. 192.660 (2) (m)- Relates to the review and approval of programs relating to security. I:\ADM\CATHY\CCA SS - PINK SHEET\2011 \110524.doc TIGARD CITY COUNCIL STUDY SESSION AGENDA — Oct. 18, 2011 City of Tigard 1 13125 SW Hall Blvd., Tigard, OR 97223 1 www.tigard- or.gov 7:00 PM 1. BUSINESS AND WORKSHOP MEETING A. Call to Order- City Council and City Center Development Agency B. Roll Call C. Pledge of Allegiance D. Council Communications & Liaison Reports E. Call to Council and Staff for Non - Agenda Items BUSINESS MEETING 2. CONSIDER CITY MANAGER EMPLOYMENT AGREEMENT Staff Report — City Attorney WORKSHOP MEETING 3. RECEIVE THIRD QUARTER COUNCIL GOAL UPDATE 7:15 p.m. estimated time 4. DISCUSS CONCEPT DESIGNS FOR PACIFIC HIGHWAY /McDONALD STREET /GAARDE STREET INTERSECTION IMPROVEMENTS 7:40 p.m. estimated time Call to order the City Center Development Agency - Mayor Dirksen 5. CITY CENTER DEVELOPMENT AGENCY - REVIEW FIVE YEAR ASSESSMENT OF TIGARD URBAN RENEWAL ACTIVITIES 8:10 p.m. estimated time Adjourn CCDA and reconvene the City Council - Mayor Dirksen 6. COUNCIL LIAISON REPORTS 9:10 p.m. estimated time 7. NON AGENDA ITEMS 8. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order, the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 9. ADJOURNMENT 9:15 p.m. estimated time A9endA /4crn A1°. 2 D ler do it Executive Summary of Terms 2011 City Manager Agreement Term: Initial 5 year term. Automatically renews for 1 year intervals, subject to right of either party to cancel at any time Annual compensation: $140,000 Retirement • City retirement contribution to begin 2 months after hire date Health benefits: Health, disability, and life insurance at city standard rates Paid time off • 40 hours of PTO to be awarded at date of hire, rather than awarded after 6 months • Ms. Wine to accrue PTO at a rate consistent with her 20 years of public service Communications and technology: Ms. Wine to receive computer, phone, and other technology at same level as member of Council Moving - related expenses • Rent subsidy of $4,800 paid in 6 monthly installments • Moving expense of $3,500 • Sum towards cost of closing on Renton, WA home sale not to exceed cost of closing or $10,000, whichever is less Professional and civic memberships: Memberships, conferences, and travel to be paid in a manner and to an extent consistent with Mr. Prosser's service to the city Performance evaluation: Council to evaluate Ms. Wine annually, each December, consistent with other city mangers Termination • City manager may resign upon 30 days notice • Council may terminate contract at a public meeting • Agreement lists other causes for termination, all consistent with Mr. Prosser's agreement Severance • 6 months salary paid in lump sum • 6 months of health, welfare, and life insurance coverage, or until rehire elsewhere, whichever first occurs A ae hd_ / -te ns /V° 2 .11 ei ■ City of Tigard J L -t i �s �o I I d TIGARD Press Release October 18, 2011 13125 SW Hall Boulevard 1 Tigard, Oregon 97223 1 Phone: 503 - 639 -4171 For Immediate Release Contact: Liz Newton, Interim City Manager City of Tigard 503 - 718 -2412 liz @tigard- or.gov New City Manager Starts December 1 Tonight the Tigard City Council unanimously approved an employment agreement for new City Manager Marty Wine. Ms. Wine will join the city on December 1, at a salary of $140,000 per year. Mayor Craig Dirksen said, "Martha (Marty) Wine is our choice for city manager from almost 90 applicants in our nationwide search. I am excited to have Marty coming to the city and look forward to working with her." Upon learning of her selection, Ms. Wine said, "I'm honored to be Tigard's next city manager. Tigard is a solid community facing the growth and challenges that many communities are facing, and with great strengths to meet them. Tigard knows its roots, it's a beautiful Northwest place, family - oriented with a foundation of commitment to strong public services that I would hope to build on. I'm excited to be part of what comes next for Tigard." Ms. Wine received a Bachelor of Arts Political Science degree from Western Washington University and a Master of Public Administration degree from Seattle University. She began working for the City of Renton, WA in 2006 and now serves as the assistant chief administrative officer. Prior to this, Ms. Wine was a principal associate for Berk and Associates, a local and regional public sector consulting firm in Seattle, WA. Her work experience includes serving as a senior budget analyst for the City of Bellevue, WA from 1997 to 1998 and as a King County, WA budget analyst from 1994 to 1997. # ## Page 1 of 1 7 /Va Oc.¢06e r' i go ° 1 Eris N CITY MANAGER EMPLOYMENT AGREEMENT 2011 CITY MANAGER EMPLOYMENT AGREEMENT TABLE OF CONTENTS INTRODUCTION 1 SECTION 1: TERM 1 SECTION 2: DUTIES AND AUTHORITY 1 SECTION 3: COMPENSATION 2 SECTION 4: HEALTH, DISABILITY AND LIFE INSURANCE BENEFITS 3 SECTION 5: LEAVE BENEFITS 3 SECTION 6: RETIREMENT 4 SECTION 7: PROFESSIONAL AND CIVIC MEMBERSHIPS AND TRAVEL 4 SECTION 8: COMMUNICATIONS TECHNOLOGY 5 SECTION 9: TERMINATION 5 SECTION 10: SEVERANCE 5 SECTION 11: RESIGNATION 6 SECTION 12: PERFORMANCE EVALUATION 6 SECTION 13: HOURS OF WORK 6 SECTION 14: OUTSIDE ACTIVITIES 6 SECTION 15: INDEMNIFICATION 6 SECTION 16: BONDING 7 SECTION 17: OTHER TERMS AND CONDITIONS OF EMPLOYMENT 7 SECTION 18: NOTICES 7 SECTION 19: GENERAL PROVISIONS 7 SECTION 20: ARBITRATION 8 City Manager Employment Agreement Introduction This Agreement, made and entered into this , by and between the City of Tigard, Oregon, a municipal corporation, (hereinafter called "Employer ") and Martha Wine, (hereinafter called `Employee ") an individual who has the education, training and experience in local government management. Both Parties agree as follows: Section 1: Term This agreement shall remain in full force in effect from the date of signing until December 1, 2016, or until terminated by the Employer or the Employee as provided in this agreement. If not previously terminated as provided in this agreement, the term of this agreement, and the period of Employee's employment shall be automatically extended from year to year for additional periods of one year each following December 1, 2016, unless either party gives written notice to the other not less than ninety (90) days before the expiration of the initial or any extended term, that this agreement shall be terminated or renegotiated. The giving of such notice terminates the agreement at the end of the initial term or extended term in which such notice is given. Section 2: Duties and Authority Employer agrees to employ Martha Wine as City Manager to perform the functions and duties specified in the Charter and Municipal Code of the City of Tigard and to perform other legally permissible and proper duties and functions assigned by City Council. These duties and functions include, but are not limited to: A. Guiding, managing and directing the day -to -day administrative operations, consistent with the goals and priorities established by the Mayor and City Council; B. Providing strategic research, recommendations and management leadership to the Mayor and City Council on budgets, programs, policies and services; C. Appointing, supervising, disciplining and removing appointive personnel, except appointees of the Mayor or City Council; D.Acting as chief budget and fiscal officer of the City and submitting the annual budget and capital program to the Mayor and City Council; E. Supervising the administration of and assuming responsibility for the enforcement of all laws and ordinances executed within the City; F. Serving as the chief purchasing and business agent of the City; 1 G.Preparing and presenting information and recommendations to the Mayor and City Council regarding the operations and policies of the City., H.Policy advice to elected officials, and open communication with the community so as to foster responsive and courteous public service. The Council shall meet with Employee as determined necessary by the Council for the purpose of setting goals and priorities for Employee's performance. In performing the services contemplated by this Agreement, the Employee shall faithfully observe and comply with all federal, state and local laws, City Charter, ordinances and regulations applicable to the service to be rendered under this Agreement. Section 3: Compensation A. Base Salary: The Employer agrees to pay the Employee an annual base salary of $140,000 payable in installments at the same time that the other management employees of the Employer are paid. B. Employee's annual base salary shall be automatically amended to reflect any cost of living adjustments that are provided by Council to management employees of the City. C. December 1, 2012, and on an annual basis thereafter, consideration shall be given to increased compensation based upon Employee's satisfactory performance of Employee's duties and functions, and satisfaction of the goals and priorities established by the Council. Such increased compensation may come in the form of cost of living and /or performance adjustments to Employee's base salary, performance bonuses, or both. D. The Employer will look to the following cities for guidance in determining appropriate compensation provided to employee: Albany, Beaverton, Gresham, Hillsboro, Lake Oswego, Milwaukie, Oregon City, Salem, Tualatin, West Linn, and Wilsonville, Oregon. L E. Employee's compensation includes a one -time rent subsidy of $4,§9. payable over _ Formatted: Not Highlight six equal monthly payments each due on the 15th day of the month from November 2011 to j Formatted: Not Highlight March 2012. F. Employer shall pay a lump -sum payment of S3,500 for the direct expenses of moving Employee and her personal property from Newcastle. WA to Tigard OR Said moving expenses include packing rotating atoragr..s ln+parking, and insurance charges. G. The Employee shall be reimbursed for the direct costs associated with the sale of Employee's existing personal residence within the first year of this agreement. said r being limited to real estate agent's fees and other direct dosing costs Associated with the sale of the house, not to exceed S10.000. 2 Section 4: Health, Disability and Life Insurance Benefits A. The Employer agrees to provide the same health and welfare benefits for the Employee and her dependents, and to contribute towards the cost of such benefits, to the same degree that it provides and contributes to all other management employees of the City. In the event Employee is required to contribute toward the premium cost of such benefits, Employee agrees to the deduction of such amounts from employee's paycheck. B. The Employer agrees to provide and to contribute towards the cost of a standard life insurance policy for the Employee to the same degree that it provides and contributes to all other management employees of the City. C. The Employer agrees to put into force and to contribute towards the cost of long term disability coverage for the Employee to the same degree that it provides and contributes to all other management employees of the City. D. The Employer shall make a monthly contribution to the Employee's VEBA account in the same amount or at the same rate as made for the management employees of the City. E. The Employer shall contribute up to $1,000 per year, based upon submittal of actual billings by the Employee for Life Insurance, Long Term Care Insurance, or both, as selected by the Employee. The Employee shall name the beneficiary of the insurance policy(ies). Section 5: Leave Benefits The Employee shall accrue leave benefits pursuant to the Paid Time Off Policy, No. 19.0, of the Management, Supervisory, and Confidential Employees Personnel Policies of the City of Tigard, with the following exceptions: A. Paid Time Off shall accrue at a rate based on 20 years of service as of the date of this agreement, and shall continue to increase according to the accrual schedule in the Policy as it currently exists or as it may be adjusted in the future. A Policy No. 19.0 states that re lar full time employees will be cre.'ted with an - -{ Formatted: Font: Garamond, 13 pt additional 40 hours of PTO leave when they have completed their initial probationary period. The Employee shall begin employment with an initial 4Q hours of PTO leave. Formatted: Font: Garamond, 13 pt B:C. __ The Employee shall accrue an additional two days of Paid Time Off above the _—'j Formatted: Font: Garamond, 13 pt levels provided in the Policy in recognition of the additional management leave currently provided to the Employee above the management leave provided to other management employees of the City. D. Except as otherwise stated in this Section, the Employee is entitled to accrue all unused leave without limit. In the event the Employee's employment is terminated, either voluntarily or involuntarily, the Employee shall be compensated for all Paid Time Off accrued prior to the date of termination. Employee shall not be eligible to receive any cash or retirement credit for unused Medical Leave Bank leave. 3 Section 6: Retirement A. For the first six months of this agreement, at the end of months three through six Employer agrees to pay into a deferred compensation program, with ICMA, a sum equal to the 11% contribution the City would otherwise contribute to a retirement plan under subparagraph (B), below. B. Six months from the date of hire after signing this agreement and continuing over the life of the agreement, Subparagraph A will be retired and instead Employer agrees to pay an amount equal to the City's 401(A) retirement plan contribution as is made for all other management employees in equal proportionate amount each pay period. C. The Employer agrees to match any employee contributions to a City- approved deferred compensation plan up to 5% of employee salary. Section 7: Professional and Civic Memberships and Travel The Employer agrees to budget for and to pay for professional dues and subscriptions of the Employee necessary for continuation and full participation in national, regional, state, and local associations, and organizations necessary and desirable for the Employee's continued professional participation, growth, and advancement, and for the good of the Employer. Eligible professional organizations include the International City Managers' Association, the Govemrnent Finance Officers' Association, and such other organizations as may be approved from time to time by the City Council. The Employer agrees to budget for and to pay for travel and subsistence expenses of the Employee for professional and official travel, meetings, and occasions to adequately continue the professional development of the Employee and to pursue necessary official functions for the Employer, including but not limited to the ICMA Annual Conference or the GFOA Annual Conference, the League of Oregon Cities, and such other national, regional, state, and local governmental groups and committees in which the Employee serves as a member, as may be approved from time to time by the City Council. The Employer agrees to budget for and to pay for travel and subsistence expenses of the Employee for short courses, institutes, and seminars that are necessary for the Employee's professional development and for the good of the Employer, as may be approved from time to time by the City Council. The Employer acknowledges the value of having the Employee participate and be directly involved in local civic clubs or organizations. Accordingly, the Employer shall pay for the reasonable membership fees and /or dues to enable the Employee to become an active member in local civic clubs or organizations, as may be approved from time to time by the City Council. 4 Section 8: Communications Technology In addition to the stipend provided under the City's personal cellular, PDA, and Smartphone Stipends Policy, Employer shall furnish Employee with information technology equipment and software consistent with, and of equivalent quality to, the highest quality and most recent equipment and software that Employer furnishes to members of the City Council. Section 9: Termination For the purpose of this agreement, termination shall occur when: A. The majority of the governing body votes to terminate the Employee at a duly authorized public meeting. B. If the Employer, citizens, or the legislature acts to amend any provisions of the City Charter pertaining to the role, powers, duties, authority, responsibilities of the Employee's position that substantially changes the form of government, the Employee shall have the right to declare that such amendments constitute termination. C. If the Employer reduces the base salary, compensation or any other financial benefit of the Employee, unless it is applied in no greater percentage than the average reduction of all department heads, such action shall constitute a breach of this agreement and will be regarded as a termination. D. If the Employee resigns following an offer to accept resignation, whether formal or informal, by the Employer, then the Employee may declare a termination as of the date of the suggestion. Written notice of a breach of contract shall be provided in accordance with the provisions of Section 18. Section 10: Severance Formatted: Font: (Default) Garamond, 13 pt Formatted: Heading 1, Space After: 0 pt, Tab stops: Not at -0.13" + 0.19" In the event Employee is terminated by the City Council during such a time that Employee is willing and able to perform Employee's duties under this Agreement, then in that event Employer agrees to pay Employee a lump sum cash payment equal to six (6) months aggregate salary. Employer will also continue, at its expense, Employee's health and welfare and life insurance benefits for 6 months, or until Employee is professionally reemployed, whichever comes first. In the event Employee is terminated for gross negligence or misconduct that is deemed detrimental to the best interests of the City, Employer shall have no obligation to pay any of the severance payments or benefits provided in this paragraph. 5 Section 11: Resignation In the event that the Employee voluntarily resigns her position with the Employer, the Employee shall provide a minimum of 30 days notice unless the parties agree otherwise. Section 12: Performance Evaluation The Employer shall annually review the performance of the Employee in December subject to a process, form, criteria, and format for the evaluation which shall be mutually agreed upon by the Employer and the Employee. The process at a minimum shall include the opportunity for both parties to: (1) prepare a written evaluation, (2) meet and discuss the evaluation, and (3) present a written summary of the evaluation results. The final written evaluation should be completed and delivered to the Employee within 30 days of the evaluation meeting. The date during which the annual performance evaluation must be conducted may be adjusted by mutual consent of the parties. Section 13: Hours of Work It is recognized that the Employee must devote a great deal of time outside the normal office hours on business for the Employer, and to that end the Employee shall be allowed to establish an appropriate work schedule. Section 14: Outside Activities The employment provided for by this Agreement shall be the Employee's sole employment. Recognizing that certain outside consulting or teaching opportunities provide indirect benefits to the Employer and the community, the Employee may elect to accept limited teaching, consulting or other business opportunities with the understanding that such arrangements shall not constitute interference with or a conflict of interest with his or her responsibilities under this Agreement. Section 15: Indemnification The City agrees to defend, hold harmless, and indemnify the Employee from any and all demands, claims, suits, actions, and legal proceedings brought against Employee in her individual capacity, or in her official capacity as agent and employee of the City, as to any actions of Employee within the scope of her employment. The City agrees to pay premiums on appropriate insurance policies through the City's normal insurance program and through the Public Officials Liability Insurance Program of the International City Management Association. 6 Section 16: Bonding The Employer shall bear the full cost of any fidelity or other bonds required of the Employee under any law or ordinance. Section 17: Other Terms and Conditions of Employment The Employer, only upon agreement with the Employee, shall fix any such other terms and conditions of employment, as it may determine from time to time, relating to Employee's performance, provided such terms and conditions are not inconsistent with or in conflict with the provisions of this Agreement, the City of Tigard Charter or any other law. Except as otherwise provided in this Agreement, the Employee shall be entitled to the highest level of benefits that are enjoyed by department heads of the Employer as provided in the Charter, Code, Personnel Rules and Regulations or by practice. Section 18: Notices Notice pursuant to this Agreement shall be given by depositing in the custody of the United States Postal Service, postage prepaid, addressed as follows: (1) EMPLOYER: Mayor City of Tigard 13125 SW Hall Blvd. Tigard, Oregon 97223 (2) EMPLOYEE: Martha Wine 9202 118th Ct SE Newcastle WA 98056 Alternatively, notice required pursuant to this Agreement may be personally served in the same manner as is applicable to civil judicial practice. Notice shall be deemed given as of the date of personal service or as the date of deposit of such written notice in the course of transmission in the United States Postal Service. Section 19: General Provisions A. Integration. This Agreement sets forth and establishes the entire understanding between the Employer and the Employee relating to the employment of the Employee by the Employer. Any prior discussions or representations by or between the parties are merged into and rendered null and void by this Agreement. The parties by mutual written agreement may amend any provision of this agreement during the life of the agreement. Such amendments shall be incorporated and made a part of this agreement. 7 B. Binding Effect. This Agreement shall be binding on the Employer and the Employee as well as their heirs, assigns, executors, personal representatives and successors in interest. C. Effective Date. This Agreement shall become effective on D. Severability. The invalidity or partial invalidity of any portion of this Agreement will not affect the validity of any other provision. In the event that any provision of this Agreement is held to be invalid, the remaining provisions shall be deemed to be in full force and effect as if they have been executed by both parties subsequent to the expungement or judicial modification of the invalid provision. Section 20: Arbitration The parties agree that any dispute about the validity, interpretation, effect or alleged violation of this Agreement by either Employee or the City must be submitted to final and binding arbitration pursuant to the then effective arbitration rules of Arbitration Service of Portland, Inc. or the American Arbitration Association, whichever organization is selected by the party who first initiates arbitration by filing a claim in accordance with the filing rules of the organization selected. The parties agree that the prevailing party will be entitled to recover its reasonable attorneys' fees, costs, and damages from the losing party that may be incurred as a result of the arbitration claim. The parties agree that judgment upon the award rendered pursuant to such arbitration may be entered in any court having jurisdiction thereof. IN WITNEES WHEREOF, the CITY OF TIGARD, OREGON has cause this Agreement to be signed and executed and the EMPLOYEE has signed and executed this Agreement, both in duplicate, on the date first written above. , Mayor , City Employee (print name) (print name) A 1"1'EST: City Recorder APPROVED AS TO FORM City Attorney 8 AIS -373 Item #: 3 Workshop Meeting / Date: 10/18/2011 � �� r� / ` n � v /1 Length (in minutes): 10 Minutes U //YA / 1 Agenda Title: 3rd Quarter Update to 2011 Council Goals Prepared For: Joanne Bengtson Submitted By: Joanne Bengtson City Management Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. ISSUE Third quarter progress report on the 2011 City Council Goals. STAFF RECOMMENDATION / ACTION REQUEST Information only. KEY FACTS AND INFORMATION SUMMARY Council met on December 30, 2010 to set goals for the coming year. Attached is a third quarter progress report on 2011 City Council goals. Members of the executive staff will present summaries to the council at the October 18th workshop meeting. OTHER ALTERNATIVES COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS 1. Implement Comprehensive Plan a. Show substantial progress on new Tigard Triangle Master Plan. b. Update Tree Code. c. Participate in the Southwest Corridor Study. d. Work with state and regional partners to modify the Transportation Planning Rule. e. Work with partners on urbanization policy issues. 2. Implement Downtown and Town Center Redevelopment Opportunities a. Develop strategy and materials to attract developers and tenants. b. Advance Ash Avenue Railroad Crossing. 3. Complete Plans for Parkland Acquisition 4. Advance Methods of Communication a. Communication is a part of everyone's job. b. Support efforts to change organizational culture. 5. Continue Coordination with Lake Oswego on Water Partnership. 6. Financial Stability a. Hold the line on the General Fund Budget. b. Work with partners on long -range solutions to statewide structural problems. c. Evaluate the City's internal sustainability efforts. DATES OF PREVIOUS COUNCIL CONSIDERATION Council received the 1st quarter Counc | Goal update on A U 26, 20{ l and the 2nd Quarter update on July 26, 2011. '----�--- --- -----------'— ------------------ -- ------- ---------- Attachments .3rd Ouarter Goal Report City of Tigard '' REPORT TO TIGARD CITY COUNCIL U PI ■ Council Goal Update THIRD QUARTER, 2011 TIGARD COUNCIL GOAL 1: Im .lement the Com I rehensive Plan A. Show substantial progress on new Tigard Triangle Master Plan MILESTONES: • Preliminary Designations of High Capacity Transit (HCT) Station Areas (Report) - Fall /Winter`11 Staff and consultants presented a preferred concept,* each of the seven potential stations, including the Triangle, at an open house on September 28. Feedback from the open house will be carried forward to the Citizens Advisory Committee in November or December. • Planning Commission scoping for full Master Plan Project (Report) to proceed in 2012 - Winter 2011 /Spring 2012 The Planning Commission has reviewed the three HCI . Station Area alternatives and the master planning history of the Tigard Triangle. In addition, they completed a tour of the area in September. Planning Commission will meet in December to develop findings about the Tigard Triangle. CHANGES TO WORK PLAN; • Recommendations for interim and long term land use designations (Report) - Fall /Winter `11 Timing on this milestone is changing to schedule changes in the Planning Commission's activities. Please see further explanation below under the Planning Commission scoping milestone. B. Update the Tree Code MILESTONES: • Review of Proposed Code Changes and Community Input - Summer /Fall /Winter `11 Draft code provisions are available for public review and comment prior to legislative adoption process. Public notice of the code revisions will be mailed prior to December 8, 2011 open house. CHANGES TO WORK PLAN: No changes sagemmumme C. Participate in the Southwest Corridor Plan MILESTONES: • Station Area Plans and Land Use Proposals — Summer /Fall `11 The May design workshop resulted in three alternatives for each potential station location. Working with the Citizens Advisory Committee, staff and the consultant team developed a preferred concept for each location. • Community Open House, Planning Commission and City Council Workshops - Winter `11 The preferred concept plan far each location was presented at an open house in late September. A workshop meeting . with Planning Commission and City Council is tentatively planned for early 2012. • Southwest Corridor Refinement Plan Completion, review by agencies and affected jurisdictions and consideration for adoption by Metro - Spring `13 As we approach completion of the Tigard HCI' Land Use Plan, the regional Southwest Corridor Plan is getting formally underway. The city is involved at several levels, including the Steering Committee (Mayor Dirksen); Project Management Group (Ron Bunch); Project Team Leaders (Judith Gray); and Public Involvement (Marissa Daniels). CHANGES TO WORK PLAN: No changes Page 2 D. Work with state and regional partners to modify the state Transportation Planning Rule MILESTONES: • Represent Tigard's interests at regional and statewide venues - Winter to Fall 2011 Judith Gray has been appointed to serve on the TPR Rulemaking Advisory Committee (RAC). She attended meetings of the RAC on July 25th, August 29th, and September 12th and 26th. She also presented updates at several county and regional staff meetings. • Represent Tigard's interests during the Pacific Hwy 99W/I -5 Multi -Modal Corridor Refinement Plan - Fall 2011 and throughout 2013 This project has been incorporated under the umbrella Southwest Corridor Plan. As described above, the City of Tigard is represented at several levels in this regional project. CHANGES TO WORK PLAN: • Completion of the Town Center boundary expansion is delayed indefinitely until staff resources are available to pursue the necessary Comprehensive Plan amendment. In the interim, work will continue to coordinate this effort with the Tigard Triangle Master Plan and HCT /SW Corridor Plan work elements. E. Work with partners on urbanization policy issues MILESTONES: • Washington Co. /Tigard Agreement on Means to Initiate Annexation of Lands in Urban Growth Areas 63 and 64 - Complete With the support of Washington County representatives, the annexation of Urban Growth Area 64 was approved in August 2011 and was effective September 30, 2011. The city continues to respond to proper owners in Area 63 that request annexation information. Community Development staff have coordinated extensively with Metro and the Mayor's office on issues regarding bringing the "rural element" (Roy Rogers West Urban Reserve Area) into the Urban Growth Boundary. CHANGES TO WORK PLAN: No changes 1 Page 3 COUNCIL GOAL 2: Im • lement downtown and town center redevelo . ment o .. ortunities A. Develop strategy and materials to attract developers and tenants MILESTONES: • Hold developer's forum to assess Downtown Redevelopment opportunities - Summer `11 Leland Consulting completed a 5year assessment of the progress of the urban renewal district, which provides an important update to the information needed to inform the Developer's Forum. Presentations on this report were made to CCAC in September and will be made to CCDA in October. The forum will be organized in the weeks following. • Retail marketing plan and Downtown Organization proposal - Summer /Fall `11 At a joint CCDA /CCAC meeting on July 19, consultant Michele Reeves gave a presentation on downtown marketing and revitalization. Among her recommendations, the city should support a downtown organization. The CCAC is currently reviewing the proposal. The proposal and next steps will be discussed at the November 15 CCDA workshop • Develop socio - economic (statistically based) Town Center marketing materials - Fall `11 Some basic 2010 Census data has been released. Data with additional demographic information will be relaeased over the next few months. It will be used as a basis for the socio- economic marketing materials. Funds were included in FY 2011 -12 CCDA budget to acquire any necessary propriety information from investment/ marketing and real estate consulting farms. • An assessment of land whose owners would consider redevelopment - Fall `11 Staff determined an improvement value index for properties in the urban renewal district. This is a rough guide to which properties have development potential. It is used as aguide to determine candidates for additional development opportunity studies. • Develop a downtown /promotion marketing web page - Winter 11/12 Staff updates the city's downtown webpage with the latest information on urban renewal activities. The city reserved the web domain name DowntownTigard.org "for a future stand -alone web page or for use by a future downtown organization. • A strategy to inform a broad spectrum of developers and investors of the Downtown's redevelopment and market potential. - Winter 11/12; implementation is ongoing In the third quarter, staff met with two developers interested in the downtown and is following up with them. The strategy for informing a broad range of developers is dependent on the completion of this goal's other milestones (developer's forum, assessment of redevelopable land.) • Work with property owners and developers on development opportunity studies - implementation is ongoing Staff met with a property owner and developer to discuss a proposal for a public private partnership for a multi- family development in the downtown. This information will be shared in an upcoming CCDA executive session. CHANGES TO WORK PLAN: * Developers Forum rescheduled to late fall 2011. B.Advance Ash Avenue Railroad Crossing MILESTONES: • Developed and evaluated options for at -grade and grade - separated (bridge or tunnel) Ash Ave crossing. • Performed preliminary evaluation of costs, right -of -way needs, business impacts, environmental issues, mobility impacts, and traffic effects of 15 options for Tiedeman /North Dakota reconfiguration. • Analysis will be discussed at the October 25 Study Session. Page 4 CHANGES TO WORK PLAN: • No changes 1 Page 5 COUNCIL GOAL 3: Complete Plans for Parkland Ac. uisition MILESTONES: • Park and Recreation Advisory Board (DRAB) prioritized the properties on the possible acquisition list. Due diligence is being conducted on the top tier properties. • Summer Creek education program is underway and a draft of the plan was submitted to the Oregon Watershed Enhancement Board as required by the grant. • The Program Manager has worked to move forward the projects on the list for acquisition and development. • The planning on the Fanno Creek House is underway. Group Mackenzie was selected as the planning firm. • East Butte Heritage Park Master Plan work is underway. A neighborhood meeting will be scheduled in November. Group Mackenzie won the award on the project. • Proposals have been received for the Jack Park master plan that includes the new section of the park and trail. A firm will be chosen in October. • A scope of work is being developed for the first tasks to be done on the Summer Creek property, and firms should be solicited for proposals in November. CHANGES TO WORK PLAN: • Summer Creek Master Plan will start with the initiation of a Concept Plan in the fall 2012. 1 Page 6 COUNCIL GOAL 4: Advance Methods of Communication A. Communication is a part of everyone's job. MILESTONES: • An article on the city's branding efforts was submitted to the League of Oregon Cities for the September edition of the League's Local Focus. • The trademarked version of the city's logo has been rolled out. The main pages of the website have been updated. The logo is also on Inside Tigard and is available to all staff for their projects. • Internal deadlines for submission of Cityscape articles continued to be met 50 percent of the time the first two months of the quarter. The submission process was modified and this last month approximately 65 percent of the articles were submitted by the deadline. CHANGES TO WORK PLAN: No changes B. Change organizational culture to reflect city values ., MILESTONES: • Objectives for the 3rd quarter included conducting the Behavioral Interview workshops (see schedule change below) and continuing to support the City Wide Values Team. The City Wide Values Team has begun to reassess what new efforts they can begin to further support the values and the type of work culture that reflects the values. Currently they conduct the annual employee survey, assist with the citywide employee recognition program, operate the Values Team blog and web page on Inside Tigard, oversee all city department recognition programs and support the Red Cross Blood Drives. They are looking at other ways to "spread the word" about the cidy values to other city employees, including more inter - department activities to increase cooperation and to build teams. • All new employees continue to receive information about the city values program. Several new hires have been selected using the BehavioralInterviewQuestions that were created around the city values; departments such as Finance and Information Services share success stories of their employees demonstrating the values in their work at their monthly department meetings; all performance evaluations include an assessment of how the employee is pe relative to the three (3) ciy values; in the 3n quarter there were 83 written recognitions by co- workers about other employees who were `Doing the Right Thing", `Getting it Done'; and showing 'Respect and Care" of a significant nature in their work performance. CHANGES TO WORK PLAN: • Behavioral Interviewing workshops have been rescheduled for the 4th quarter instead of the 3rd quarter to avoid summer and early fall vacation schedules 1 Page 7 Council Goal 5: Continue Coordination with Lake Oswe' o on Water Partnershi • MILESTONES: • Water Treatment Plant (WTP) design Designer is under contract and continues work in the preliminary design phase. • Environmental permitting Proceeding • SCADA design Designer is under contract and continues with preliminary design. • Pipeline design Designer is under contract and currently in the preliminary design phase. • Clackamas River Intake, Waluga Reservoir and Bonita Pump Station design Designer is under contract and currently in the preliminary design phase. Page 8 COUNCIL GOAL 6: Financial Stabili T A. Hold the line on General Fund Budget MILESTONES: • The Adopted FY 2011 -12 Budget Document was published. In addition to the annual budget document, the 2011 -16 Capital Improvement Plan document was published. • A Budget Committee Meeting was held during the Council Workshop on September 20, 2011. Discussion during that meeting included: o FY 2011 year -end close o A summary of the 1St quarter supplemental o Direction to move forward with the Long -Term Strategic Financial Plan as outlined in the work plan and memo from September 9, 2011 o Direction from the Budget Committee to develop the FY 2012 -13 budget process, materials, documentation, and discussion based on those used for FY 2011 -12. CHANGES TO WORK PLAN: • Goal is achieved. B. Work with partners on long - range solutions to statewide structural problems MILESTONES: • Sen. Burdick and Rep. Doherty provided a review of the 2011 Oregon Legislative Session at the City Council meeting on August 9. • City staff participated in Rulemaking Advisory Committee (RAC) discussions on the Transportation Planning Rule • Rep. Margaret Doherty held a community forum in Tigard City Hall to discuss the impact of the recent legislative session on education. Superintendent Rob Saxton, Tigard - Tualatin School District, was the guest speaker at the September forum. • Worked with ICMA TV in developing "A Fluid Partnership" video segment which showcased the Lake Oswego - Tigard Water Partnership. The video was shown throughout the ICMA annual conference in September and now can be seen at the ICMA TV website. • Researching the impact of HB 2865 Recreational Immunity, which was passed in the 2011 session, and whether the city should "opt in." CHANGES TO WORK PLAN: No changes C. Evaluate the city's internal sustainability efforts MILESTONES: • Data collection continued. • Continued to work on the Eco -Biz Certification • Presented sustainability efforts to Council on September 20, 2011 CHANGES TO WORK PLAN: During the fourth quarter goals will be: • Develop scope of work for Sustainability Consultant • Set up Tigard Green Team (internal staff representatives from each department) • Develop sustainability efforts tracking form; Continue to update data Itiolg aoendA The Tigard Brand: Professional „IN • Communication in a Clear and Concise Style TIGARD H ave you ever seen a PowerPoint presentation in which the In addition to a new logo, the official city tag line, "A Place text falls off the screen? to Call Home," was adopted by the city council in 2006. Or a letter written in "Comic Sans" font? This tag line appears on the city's website, as well as many city advertisements and documents. The tag line conveys Or a business email with flowery scripts or highly- stylized fonts? why people enjoy living and working in Tigard. Addition - Or, even more importantly, communications that are not easily ally, trademarks have been granted for the city logo and understandable to their intended audience? the police department logo. This important step not only prevents its unauthorized use, but enables the city to take During the legal action against those using it fraudulently. last six years, Recipe for the Tigard Brand the Tigard ✓ Proper use of the new logo The Internal Effort City Council Creating documents using In 2009, an effort to incorporate the Tigard brand among has used their staff and clarify the mission of Tigard employees was annual goal Garamond, the official c f ont g initiated. Department representatives selected and imple- setting to chal- ✓ "A Place to Call Home" tag line mented three values for staff to internalize: treat people lenge city staff ✓ Organizational Values – Do the well, go the extra mile to exceed expectations, and focus on to develop a Right Thing, Respect and Care, solutions —not excuses. The city's organizational values are Tigard "brand" Get It Done appropriately used on customer service surveys, staff com- in order to munications and performance reviews. avoid these ✓ Templates for written communica common com- tion and PowerPoint presentations With continued encouragement from the city council, munication ✓ Email with consistent typestyles, branding efforts have grown more sophisticated over gaffes. The backgrounds and signatures time, culminating in the Logo and Design Standards docu- vision of the ment. The purpose of the guidelines is to make it easier council was a for all employees to follow the city's standards. Included is consistent style, look and message, providing instant recog- information on the appropriate use of the city logo, written nition or identification of any document or written commu- and electronic communication, and customized templates nication that comes from the city. for PowerPoint presentations. An exception to the use of Garamond is made for email communications, as the style It is the city's view that excellent communication is a basic guidelines call for 11 -point Calibri, as it is the email default obligation of democratic govemment and assists in efficient font. service delivery whether it is notifying citizens of a water main break or communicating Tigard's legislative priori- To develop the Logo and Design Standards document, a ties to state and federal officials. Communications efforts working group was formed including the assistant city do not stand apart from a city's other activities but are an manager, administrative services manager, graphic services embedded component of success in every city effort. supervisor and web services coordinator. The working group created the document from current city standards, The Process AP style guidelines, Webster's New World College Diction - Creating a new logo and developing an accompanying tag ary, and other acceptable best practices in government com- munications. A first draft was reviewed by the city manager line were the first steps in the branding process. The city's and then returned to the working group for minor edits. logo was developed and approved with oversight from Developing and editing the document lasted nine months the Tigard City Council in 2006, after an extensive and from the formation of the working group to presenting the thoughtful process. A logo is the most important visual standards to council and staff element used to differentiate the city as an organization and provider of services. The new logo establishes the (continued on next page) city's graphic identification and tells others that what they are viewing is an official communication from the city of Tigard. 22 I OCTOBER 2011 WWW.ORCITIES.ORG Tips for Branding Your City ei°'RI`•'° • Sell council on the concept and let them identify it ,,,,,,.._ as a priority. . �,, ® • Identify staff with expertise in the field and an , . ° •.„ historical knowledge of the needs and philosophy of ..-----: " —.. the organization. \ � ;' �` • Understand current logo and design standards used °, by departments and understand why they are being used before making any changes. • Develop a short-term and long -term implementa- tion plan for incorporating the standards into the fabric of the organization. • Hold supervisors accountable for their staff's use of the guidelines. From the city of Tigard's Loio and Design Standards document Challenges Creating a Tigard brand has encountered some resistance _ along the way. Most are legitimate concerns with how the _ Tigard standards would interact with standards of other VVI‘T YOJJ 14. ''c�. ` INES NEEDS. professional associations. For example, the community de- velopment department, which reports to a myriad of regional ‘MMW iT IFR fit7F V(M .!R BUSINESS. and state partners, worked closely with the city manager to incorporate standards in place from their other partners. Internet. Voice. TV. Ethernet. Further, staff has educated consultants employed by the city aim dgili so that they understand the city's requirements for the writ- ten and electronic communication. 111 . P Some Tigard employees like to exercise creativity at work, 0 I M __ I' 1 'g 1r and thus viewed the new guidelines as confining such t -- thought. However, the city has established a design and , ; i 11--- --- communications division with trained professionals to address ' council goals for improved communication, consistent brand- ing and the needs associated with promoting city programs. s s Give your business the d(3mp2t edge t o dep°grz w ing without slowing down, Comcast Business Class has the Exceptions have been made for certain software used by the `, tools your business needs to help enhance productivity. like city, as some programs used by city departments may not have scalable Internet and voice service that can be adjusted to the Garamond font or cannot incorporate the your business's changing needs. Plus. flexible data solutions like Metro Ethernet can give a major boost to your bandwidth, City logo. without a major boost to your costs. Next Steps . 800 - 391 -3000 1 business.co_ mcast.com The branding efforts continue today with the city council listing "Advance Methods of Communications" as a goal Comcast for the year, with the statement, "Communication is part BUSINESS CLASS of everyone's job." It will be every employee's job to learn -s apply. Not a sable in all areas. Call for details. Comcast © 2011. the standards and use them in written and electronic corn- reserved. NPA76472 -0049 munication. The guide is meant to be a "living" document that will naturally change from time to time in an effort to keep step with technology, city needs and current professional practices. • OCTOBER 20I 1 LOCAL FOCUS I 23 AIS -638 Item #: , 1 Workshop Meeting hh ciGc i2 e v Date: 10/18/2011 • y ID ) � K f a °if Length (in minutes): 30 Minutes / / Agenda Title: Discussion of Concept Designs for Pacific Highway/McDonald Street/Gaarde Street Intersection Improvements Prepared For: Mike McCarthy Submitted By: Greer Gaston Public Works Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. ISSUE Staff is seeking council direction to narrow the number of conceptual designs for the Pacific Highway/McDonald Street/Gaarde Street intersection improvements. The council is asked to select the designs to receive further review and to eliminate other designs from further consideration. STAFF RECOMMENDATION / ACTION REQUEST Staff recommends the following three concept designs be advanced for further study: Concept A: Widen all approaches Concept B: Focus widening on the Gaarde and McDonald Street approaches Concept C: Focus widening on the Pacific Highway approaches KEY FACTS AND INFORMATION SUMMARY The city and Oregon Department of Transportation (ODOT) are working on a conceptual design to improve traffic congestion where McDonald and Gaarde Streets intersect with Pacific Highway. The goal of the design is to improve traffic flow, safety, transit access, and cycling and walking conditions at this intersection. The design will eventually be used as a template for a future construction project. The project team, comprised of a transportation consultant and representatives from Tigard and ODOT, has been working with the Tigard Transportation Advisory Committee (TTAC) to develop intersection options for preliminary analysis. Eight conceptual design options were analyzed. These options were evaluated based on factors such as traffic flow, capacity, safety, property impact, business impact, and cost (expressed in order of magnitude - not actual dollar figures). Conceptual designs are summarized in an attachment to this agenda item. Based on the analysis, the project team recommends three concept designs be advanced to the detailed analysis phase. The TTAC concurred with the project team's recommendation at its September 28 meeting. The designs are: • Concept A: Widen all approaches • Concept B: Focus widening on the Gaarde and McDonald Street approaches • Concept C: Focus widening on the Pacific Highway approaches At this point in the process, there is room for minor variations within each of the concepts; variations might include the addition or removal of a right turn lane, etc. The council was briefed on the project and preliminary concept designs on August 9. An open house was held on August 15 to solicit public input on the project. OTHER ALTERNATIVES The council could direct staff to advance or eliminate conceptual designs other than those recommended by the project team and TTAC. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS This project is listed as a near -term priority in Tigard's 2035 Transportation System Plan. 2011 Tigard City Council Goal No. 1 - "Implement Comprehensive Plan." This project implements the Comprehensive Plan by providing traffic capacity and safety improvements. DATES OF PREVIOUS COUNCIL CONSIDERATION The council was briefed on the project and preliminary concept designs on August 9, 2011. Fiscal Impact Fiscal Information: Estimated project costs are not available yet, but will be provided as project designs are finalized. The 2011 -2016 Capital Improvement Plan includes $1,029,387 of city resources for this project over a five -year period. City funding will come from the transportation development tax. The Oregon Department of Transportation (ODOT) has committed to provide $1 million toward project design and engineering; additional ODOT funds are available contingent upon the identification of a viable project design. Depending on the final project design, it may be necessary to seek additional funding from local, state, or federal sources. Attachments Concept Designs ,1 i_` -` ; s * F' - (4 � ; .- ' Pa cific Highway 99W /Gaarde /McDonald ° "�"' , . ! , .,,rR„ , Intersection Improvement Conceptual Design itk ' { �� " PP Concept i Conce t A: Widen All A roaches 7,(40/1 t r r. I Y y ` ��� � � r - / P Y DESCRIPTION: This conce t widens both Pacific Hwy 99W and SW Gaarde StreetlSW McDonald Street - 8 s ' by adding one through lane and one additional left turn pocket for each approach. k. ,Ire / ' /in:::::: il � r + � .7 1 „,„,_,,,,,, .� j COMPARISON TO NO -BUILD ..„ _ ) s / r _ Signalized Number of Improvement to r " � " �� Intersections Travel Lanes Overall Capacity - . # . , a ` _ , Pacific Hwy 99W: ® PM PEAK AM PEAK SAME Gaarde Street: ® e.., 1, , - , " McDonald Street: *� ThN UP UP +1 Tum . >' �,.` rya, ,,. � ._ - - --- - 11 ; , PROS CONS e ` ;' 9 a ,. , r e • Provides new capacity for all intersection •Right -of -way needs for all approaches �"_ , e , , ,; - t i movements • Longer pedestrian crossings on all legs of the �< � intersection ,» , 4 .,... s . • Potential lane -drop bottleneck north of intersection on Pacific Hwy 99W LEGEND Travel lanes & Modes intersection Geometry ■ - Right Turn Only lane VP - Existing lane Geometry gliM - Through or Through /Right In '► - New /Potential lane Geometry Left Turn Only lane © COST •* j� ROW - Existing Signal Control . II - Receiving /Departure lanes MI= ® - gicycleLane 1 - NewSignal ESTIMATE: $ ESTIMATE: NM - Sidewalks ) �- " ''' \ • 44 C;;": Pacific Highway 99W /Gaarde /McDonald e • • t • " `' � ""`'`y° / Intersection Improvement Conceptual Design ' s''. y ; ` Concept B: Widen Gaarde /McDonald Streets • II ii i , { 4. . ',.. 01 , LCfg P - DESCRIPTION: This concept widens SW Gaarde Street and SW McDonald Street by adding one through r lane and one additional left turn pocket for each approach. The approaches on Pacific 10110 a � p � � "y Hwy 99W remain unchanged. to .. ,-1 . ,, 1H• L. I ►t !� COMPARISON TO NO -BUILD •i K _ Signalized Number of Improvement to „- ` , f / 7... I /J' "- �" - Intersections Travel Lanes Overall Capacity 45 ' ' ►, Pacific Hwy 99W: PM PEAK AM PEAK 1 ' < .� _ ' � r ,, . , SAME Gaarde Street: ' '1 ,Y • s no \ ' � ; ?t McDonald Street: ® UP UP a : .. .,. 24.0, 4., --qtr. PROS CONS .n rr r *F 4'. • Provides new capacity for SW Gaarde Street and • Right -of -way needs along SW Gaarde and 1 • SW McDonald Street McDonald Streets • Allows for more green time for Pacific Hwy 99W • Longer pedestrian crossings on SW Gaarde and ,Y �4 - A -1 , , McDonald Streets • Less capacity improvement than other concepts LEGEND Travel Lanes 8. Modes Intersection Geometry MIN - Right Turn Only Lane $• - Existing Lane Geometry ▪ - Through or Through /Right Lane vo - New /potential Lane Geometry ` 11•7 - do - Left Turn Only /Deparne © - News Si I COrrtrol COS • 1f _ ROW 11111111111 11111111111 g gna - ▪ -Recery Receiving/Depart Lanes ESTIMATE: ` ESTIMATE: - Bicycle Lane - New Signal Control ■ - Sidewalks -- ` �1„: �y Pacific Highway 99W /Gaarde /McDonald CONCEPT �. j'e . 'l` — .� , • Intersection Improvement Conceptual Design C t '`' may, 4 Concept C: Widen Pacific Hwy 99W r/ as li Tie db� a ce .; . ° / DESCRIPTION: This concept widens Pacific Hwy 99W by adding an additional lane in each direction. Ei b +te / • . The approaches on SW Gaarde Street and SW McDonald Street remain unchanged. � �. � ; r �i st , .. a / m'a,t i>j , ., •••■•.. to COMPARISON TO NO -BUILD • . '' Signalized Number of Improvement to ` , tr / • i.,,, i Intersections Travel Lanes Overall Capacity ti Pacific Hwy 99W: ® PM PEAK AM PEAK .t.. SAME . •, +23% Gaarde Street: "% +0 I . 7 UP UP McDonald Street: a >' , n ., u::; : 1L.- :�- `"'��.. PROS CONS / ' '.r ►+' • Provides new capacity for Pacific Hwy 99W • Right -of -way needs along 99W �. i 1 t c {w . � c • Allows for more green time for SW Gaarde Street • Longer pedestrian crossings on Pacific Hwy 99W r ,, - �. a,. and SW McDonald Street • Potential lane -draop bottleneck north of v ,� � intersection on Pacific Hwy 99W LEGEND Travel Lanes 8 Modes Intersectio n_Geo= etr - Right Turn Only Lane - E.isting Lane Geometry SIM - Through or Through /Right Lane T. - New /Potential Lane Geometry _v _ir an v< O Receiving/Departure epartu - E.istin Signal Cnntrnl COST ROW g IMENI - Retching /oewtaelanes ESTIMATE: $ ESTIMATE: go _ - Bicycle Lane p . New Signal Control III ill 111 1111 ME - sidewalks " ,• V CONCEP ` "��7; Pacific Highway 99W /Gaarde /McDonald gitk P Conceptual Design s ' t, y am . : ' i Intersection Improvement Conce tual Des »a , iv " - , , 7 4 Concept D: Redirect Northbound Left Turn and P :� M /' Widen Pacific Highway 99W gut :_ ii DESCRIPTION: This concept relocates the northbound left turn south on Pacific Hwy 99W to the ../iaA1. 4 4 Pp , " ". intersection of SW Gaarde Street extension. A new signalized intersection would be installed at Pacific Hwy 99W /SW Gaarde Street extension to accommodate the relocated t " northbound left turn. In addition to the relocation of the northbound left turn, Pacific Hwy R „ + / 99W would be widened by one additional travel lane in both the northbound and / , ; southbound directions. e / h r � - ` ' %! M COMPARISON TO NO -BUILD O K _ � � '� a as n,-. —� Signalized Number of Improvement to , ,, C + r ' � 1/, fIJ ai r . I:, s r ', / ' ' 7 ` Intersections Travel Lanes Overall Capacity , h ` ls +, d l R Pacific Hwy 99W: ® PM PEAK AM PEAK F , . , Gaarde Street: +35% +22% UP UP • 4,..- \,) ' s) � ' ' _ � . McDonald Street: t wo m ` � s ? j v A �""� , PROS CONS A ; ` �. a i + - - _.� ° r - • • Provides new capacity for Pacific Hwy 99W • Right -of -way needs along 99W . . , a u C te . ; - ,, • Relocate northbound left turn phase and allows • Longer pedestrian crossings on Pacific Hwy 99W `A - ', € better signal timing for Pacific Hwy 99W /SW • Potential lane -draop bottleneck north of c Gaard Street/SW McDonald Street Hwy ,� t , intersection on Pacific H 99W LEGEND Travel Lanes & Modes Intersection Geometry n uns - Right Turn Only Lane �+ - Existing lane Geometry mm - Through or Through/Right Lane Ti - New /Potental Lane Geometry - Left Turn Only lane - Existing Signal Control COST COST ��' •t" +�` _�r� AO - ▪ - Recervm /Departure Lanes ESTIMATE: ESTIMATE: Bicycle lane .New 5 goal Control MEM - Sidewalks e a ":2•�c�Hrr Pacific Highway 99W /Gaarde /McDonald t ` E . w r,' 4, »i ,'. y = Intersection Improvement Conceptual Design w t , ' • Concept E: Indirect Left Turn Loops It' l e °Od o- .. :. 90.4 DESCRIPTION: This concept removes the northbound and southbound left turns from Pacific Hwy 99W and relocates them as "right turns" that loop onto SW Gaarde Street and SW McDonald 11, , pal r..' s, `s.. Street. The new "right turns" would enter Gaarde Street and McDonald Street as "" through lanes approaching Pacific Hwy 99W. �1l t - AA 1R° , +~.. r ' Iti'ss14' v „ .:1*. * , , " '17 " "� COMPARISON TO NO -BUILD 4111r ' 4 i •,; ;' _ - - Signalized Number of Improvement to g . Intersections Travel Lanes Overall Capacity 'lit 40 7 +�' i' i '' g° a - t Paci Hwy 99W: PM PEAK AM PEAK • „, it , "oiki A : SAME �� �, Gaarde Street: ® �,„• , , p McDonald Street: -i% „d” t - 1 1 1)1 t 4 4 1 ., °h . �, z ;- / w +f` ",� PROS CONS / tea. »t ` • Removes northbound and southbound left turn • Right-of-way needs (for loops) in northeast and j °_ phases from signal southwest quadrants - • Left- turning vehicles must cross intersection twice LEGEND Travel lanes & Modes intersection Geometer Co Components ■ - Right Tum Only Lane VP - Existing lane Geometry ■ _Redirected Lek Turns t• - Through or Through /Right lane '► -New /Potential Lane Geometry - _ wr iii iii Lek Turn Only lane El - Existing Zgnal Control COST ROW Elm - Receiving /Departure lanes ESTIMATE: $ $ $ dI AI ESTIMATE: - Bicycle lane © - New Signal Control ■ - Sidewalks `f 0- " i7- -- 1- , Z 14;,,, Pacific Highway 99W /Gaarde /McDonald CONCEP __ . r t l',. - ' , 3 , / Intersection Improvement Conceptual Design I . = • i - • Concept F: Realign East /West Roadways r i _.• . ... 3 . , 4r,..: .. T .. - ' - ' DESCRIPTION: This concept realigns both SW Gaarde Street and SW McDonald Street to become °T" t intersections with Pacific Highway 99W. The two new intersections would both be 4 laletheet.ox ' " signalized. The sections of SW Gaarde Street and SW McDonald that currently intersect l ir ', , ? with Pacific Highway 99W would be closed for motor vehicle traffic. East and West — ! p „+ through traffic would need to take a left turn from the new intersection, then a right turn �, ` � 0 to continue on SW Gaarde Street or SE McDonald Street. t. i = `C ,.•yj;. . Y Ail- IL . _ !:, COMPARISON TO NO -BUILD ♦ X V ' X "" -I r, , I An ' '.,, A. Signalized Number of Improvement to <, �` , '� /' 1' "I Li` ` » , Intersections Travel Lanes Overall Capacity .00 g � Pacific Hwy 99W: PM PEAK AM PEAK et till ti �Y ' v. r ' , - , 'f t s Gaarde Street: -3% - 17 - .: c, _, , ; w P; McDonald Street: , ,.t i ;` .� * n s ' ,t- • ; ti g 1 PROS CONS • �; , • Replaces one complicated intersection with two • Right -of -way needs to relocate intersection r` 4 - i ” simpler (3 leg) ones • Appears to perform worse overall than the no- 1 , !• • Removes center turn lane along Pacific Highway build option � � s _ 99W between two new intersections for access • Vehicles traveling east and westbound through management the intersection must turn twice LEGEND Travel lanes & Modes Intersection Geometry Concept Components =MI - Right Turn Only lane V. - Existing Lane Geometry is 40. i - Through or Through /Right Lane '► - New/Potential lane Geometry _Realigned Roadway - Left Turn only lane - Existing signal Control X -[bled Roadway CAST .s. s. .•• - ' ROW - - - r BI• . Bicycle lanes ESTIMATE: $ $ $ „ ESTIMATE: Bigcle lane II - New Signal Control - Raised Traffic separator - sidewalks — , s ; 44 �i,. '' •P - acific Highway 99W /Gaarde /McDonald CONCEPT A s 1 1 • r 1 G ° " ,► „„ Intersection Improvement Conceptual Design ' a_. ,; ' , , s • Concept G: Redirect Northbound Left Turn and 1 a Indirect Southbound Left Turn _ 8 ‘ . DESCRIPTION: This concept relocates the northbound left turn south on Pacific Hwy 99W to the 4 p p A % � .. 7i intersection of SW Gaarde Street extension. A new signalized intersection would be y installed at Pacific Hwy 99W /SW Gaarde Street extension to accommodate the relocated l. IC ,. __ �, • / ' L " " northbound left turn. In addition to the relocation of the northbound left turn, Pacific Hwy 4 ' in' nto ! ti ,E 99W would be widened by one additional travel lane in both the northbound and f�`t�! , " southbound directions. ' 41 COMPARISON TO NO -BUILD C or • ' ' ;! Signalized Number of Improvement to • •,. r , " i = "' � �4 Intersections Travel Lanes Overall Capacity *' ■! . / F ='" ' ` Pacific Hwy 99W: ® PM PEAK AM PEAK 1 II •• t tilt ,, • r , � - ++�. Gaarde Street: ®, +43% +36% , ® q UP UP ar ,�a ©' � . M c D onald Street: s ,), ' ' ' fir? 1 f • ••. _., , �' t .� " �A ;� PROS CONS f., • �� x ' , r� , , • • Provides new capacity for most movements • Right -of -way needs in intersection area ; / fig Z + ` v x L • Removes northbound left turn phase and allows • Longer pedestrian crossings on all legs w ,. c i reallocation of green time at intersection • Potential lane -drop bottleneck north of /' ,/ „ ` _ y • Provides mor direct route for vehicles turning left intersection on Pacific Hwy 99W on to SW Gaarde Street LEGEND Travel Lanes & Modes Intersection Geometry Concept Components ~MA - Right Turn Only Lane T - Existing Lane Geometry - Redirected I.ek Turns tI - Through or Through /Right Lane '_' - New /Potential Lane Geometry 6 6 - Left Turn Only Lane COST '... - Le Turn Departure lanes _Existin Signal Control COST ROW g/ pa ESTIMATE:+► '' ESTIMATE: - Bicycle Lane - New Signal Control tttt. - Sidewalks 5 ^,� �., \,,. /4�, ;$7 . Pacific Highway 99W /Gaarde /McDonald ��'` wi . Intersection Improvement Conceptual Design kP_ f 7 g 5 ' #; Concept H: Grade Separate Intersection with 4 . - ''''' ' ,. Redirect Northbound Left Turn DESCRIPTION: This concept grade separates the intersection of Pacific Hwy 99W with SW Gaarde lour 4 ,. ..� ''" ° Street and SW McDonald Street. To accommodate turning movements, additional Ikr 'i signalized intersections are created at the SW Gaarde Street extension with SW Pacific site + Hwy 99W and SW Gaarde Street, and two new intersections are created connecting SW .. ""% . . z ' It McDonald Street with Pacific Hwy 99W. ri It- 1 _ u t ; a iil_ . L t � ♦ ' � It 1 �� �, 1 x11 • -= , • • �' ` COMPARISON TO NO -BUILD 0 '.; h, y' _ f' - • Signalized Number of Improvement to .. ♦ d „1° n11•L-4 . K ., ' f + !f ; - fi t . Intersections Travel Lanes Overall Capacity . � 90 , Pacific Hwy 99W: PM PEAK AM PEAK `` Gaarde Street: 110EE7 +15% +6% 1 11 1 ".; :4, #. McDonald Street: z ' -.> r , x . PROS CONS ,... ., ` • Replaces skewed four -leg intersection with two • Right -of -way needs in order to relocate SW k " :. 4 * , � ' offset T- intersections McDonald Street intersection ® � 1 F • Major capital cost for grade separation ' s A " • Access changes for properties on grade- separated faciltiy LEGEND Travel Lanes & Modes Intersection Geometry Concept Comoonents mom - Right Turn Only Lane Iftlt - Existing Lane Geometry Mi■ - Through or Through /Right Lane Tit - New /Potential Lane Geometry ■ -Redirected Roadway Left Turn Only Lane © i E .. _ -s• .es' .s. >raw rwe..w. . - Existing Signal Control COST - ROW Receiving /Departure Lane= - ESTIMATE: $ $ $ $ $ ESTIMATE: - Bicycle Lane 111 - New Signal Control s � - Sidewalks Pacific Highway 99W /Gaarde /McDonald Intersection Improvement Conceptual Design Summary of Concepts Capacity Improvement Description AM Peak PM Peak Cost Right -of -Way 66655 7 CONCEPT - A .. Widen All Approaches ttlti CONCEPT 6555 71 Widen Gaarde /McDonald Streets •, CONCEPT 6 C Widen Pacific Hwy 99W � ' BETTER `° D Redirect Northbound Left Turn and Widen Pacific Hwy 99W g CONCEPT 66 Indirect Left Turn Loops nm EoCT - 17% -3% �, �� �-'-�' F Realign East/West Roadways WORSE WORSE 6 6 655. r oti CONC P o L R M gig edirect Northbound Left Turn and Indirect Southbound Left Turn : �' '' 6 � r- -1 4 COT Grade Separate Intersection with Redirect Northbound Left Turn fttej ittil 1 _ ni I = 7 SUPPLEMENTAL PACKET FOR 0r ils, // 141 -4 (DATE OF MEETING) � ' °'' Highway 99W/Gaarde/McDonald fi Pacific Hi r ' g y McDonald ' °k Sac P � * ` Intersection Improvement Conceptual Design Project Purpose Project Overview This conceptual design project is a technical feasibility The project includes the following phases of work: study for improvements to the Pacific Highway • Review of existing plans and studies 99W/Gaarde/McDonald intersection. It is a joint effort • Existing year (2010) traffic analysis between the City of Tigard and ODOT to analyze and • Future year (2035) traffic analysis develop potential intersection concepts. • Development of improvement concepts • Evaluation of selected concept Existing Conditions Study Area Collisions Transit �„ The 99W /Gaarde /McDonald intersection Northbound buses stop in the flow of traffic on the (f mil has a high frequency of collisions on far side of the project intersection, conflicting with 1 MIL Highway 99W, with a substantial through traffic in the right lane of 99W northbound. . Em t.. number of rear -end collisions. Bicycle and Pedestrian Traffic Volumes 1 j _ The north leg of the project intersection does not 99W north orc,arde/ntcoonaid have a crosswalk, and east -west bike lanes terminate '''. _ „r,•,..w 71 ''-- o " ' 200 feet from the intersection. + .. ,,,. Motor Vehicle Operations 1 �• In the PM peak, the project intersection operates at or ; ,'.w , _• " ` - near capacity, with the northbound left turn and the �, eastbound through movements (Gaarde to McDonald) ,w - JK f experiencing the most delay, and large platoons of w 7: s.� � I Z r i vehicles moving southbound. The eastbound through = s f s _ i a 9 ` a movement experiences high delay in the AM as well. ,,:.ten., Future No -Build PM Peak Hour AM Peak Hour 2035 Motor Vehicle Volumes 2035 Motor Vehicle Volumes Total entering volume at the project intersection is projected Total entering volume at the project intersection is projected to to increase 46 %. increase 58 %. Intersection Operations Intersection Operations Analysis shows that the intersection operates over capacity Analysis shows that the intersection operates over capacity under under future no -build conditions in the PM, with particularly future no -build conditions in the AM, with particularly high delay for high delay for the eastbound through, westbound through, the northbound through and eastbound through movements. northbound left, and southbound through movements, Queuing Queuing Added growth in vehicle volumes in the future put additional Added growth in vehicle volumes in the future put additional strain strain on some of the movements at the intersection creating long on some of the movements at the intersection creating long queues. These movements are the eastbound left, eastbound queues. These movements are the eastbound left, eastbound through, and northbound left. through, and northbound left. 99W /Gaarde /McDonald Intersection: Performance of Alternatives against No- Build, Year 2035 AM and PM Peak Hour AM Critical Movements (V /C) PM Critical Movements (V /C) Overall V/C Concept NBT EBT NBL SBT EBT WBL AM PM No -Build 1.58 1.27 1.71 1.49 1.21 1.62 1.49 1.55 A: Widen all approaches with dual left turns and additional through lane 36% 30% 43% 32% 25% 41% 34% 39% B: Widen Gaarde /McDonald approaches only 9% 29% 13% 9% 25% 20% 13% 12% C: Widen 99W approaches only 26% 12% 26% 22% 7% 27% 22% 23% Cl: Add northbound and southbound through lanes and second 26% 12% 26% 22% 7% 27% 22% 23% northbound left turn lane to 99W C2: Add southbound through lane, second northbound left turn lane, and 9% 3% 26% 23% 7% 23% 9% 23% northbound right turn pocket on 99W D: Relocate northbound left and widen 99W with additional through lane 26% 12% 50 % 30% 17% 38% 22% 35% E: Indirect north /south left turns 3% 21% 21% 16% 13% 19% 6% 14% F: Realigned east /west roadways - 20 % - 13 % 15 % 43 % -25 % 8% 18 % 4 % G: Relocate and double northbound left, widen Gaarde /McDonald with 39% 20% 74 % 38% 25% 46% 36% 4390 dual lefts and additional throughs, southbound indirect left H: Grade - separated intersection with realigned turning movements 1 % 20 % 26 % 11 %4 1 % 34 % 6 % 15 % 1 Comparison intersection is 99W /Gaarde 2 Comparison intersection is Gaarde /Gaarde Extension 3 Comparison intersection is 99W /McDonald Extension ° Comparison intersection is 99W /Gaarde Extension 5 Comparison movement is northbound through 6 Comparison intersection is 99W /McDonald < 1.0 V/C 1.0 V/C AIS -646 Item #: j1( Workshop Meeting en A I2 y (se ci Date: 10/18/2011 f o / P y ta 61/ Length (in minutes): 60 Minutes Agenda Title: Five -Year Assessment of Urban Renewal Submitted By: Sean Farrelly Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: City Center Development Agency ISSUE Review Five Year Assessment of Tigard Urban Renewal Activities STAFF RECOMMENDATION / ACTION REQUEST The City Center Development Agency's feedback is requested on the draft report. It is intended for the finalized report's recommended priorities to inform future implementation of the Downtown Urban Renewal Plan. KEY FACTS AND INFORMATION SUMMARY In 2007, staff engaged Leland Consulting Group to assess and provide recommendations for Tigard's then newly established urban renewal district. The CCDA was briefed on the resulting report "Development Strategy for Downtown Tigard," (more familiarly known as the "Leland Report"). The report has provided guidance to staff in developing work plans to implement the City Center Urban Renewal Plan. Tigard's Downtown urban renewal district has been in existence for five years, or one - quarter of its planned 20 -year life span. In view of this milestone, staff requested Leland Consulting to re- examine Tigard's urban renewal activities and provide an assessment of the current state of the district and recommend projects as short and medium term priorities. The attached report consists of five main sections and an appendix: Assessment of the Current Situation The report catalogs the public and private investments that have been made in downtown Tigard since the District's formation and the planning context. 2011 Real Estate Market A snapshot of market conditions identifies trends and opportunities to capture new investment over the next five years. Market and demographic trends indicate that the strongest opportunity for new development in the Downtown in the short to medium term is multi - family housing. There may be some opportunity for new small format retail and arts, culture and leisure activities in the district. The report finds that new office development may not be feasible for several years. Urban Renewal Financial Outlook The report includes five -year projections of tax increment revenues from fiscal year 2011/2012 through fiscal year 2015/2016. Revenue has been impacted by current economic conditions including lower than normal building permit activity due to the recession, low to no property appreciation due to the housing crisis and recession and the fact that the urban renewal district is still fairly young. The largest project to date was the Knoll non - profit affordable housing project which is exempt from property taxes. A sum total of $2.1 million is projected in net tax increment revenue from FY 2011/2012 through 2015/2016. Project Evaluation Criteria The section includes project evaluation criteria to weigh the 36 projects that are listed in the City Center Urban Renewal Plan and several additional current or future Downtown public projects. The criteria are: • Tax increment creation • Catalytic potential • Housing amenity • Project readiness Updated Development Strategy A new list of prioritized actions and investments is recommended that can best leverage these new and projected market conditions and trends. Since the list of potential projects authorized in the City Center Urban Renewal Plan far exceeds the District's $22 million maximum indebtedness, a strategy is necessary to ensure that limited available resources are spent on projects that maximize leverage and further the goals of the Plan. Using a project matrix, each of the potential projects was evaluated against the above criteria. The top scoring projects under four main categories are: 1. Encourage and Facilitate Redevelopment Projects in Downtown A. New Development Grant /Loan Program B. Rehabilitation/Redevelopment Grant and Loan Program: C. Technical Assistance Program D. Property Acquisition E. Redevelop Public Works Yard 2. improve Fanno Creek Park and Develop an Open Space System in Downtown A. Fanno Creek Park Improvements B. Plazas 3. Develop Comprehensive Street and Circulation Improvements in Downtown A. Main Street Green Street B. High Capacity Transit 4. Develop OrgAnizational Leadership and Capacity in Downtown A. Downtown Organization An appendix to the report includes tables with the Current Status of 2007 "Leland Report" Recommendations; City Center Urban Renewal Plan Projects Status Report; and the full Project Evaluation Matrix. The report was presented to the City Center Advisory Commission at their September 14 meeting. OTHER ALTERNATIVES COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Goal 2. Implement Downtown and Town Center Redevelopment Opportunities DATES OF PREVIOUS COUNCIL CONSIDERATION 11/6/2007 Downtown Development Strategy ( "Leland Report") presentation Attachments 5 Year Urban Renewal Assessment • CITY OF TIGARD CITY CENTER DEVELOPMENT AGENCY • 1.; 41111■ft -"rte' °� � ► "- wf PREPARED FOR TIGARD DOWNTOWN City of Tigard STRATEGY UPDATE/ PREPARED BY Leland Consulting Group FIVE YEAR ASSESSMENT OF URBAN RENEWAL (DRAFT) L• LEIAND CONSULTING GROUP People Places Prosperity September 2011 Contents Introduction 1 Key Findings 1 Situation Assessment 3 Planning Context 3 Key Projects 6 2011 Market Snapshot 10 Urban Housing 10 Retail: Current Retail and Fundamentals 12 Office and Employment Uses 13 Demographic Trends 14 Market Outlook 17 Urban Renewal Financial Outlook 19 Urban Renewal Project Selection Criteria 20 Development Strategy 21 Project Schedule and Funding Matrix 23 Conclusion 25 Appendix 26 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT Acknowledgments Tigard City Council /City Center Development Agency Craig Dirksen, Mayor Gretchen Buehner, Council President Marland Henderson, Councilor Nick Wilson, Councilor Marc Woodard, Councilor City Center Advisory Commission Tom Murphy, Chair Elise Shearer, Vice Chair Carolyn Barkley Alexander Craghead Alice Ellis Gaut Ralph Hughes Peter Louw Linli Pao Phil Thornburg Staff: Liz Newton, Interim City Manager Ron Bunch, Community Development Director Sean Farrelly, Redevelopment Project Manager Consultant: Leland Consulting Group Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • August 2011 • DRAFT Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Introduction The health of a community can quickly be diagnosed by observing the health of its downtown. A downtown is the civic and cultural heart of a community and its condition reflects community pride, civic leadership, and their willingness to invest in the central place. Downtown revitalization is, therefore, primarily about economic development. Healthy downtowns help attract employers that recognize how a high quality of life, a vibrant downtown, diverse housing options, and a healthy community in turn combine to attract quality employees. Recognizing the importance of a strong downtown, Tigard's citizens approved the creation of the City Center Urban Renewal District (the District) on 16 May 2006, putting into place a $22 million urban renewal district to revitalize downtown Tigard and strengthen its role as the heart of the community. The District has now been in place for five years. As with any plan, periodic reviews are an important way to document past successes, plan for the future, and evaluate if any course corrections are warranted. The recent recession and the reshaped economy that is emerging make this assessment all the more important. This Downtown Strategy Update, therefore, catalogs the public and private investments that have been made in downtown Tigard since the District's formation. Following this summary, the report presents an outlook of market conditions to identify trends and opportunities to capture new investment over the next five years. Finally, the report revisits the existing development strategy and updates it with a new list of prioritized actions and investments that poises the District to leverage these new market conditions and trends. Such a strategy is essential since the list of potential projects authorized WES Station at Tigard in the City Center Urban Renewal Plan far exceeds the District's $22 million maximum indebtedness. With more projects than WES service started in 2009, linking revenues, a strategy helps to ensure that the limited available downtown Tigard by rail with Wilsonville resources are spent on projects that maximize leverage and and Beaverton. Ash Avenue was recently further the goals of the Plan. extended to connect to the park and ride lot, increasing Downtown connectivity. Key Findings Since the District's formation in 2006, the country entered the greatest economic recession in the past 50 years, leading to high unemployment and the virtual extinction of traditional development financing. Despite this challenge, several public and private investments have been made in downtown Tigard, both demonstrating the desirability of downtown as a location for housing and business and simultaneously laying the groundwork II, for further investment once the market recovers. At the same time, major demographic shifts are taking place that will drastically change the type and scale of housing and services that will be needed in the future. Combined, these conditions point to a very positive outlook for downtowns in general, and downtown Tigard specifically. Some of the key findings from this - five -year assessment include: �t % • The City recently completed the reconstruction of Burnham ? '� Street, transforming it from a rutted, pedestrian - unfriendly street to an attractive one with sidewalks, street trees, and ample on- street parking. This improvement sets the stage for private investment in the area. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment in September 2011 ■ DRAFT 1 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • TriMet opened the Westside Express Service (WES) commuter rail in 2009, linking downtown Tigard by rail with Wilsonville and Beaverton. • Community Partners for Affordable Housing opened the 48 -unit The Knoll senior affordable housing project in April 2011. • Three property owners have utilized matching urban renewal grants to invest in facade improvements on their buildings, demonstrating a commitment to downtown as a retail destination. • The first of the Baby Boom generation turned 65 in 2011, setting the stage for a massive shift toward smaller housing in urban locations. • Retail and other consumer trends are increasingly favoring smaller and more walkable environments. • The District's finances are healthy, reflecting considerable tax base growth even through the recession, largely from utility properties in the District. There will be a projected total of $2.1 million in new tax increment revenue through fiscal years 2011/2012 and 2015/2016. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 2 s $,. S. ; L> • Situation Assessment Planning Context The situation assessment begins with a brief summary of key policy statements that have guided the development and prioritization of projects, both over the past five years of the District and going forward. Tigard Downtown Improvement Plan (TDIP), September 2005 Developed with extensive stakeholder and community input, the TDIP provides a Tong -term vision and guiding principles for downtown revitalization. The stated purpose of the plan is to "provide the blueprint for the evolution of Downtown Tigard into a vital, vibrant, mixed -use and pedestrian - friendly environment over the next 20 -30 years." The TDIP identifies a series of catalyst projects intended to facilitate downtown revitalization. City Center Urban Renewal Plan, December 2005 The City Center Urban Renewal Plan (the Urban Renewal Plan) describes the goals, objectives, and boundary of the urban renewal area, and the projects that can legally be funded through urban renewal funds. The plan has a maximum indebtedness of $22 million and duration of 20 years, meaning that no new debt can be issued after Fiscal Year 2025/26. Substantial amendments to the plan such as an increase in the size of the urban renewal district, increase in maximum indebtedness, or duration would require voter approval. Any addition or expansion of a project that is materially different from the list of projects established in this plan would require approval by City Council by resolution to amend the plan. The Urban Renewal Plan has five main goals and objectives: 1. Revitalization of the Downtown should recognize the value of natural resources as amenities and as contributing to the special sense of place. 2. Capitalize on Commuter Rail and Fanno Creek as catalysts for future investment and development. 3. Downtown's transportation system should be multi - modal, connecting people, places and activities safely and conveniently. 4. Downtown's streetscape and public spaces should be pedestrian - friendly and not visually dominated by the automobile. 5. Promote high quality development of retail, office and residential uses that support and are supported by public streetscape, transportation, recreation and open space investments. Urban renewal funding can be used for a list of specific projects, all of which fall under the following seven classifications: 1. Street Improvements 2. Streetscape Improvements 3. Bike /Pedestrian Facilities 4. Parks 5. Public Spaces Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 3 6. Public Facilities 7. Planning and Development Assistance Additionally, funds can be used for property acquisition from willing sellers within the district. Tigard Downtown Streetscape Design Plan, September 2006 This plan provides conceptual design to guide streetscape improvements (a TDIP catalyst project) including the recently completed Burnham Street project, the Main Street Green Street and gateway features. Downtown Tigard Comprehensive Plan Chapter, April 2007 This Comprehensive Plan chapter adopted in 2007 provides the goals, policies, and action measures to guide land use actions in the Downtown. The stated goals include facilitating the development of an urban village; developing and improving the open space system and integrating natural features; and developing comprehensive street and circulation improvements for pedestrians, automobiles, bicycles, and transit. Development Strategy for Downtown Tigard, October 2007 The Tigard Development Strategy (a.k.a. "the Leland Report") made several recommendations to guide future development in Downtown Tigard and to help the City and community partners achieve downtown planning goals and objectives set forth in the Tigard Downtown Improvement Plan (TDIP), the City Center Urban Renewal Plan, and other relevant planning documents. The Strategy Matrix in Table 7 (see appendix) shows the current status of each of these recommendations. Many of the Organizational and Policy Recommendations either have been completed or are currently in progress. These recommendations were meant to increase organizational capacity and leadership early in the process, in order to lay the foundation for success with larger redevelopment projects in later phases. It is now time to update this document with a new timeline and strategy for the next five years. Fanno Creek and Plaza Master Plan, February 2008 A master plan provides for the restoration of Fanno Creek and the design of a new public plaza to further the "green heart" identified in the TDIP. Tigard Downtown Implementation Strategy, July 2008 The Downtown Implementation Strategy was developed to guide the City of Tigard's implementation of urban renewal goals, objectives, and projects. It included a 3 -Year Action Plan and a 1 -Year Work Program, which summarized priorities and actions to be taken in the start-up phase of the urban renewal plan. The strategy and work plan is meant to be updated on a regular basis in order to measure progress, address current economic situations and move projects that were once considered to be long- term or mid -term projects onto the short-term project list as applicable, or to remove projects that are no longer considered viable. Indeed, this is the purpose of this Downtown Strategy Update. The four key strategies addressed in the Downtown Implementation Strategy are as follows: • Encourage and Facilitate Redevelopment Projects in Downtown • Improve Fanno Creek Park and Develop an Open Space System in Downtown • Develop Comprehensive Street and Circulation Improvements in Downtown • Develop Organizational Leadership and Capacity in Downtown Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 4 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Tigard Downtown Future Vision, January 2009 This study provides a visual representation of the TDIP and provides a tool to communicate how the downtown could develop over the next 50 years. Downtown Design Guidelines, February 2010 Tigard Downtown Development and Design Standards have been developed and successfully integrated into the zoning code. The code amendments incorporated some form based code elements, allowing denser development with design standards that require pedestrian orientation. Tigard High Capacity Transit Land Use Plan, in progress Spurred by Metro's identification of the SW Corridor as the next priority corridor for high capacity transit, the Tigard HCT Land Use Plan will take a closer look at existing and potential land uses for potential station areas in the general vicinity of the Pacific Highway corridor, including downtown. The plan will develop land use concepts (or "typologies ") of vibrant station area communities/ neighborhood centers that could support future transit investments. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 5 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Key Projects Although development has perhaps been slower than desired for the District, many steps have been made in the right direction, laying the groundwork and establishing a strong base from which to realize a successful urban renewal district. Key public and private projects that have occurred in the District over the past five years are listed in Table 1 and shown on the map in Figure 1. This list includes projects that were the direct result of urban renewal actions or funding as well as private projects — the purpose is to catalog successes that have occurred in the District, not only to gain an understanding of the status of projects funded through urban renewal, but also to The Knoll at Tigard show how the District has leveraged private and other The Knoll is a 48 -unit, seniors -only (55 +) government funds. The projects are categorized based on affordable housing project, recently funding mechanisms and type of project: infrastructure projects developed within the District by the which have received a majority of their funding through city gas Community Partners for Affordable tax, Washington County, Metro, ODOT and other local Housing (CPAH). The project is located on government sources with minor urban renewal contributions; fa9ade improvement and rehabilitation projects which are a bus line, near the WES station, and in funded through urban renewal and in some cases require walking distance to other amenities such matching funds from the property owner; new construction as the library and senior center. The total projects which were wholly funded without urban renewal development cost of the project was $10.8 assistance; and other smaller capital improvements which were million, with $40,000 provided through the also funded without urban renewal assistance. City's affordable housing subsidy funds and $425,000 from Community • Infrastructure. The major infrastructure projects include the Development Block Grants for the public Pacific Highway /99W intersections, Burnham Street, and improvements along Hall Boulevard, the new WES station. Over $21.5 million has been spent in Hunziker Street, and Knoll Drive. The the District, with less than $500,000 coming from urban project was completed without any urban renewal funds. Other projects have been recommended for renewal funds. The units were quickly the 2011 -12 urban renewal budget such as gateways at absorbed; according to CPAH, there was a Main and Pacific Highway and a surface parking lot. waiting list longer than the number of units • Fagade Improvement/Rehabilitation. The Fa9ade before the project even opened in April Improvement program is focused on Main Street. Urban 2011. renewal funds spent to date total $58,403 in the form of architectural /design assistance and matching grants. These programs have leveraged $107,599 of total value spent and have helped nine properties, three of which have followed MINIM through with physical storefront improvements. • New Construction. New construction projects include a • two -story office building, an affordable housing project :a am serving seniors, and a self- storage facility, all of which have „ added nearly $11 million in value to the district, although the senior housing development, The Knoll, is tax exempt and no ' therefore will not add tax increment. However, it may spur other development in the area and add residents who will ■1l. l help to support businesses located nearby. ° I I IN • Other Private Capital Improvements. Other private capital , improvements include remodels, additions, and other ''�! improvements (the Figure 1 map shows those that were J „ - valued over $30,000.) This is a positive sign for the District, as it shows that even during a recession property owners r- are willing to put money into improving properties. This will . signal to other property owners and developers that there is _ an increasing interest in the area, which will raise the values of all properties. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 6 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • Planning and Design Assistance. In addition to the capital projects noted above, several properties received design assistance through the Facade Improvement program. Separately five development opportunity studies were conducted to evaluate the feasibility of redevelopment, including basic pro formas and conceptual site plans. Finally, the plans for the Main Street Green Street have been refined to the 60 percent level in anticipation of construction in 2012. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 7 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Table 1. Completed Projects Map Projects in the Urban Renewal District Completion Total Urban # (October 2005 to present) Date Value Renewal Contribution Public Infrastructure 1 Ash Avenue Extension, Scoffins to Burnham 2011 $1,000,000 $0 2 Pacific Hwy /Hall Blvd. Intersection 2011 $6,000,000 $0 Improvements 3 Greenburg Road /Highway 99W Intersection 2011 $6,500,000 $0 Improvements 4 Burnham Street & Streetscape Improvements 2011 $7,000,000 $458,000 6 WES Commuter Rail Station Park and Ride 2009 $1,000,000 $0 27 Skate Park 2007 $500,000 $0 Subtotal $22,000,000 $458,000 Facade Improvement - Matching Grants 7 Tigard Liquor Store 2010 $80,000 $25,000 8 Underwater Works 2011 $19,422 $9,711 9 Main St. Stamp & Stationery 2011 $8.970 $4.485 Subtotal $127,599 $58,403 Private New Construction 29 Fanno Creek Brew Pub 2007 $211,620 n/a and 2nd story renovation 30 Ballroom Dance Company 2007 $166,000 n/a 16 Harris McMonagle 2 story office building 2008 $780,000 n/a 17 217 Self Storage 2008 $3,800,000 n/a 18 Knoll at Tigard Senior Affordable Housing 2011 $6,400,000 n/a Subtotal $11,357,620 n/a Other Private Capital Improvements 28 Jo -Ann Fabrics Remodel 2006 $600,000 n/a 31 Stone Gallery rehabilitation of former Cash's 2007 $36,000 n/a Realty Building 19 McDonald's Tenant Improvement 2008 $65,000 n/a 20 Tigard Senior Center addition 2008 $208,000 n/a 21 Rite Aid rooftop mechanical 2010 $90,000 n/a 22 Luke Dorf (non profit) Remodel and Addition 2010 $639,000 n/a 23 Muse Music School Tenant Improvement 2010 $56,700 n/a 24 Brake Team addition 2011 $250,000 n/a (due to intersection improvements) Subtotal $1,944,700 n/a Total All Capital $35,429,919 $516,403 Improvement Projects Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 8 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Figure 1. Map of all Projects within the Urban Renewal Area Completed Projects °i > ,'¢'"'°""' — ' Key 1 Ash Avenue Extension, Scoffins to • Infrastructure ' ho - ' • Burnham Facade Improvements ] —�'" t ,e , 2 Hall Blvd /Highway 99W Intersection • New Construction • ��< - D` iP � , '. •` - • 3 Greenburg Road /Highway 99W 0 Private Capital Improvements . _ 118 ' ' 1 . t Intersection 1 Planning & Design Assistance .:: i' ; A • `- , 4 Burnham Street 5 ove . I. 9 r - 21 Main Street . `< .l b 22 6 WES Station Park and Ride w, ::* „N.„ s /,e f„+ - 7 Tigard Liquor Store r y c ` - -� a " 24 8 Underwater Works 1 / � r .e , s �' 9 4, 4 44 , 9 Main St. Stamp & Stationery . ' , . 0ej 4 10 American Family Insurance Building ,, ' `, 11 Tigard Wine Crafters y ,a • • - • � /� 12 12460 Main (former lab 33) S ' ]� ' 13 Wei Li Acupuncture `� , - \ , •• • ii 14 Tigardville Station " 2 4'' 15 Tigard Vision Center '4 ■ • 3 , , 16 Harris MCMonagle Office Building -.4 2$ ` ,' • t, . • 17 217 Self Storage • � 7t %' 18 Knoll at Tigard , " ' i' 19 McDonald's • ... •`r . ,, ; \' w 20 Tigard Senior Center . , * " `� ' \• 1, `ti.. 21 Rite Aid "' ,4 22 Luke Dorf ..,\ ,,,e- � ' J � . 23 Muse Music School �"� 7 24 Brake Team Addition t srr ° s , i t • .�1 ; . 25 SW Garden Place Russ Auto Lot .. -e 4 t 4 27 Skate Park -, - i v j`. . . • 28 Jo -Ann Fabrics Remodel '' '' . ,!.° !_ a` . 29 Fanno Creek Brew Pub • '.. T. i ' t . ` *4t 20 , - 30 Ballroom Dance Company • • �l�,,,., • 31 Stone Gallery rehabilitation of former iJ { sat .11,4,' st . : - s ' ` — ' X Cash's Realty Building -sw omsr st w. r t Source: City of Tigard, Google Earth, Leland Consulting Group Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 9 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment 2011 Market Snapshot Economic conditions during the first five years of the Urban Renewal Plan have been tumultuous to say the least. It was created at the peak of the housing bubble when prices were skyrocketing and development booming. Then the bubble burst, prices plummeted, massive layoffs ensued and the economy went free - fall into a recession. Even during this difficult time, several projects, discussed above, were realized within the District. Other positive events during the recession include Tigard voters passing a $17 million bond measure in November 2010 for the acquisition of parks, 10 percent of which can be used for downtown open space. Also, Tigard's bond rating by Moody's increased from Al to Aa2, and Standard and Poor's rated the city for the first time, giving it a AA rating (equivalent to the Moody's rating), noting "strong financial policies and practices." These improved ratings mean that the City will be able to borrow money at a lower interest rate which will save residents about $1.1 million over the life of the parks bond.' This section of the report provides a snapshot of market and economic conditions in order to identify development prospects for the next five years. It begins with a broad overview of regional and national trends and then translates those shifts to the local level, in order to identify what is likely to be achievable in downtown Tigard. Urban Housing Fanno Creek Brew Pub Strong interest in urban housing has grown in the past two Local restaurants add a key amenity which decades. Nationally, the dramatic growth in urban housing helps to attract downtown residents. The continued through the past decade —but stopped abruptly Fanno Creek Brew Pub, built in 2007, along with virtually all other real estate development at the helps to activate Main Street and draw onset of the recession in 2007. Over the long term, several visitors downtown. It sits adjacent to factors — strong interest in urban environments across many Fanno Creek. segments of society, smaller households, and aversions to long commutes —will drive urban housing development. The .1 ;. problems in the housing market are largely associated with t single - family homes, and in fact the multifamily housing market has benefitted in many ways during the recession. As M'8. of spring 2011, the Portland metropolitan area has the . - REW �•, distinction of having the lowest apartment vacancy rates in the nation. Tigard is no exception and has one of the lowest vacancy rates in the region, with overall vacancy rates in the • ;, ;, " Tigard/Tualatin submarket just above two percent as of the r�� - -_� second quarter of 2011, as shown in Figure 2. 1 Local Focus, League of Oregon Cities, April 2011 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 10 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Figure 2. Portland Area Submarket Apartment Vacancy and Rents, Q1 2011 Rent 2 Bed /1 Bath — Vacancy $1,400 5% $1,200 - I 4% $1,000 t $800. 3% $600 .. _. 2% $400 1% $200 – $0 0% S� aa e \e `, Se ca J��e ° -4• 44 e � a a °a °�° scs aca ot. J r �. `. 0 ,�5 G` �\ 0 4 e, S ,so y ` ° y� G rey 5 °� 0 to g ° J � r � G 0 0 di G Source: Portland Multifamily Report, Q1 2011, Norris Beggs & Simpson The low vacancy rate can be attributed to multiple factors, among which is the fact that apartment construction has been below average since 2009, evidenced by the dip in multifamily residential building permits issued in Washington County since 2009. From 2003 to 2008 Washington County issued building permits for an average of 1,022 units annually, but only 332 in 2009, 238 in 2010 and only 35 during the first quarter of 2011. Credit markets are still tight, making it difficult for developers to get financing for large projects. Also, people who may have lost their homes through foreclosure are now moving into the rental market. That combined with demographic trends — namely the two largest generations, the Baby Boom and Gen -Y, collectively moving into their prime rental years — bodes well for the multifamily housing market in the near term. These demographic shifts are not just short-term phenomena, but are expected to boost demand for apartments for the next 10 years. As for ownership housing, there is evidence, as shown in Figure 3, that single - family homes in the Tigard/Wilsonville submarket have some of the highest depreciation rates in the region, having dropped 12.4 percent in value from the first quarter of 2010 to the first quarter of 2011, whereas the overall average for the region was a 9.0 percent drop. For urban locations such as downtown Tigard, ownership housing is most likely to take the form of condominiums or townhomes. Given the current housing recession, ongoing credit crisis, and demographic shifts, little to no ownership housing should be expected in downtown Tigard over the next five years. 2 Multifamily Market Analysis, PSU Real Estate Quarterly, May 2011 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 11 -�, l�Year Urban R IIk36e8Si'� ..: Figure 3. Appreciation Rates of Existing Detached Homes from Q1 2010 to Q1 2011, Portland Submarkets Milwaukie /Clackamas IMEN Northeast Portland NW Washington County Overall I I I i Yamhill County Lake Oswego / West Linn West Portland North Portland Southeast Portland Tigard /Wilsonville Beaverton /Aloha Columbia County Gresham Troutdale Oregon City /Canby Hillsboro /Forest Grove Mt. Hood /Govt Camp /Wemme -25% -20% -15% -10% -5% 0% =c, or P. e Retail: Current Retail and Fundamentals 2010 was a very, very tough year for retailers, retail developers, and commercial property owners, as demonstrated by a sharp drop in consumer spending, the bankruptcy of the nation's second largest mall operator, General Growth Properties, and many store closures. In recent years, retail has evolved such that, today, retail is about more than shopping —it's an experience. With many big box retailers having gone out of business in 2009 and 2010, "power center" development saw a sharp decline, while walkable outdoor lifestyle centers and freestanding retail development grew. Retail has also evolved beyond the mere purchasing of goods and services. Successful retail is centered around experiences and lifestyle choices. Small format grocery stores and neighborhood markets that provide a more intimate and sensory- oriented experience are examples of the type of smaller retail formats that are on the rise. An overview of key local retail trends is provided below. • Several Main Street retailers have taken advantage of facade improvement and rehabilitation programs offered through the CCDA to improve their storefronts. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 12 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • The other main retail concentration in the District consists of two auto - oriented shopping centers at the intersection of Hall Boulevard and Pacific Hwy /99W. There has been limited investment in Tigard Plaza with a new JoAnn Fabrics, but the shopping center is otherwise in need of refurbishment. Across the street, the Rite Aid and Value Village shopping center is a significant redevelopment opportunity but suffers from fractured property ownership. In both cases, the ongoing Tigard Liquor Store credit crisis makes any new investment challenging. The Tigard Liquor Store is one example of • Big box stores are beginning to develop smaller store a business which used matching grants to formats, as the sales per square foot are higher than improve the storefront. The $25,000 grant larger stores and they can open more stores in closer leveraged an additional $55,000 in private proximity within a given market. investment. It now features rock siding on the building and an attractive water • Target has announced plans to expand grocery options at feature, adding character and ambience to the Tigard location (near Washington Square) along with a key intersection along Main Street. several others in the Portland Metro region. Wal -Mart also has plans to expand grocery options at existing stores and plans for expansion in the Portland Metro region.' Before • Restaurants and other food and drink establishments will be an important part of the retail mix in the District, as they will activate the area and provide an amenity that INIZZAZztzi directly supports the housing trends discussed above. • Consultant Michele Reeves, who led several workshops attended by downtown stakeholders in the first half of 2011, made several recommendations on the ' ,, development of a marketing and revitalization strategy. She recommended the formation of a Downtown �' organization, leveraging themes and connecting to the community; improving community events; strengthening downtown stakeholder ties, and increasing participation in After the storefront improvement program. Office and Employment Uses Office and employment space is one of the toughest building types to attract to small, emerging downtowns. Almost all significant office and employment development takes place ,., �, 4 within major office districts, where employers can take s t1� advantage of existing transportation and other infrastructure, _ large numbers of skilled employees, and nearby customers, " suppliers, and collaborators. In addition, new office . „ development often requires significant parking, which drives up the cost in constrained locations. Like retail, most new office users in the District will first move into historic buildings, residential conversions, or other vacant spaces. These employers will tend to be small, professional, local- serving, "commercial office" users, such as insurance agents, banks, title companies, lawyers, architects, doctors, and dentists who can often fill first -floor retail spaces. According to an analysis of four regional brokerage companies, the market -wide office vacancy remains high throughout the Portland metropolitan region with a median of 14.8 percent vacancy as of the first quarter of 2011. Suburban markets near and including Tigard are well above this average. The 3 Norris, Beggs & Simpson, First Quarter 2011 4 Retail Market Analysis, PSU Real Estate Quarterly, May 2011 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 13 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Tualatin/Wilsonville submarket continues to have the highest office vacancy of the region at 32.5 percent. The Washington Square /Kruse Way submarket has a vacancy of 19.2 percent. The District is not well positioned for office uses in the near- or mid -term, especially considering the weakness in surrounding submarkets. Along the periphery of the District, it is possible that some freestanding, new office construction could be built once the market for office space improves. Overall, the District is well located for such uses given its easy access to Highway 217 and proximity to other regional employment and retail destinations. Table 2. Suburban Office Submarket by Vacancy Rate Submarket 1Q11 Vacancy Tualatin/Wilsonville 32.5% Sunset Corridor 24.5% Columbia Corridor 23.9% Camas 21.6% Orchards 21.0% Cascade Park 19.3% Wash.Sq /Kruse Way 19.2% Clackamas Sunnyside 18.0% SW/Beaverton/Sylvan 16.3% Johns Landing /Barbur Blvd 15.7% Vancouver 13.6% Hazel Dell/Salmon Creek 11.0% Eastside 10.6% St. Johns /Central Vancouver 10.3% Northwest 9.5% Vancouver Mall 8.6% Source: Office Markel Analysis, PSU Real Fstale Quarterly. May 2011, Grubb & Fills Office Report 01 2011. Demographic Trends The demographics in Tigard closely resemble those of the Portland Metropolitan region and Washington County, with a few slight variations. The average annual growth rate of 1.54 percent between 2000 and 2010 is right between a slightly higher growth rate for Washington County and a slightly slower rate for the region as a whole. The median household income of $64,830 is about $3,000 per year higher than the regional average, but slightly below the Washington County average. Average household size is about the same as the region, and slightly lower than Washington County. Tigard also has a high percentage of one and two person households, with over 60 percent of the households in this category. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 14 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Table 3. Demographics - ra hic - mog p ... , - gar. Washington P. County Metro Total Population, 2000 (Census) 41,223 445,342 1,927,881 Hispanic Origin, 2000 (Census) 8.9% 11.2% 7.4% Total Population, 2010 (Census) 48,035 529,710 2,226,009 Hispanic Origin, 2010 (Census) 13.8% 16.4% 11.3% Average Annual Growth Rate, 2000 -2010 1.54% 1.75% 1.45% Median Household Income, 2010 (est.) $64,830 $66,490 $61,823 Per Capita Income, 2010 (est.) $30,800 $30,900 $29,095 Average Household Size, 2010 (est.) 2.52 2.64 2.56 1 & 2 Person Households, 2010 (est.) 61.1% 58.0% 60.3% Median Age, 2010 (est.) 36.6 34.6 36.4 So,, L SFZI . Leland Con: lnhmc Grou; As seen in Figure 4, Tigard has a slightly higher percentage of residents over the age of 65 and in the baby boom generation, but otherwise has an age profile relatively similar to that of the County and the region as a whole. The bottom line from these demographic numbers is that Tigard is not unlike any other city in the region and all of the broader shifts and trends discussed above will present similar opportunities for downtown Tigard. Figure 4. Population by Age, 2010 30% — 25% - -- — — — 20% — — — — - -- — = 15% s `. 10% - — 5% -- — 0% T , Age 0 -14 Age 15 -34 Age 35 -44 Age 45 -64 Age 65+ • Tigard • Wash Co / Portland Region US Source ESRI. Leland Consulting Group Several national trends will impact the future development potential of the District. These include: • The oldest of the baby boomer generation turns 65 this year (2011). Between 2010 and 2040, the US Census projects that the number of Americans over the age of 65 will double —from approximately 40 million today, to 80 million in 2040. Beginning in January of this year, and over the next 19 years, at least 10,000 boomers per day will turn 65. Figure 5 shows the dramatically changing shape of Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 15 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment America's population over the past half- century. As more Americans enter retirement, their needs and preferences for housing will shift as they seek more affordable and easy to maintain lifestyles. • Generation Y (also known as the echo boomers), which encompasses youth born approximately between 1982 and 2000, is the largest generational group in the United States with approximately 80 million people. • Both the baby boomers and Generation Y have similar consumer preferences. Generally, they both share a desire for quality over quantity, a sense of community and place, and a desire to live in more urban environments. Combined, these two generations will greatly impact how cities evolve over the next 20 years, driving more demand for infill in urbanized areas and significantly increasing the demand for multifamily housing. • Livability is an economic development draw. Particularly for the technology and knowledge -based industries that will comprise most job growth in the future, the quality of life of the community is a major factor in business location decisions. Whereas in previous years employees moved to be close to their jobs, a new paradigm is emerging where it is the employers who move in order to be close to the talented workers they need to be successful. More and more, those workers are mobile and choose to live in communities with quality physical environments, outdoor recreation opportunities, cultural amenities, accessible transportation options, good schools, mixed -use urban centers, and other factors. • More people are moving to downtowns and places that offer an "urban" lifestyle. Across the country, growing numbers of people — particularly young professionals, baby boomers and young families —are settling in downtowns. Convenient access to shopping, amenities, entertainment, services, dining and recreational options within a short walk, bike ride, or drive, reduced commute times to work, and the convenience of living in a smaller home that requires less maintenance are just some of the reasons why downtown living is appealing to people of varied ages and demographics. Figure 5. America's Population: From Pyramid to Rectangle 1940 1960 2020 Age 85 and over = Baby Boom 80 to 84 75 to 79 Male Female Male Female Male Female 70 to 74 65 to 69 60 to 64 SS to 59 50 to 54 45 to 49 40 to 44 35 to 39 30 to 34 25 to 29 20 to 24 15to19 10 to 14 5to9 15 10 5 0 5 10 15 5 0 5 10 15 10 5 0 5 10 15 Millions Millions Millions Source: US Bureau of Census. Leland Consulting Group. What this means for housing Figure 6 underscores the scale of the growth in older households nationwide, while also illustrating some additional elements of the nation's changing demographics. This data also portends a growing need for smaller dwelling units with a richer variety. As referenced above, the greatest amount of overall household Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 16 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment growth during the coming decade will come from the baby boomer generation. Younger households, with heads -of- households younger than 40 years of age, will also grow— though at a slower pace. In particular, households aged 25 to 34 —a key demographic that drives apartment demand and development —will experience strong growth. The number of middle -age households, however, will decrease, because of the relatively small number of "Generation X" households compared to baby boomers. The decrease in this age group —which has the largest percentage of families and children— suggests that the single - family housing market will continue to stagnate for some time. However, there will be a growth in the number of minority- headed middle -age households. Figure 6. Nationwide Household Growth, 2010 – 2020 (Millions) Younger households: Middle -age households: Older households: Modest growth Net decrease; minority Significant growth, households increase particularly in white households 25 1.5 - -- 1.0 OS III 11111111 -0.S -- -1A -15 - • Non - Hispanic White ■ Minority -2.0 -25 15 -19 20 -24 25 -29 30 -34 35 -39 40-44 45-49 50-54 55 -59 60-64 65-69 70 -74 75 and Age of Householder Over Source: Joint Center for Housing Studies of Harvard University, Leland Consulting Group. Market Outlook In summary, the five -year outlook for development in downtown Tigard is as follows: • Multifamily housing. Apartments of all types will be viable, even during the short term when the larger housing market is still in recovery mode. Multifamily housing types may include market -rate apartments, workforce apartments (affordable market -rate or subsidized), and senior housing. Condominiums and other attached ownership housing types are not likely to be viable in the short term. • Retail development. The retail market will continue to evolve, with big -box retailers rolling out smaller format stores. Downtown Tigard will primarily attract smaller independent retailers, with an emphasis on food such as restaurants, bars, and cafes. Food - related businesses will support the desired housing growth and will build on the authentic downtown ambiance, which cannot be replicated at other competing retail districts such as Washington Square, Highway 99W, or Bridgeport Village. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 17 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment , µ . ,., , • Arts and culture. The District currently has limited cultural facilities including the library, a glassblowing studio, and a dancing studio. Additional development of Live Laugh Love Glass galleries, performing arts, and other venues would A new glass blowing studio, opened in continue to support retail growth and would provide 2011 offers classes in the art of glass additional amenities to attract housing. The viability of blowing and a gallery showcasing such uses will be dependent on strong leadership from entrepreneurs, nonprofits, or other organizations and the handmade items for sale. availability of suitable sites or existing buildings. The Main Street Green Street project will also include a public art component and the development of an urban plaza would create a venue for outdoor events. • Mixed -use development. Any of the above uses could conceivably be built in a mixed -use setting, either vertically incorporated into the same building or i rairr„o • horizontally integrated onto the same site Mixed -use development tends to be more expensive and f-- + complicated to develop, so it is likely that short-term opportunities will focus on single -use buildings or horizontally mixed uses on the same site. Mr ,, IMMO -EMI i WOW" Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 18 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Urban Renewal Financial Outlook This section provides a snapshot of the District's financial situation in order to frame the discussion of potential projects with a realistic assessment of revenue expectations over the next five years. This financial forecast was derived from a study recently completed by Tashman Johnson LLC on behalf of the City. Table 4 highlights the five -year projections of tax increment revenues from fiscal year 2011/2012 through fiscal year 2015/2016. It takes into consideration current economic conditions including lower than normal building permit activity due to the recession, low to no property appreciation due to the housing crisis and recession and the fact that the urban renewal district is still fairly young. The largest project to date was a non - profit affordable housing project which will be exempt from property taxes and therefore does not add to the increment. Other considerations are as follows: • Incremental assessed value based on projection of 1.4 percent appreciation in assessed value of existing property, for a conservative estimate, but anticipates modest recovery later in projection period. • Undercollection and compression loss projected at 5 percent. • Revenues projected to range from approximately $320,000 to $500,000 per year over the next 5 years. • Sum total of $2.1 million projected net tax increment revenue from FY 2011/2012 through 2015/2016. Table 4. Projected Tax Increment Revenues Actual Projected Fiscal Year Ending June 30 2011 2012 2013 2014 2015 2016 Total Assessed Value $95,604,035 $97,442,491 $99,806,686 $103,203,980 $107,148,836 $111,648,919 Frozen Base $69,207,378 $69,207,378 $69,207,378 $69,207,378 $69,207,378 $69,207,378 Appreciation % 1.4% 1.4% 1.4% 1.4% 1.4% Appreciation $ $1,338,456 $1,364,195 $1,397,294 $1,444,856 $1,500,084 New Development Value $500,000 $1,000,000 $2,000,000 $2,500,000 $3,000,000 Incremental As sessed Value $26,396,657 $28,235,113 $30,599,308 $33,996,602 $37,941,458 $42,441,541 Consolidated Billing Rate 12.9589 12.882 12.81 12.6481 12.4582 12.4461 Tax Increment Revenues $342,072 $363,725 $391,977 $429,991 $472,681 $528,231 Net Tax Increment $324,968 $345,538 $372,379 $408,492 $449,047 $501,819 Revenues @ 95% FY 2011 -2012 Budgeted Urban Renewal Projects Description Amount Main Street Green Street Related Projects Bumham Street Public Parking Lot $50,000 Parking Management Assistance $5,000 Wayfinding Implementation $15,000 Downtown Gateways at Main Street and Pacific Highway $120,000 Facade Improvement Program $75,000 Development Opportunity Studies and Real Estate Consulting $60,000 Downtown Marketing Implementation $50,000 Total Budgeted Projects $375,000 Source: City Center Development Agency, 2011 -2012 Budget, adopted 14 June 2011 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 19 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Urban Renewal Project Selection Criteria The next step in developing a development strategy is to identify project selection criteria to evaluate and prioritize potential urban renewal projects. As with most urban renewal areas, the list of Streetscape Improvements potential projects is likely to be longer than the ability to fund them, Recent Streetscape improvements that at least in the short term. Therefore, using criteria to screen potential projects is a valuable way to ensure that the projects that improve pedestrian safety and help define are prioritized will support broad community objectives. the Downtown should be leveraged by concentrating future resources in areas The project evaluation criteria are: that have received recent investments. • Tax increment creation: Does the project or action increase Hall & Burnham Gateway private property values? Does it increase property values indirectly? Since urban renewal funding is generated by the growth of property taxes in the District, it is essential that • projects directly or indirectly support new investment. Likewise, the leverage of the project (the ratio of the tax increment creation to the level of public investment) should be considered -"`- mop . in comparison to the leverage of other possible projects. - " -� •∎••* • Catalytic potential: Leverage will be higher when a project is able to create momentum or leverage other follow -on projects rather than be a standalone investment. Priority projects will Burnham & Main Intersection serve as catalysts for the District, attracting other investment nearby or removing barriers to further investment. • Housing amenity: As shown in the market summary, urban - • housing will be one of the greatest market opportunities over the next five years. Housing is also one of the greatest ways to revitalize downtowns and create an 18 -hour environment, II • where residents will create activity on the streets seven days a '! week, support downtown merchants, and foster the creation of (^,0+�- a sense of place and community. Priority projects will provide amenities for current and future residents. • Project readiness: Priority projects must be realistically achievable given challenging financial times and limited Main Street Green Street Improvements resources. Programs that are already in place or are time - tested in other communities can be put into action quickly and i • effectively. Conversely, projects that are labor- intensive , relative to their potential impact or that would require legal or • policy changes in order to be put into place may not become `` ' ' `' priorities. • , =. Evaluation Process Using a project matrix, each of the potential projects was evaluated tz - against the above criteria, with graphical notations depicting the — evaluation. This initial screening is important to verify that the projects under consideration do indeed further the goals of the plan and attract investment. Not every project rates strongly on every criterion, of course. This is not to say that such projects should be excluded — indeed, strength in one area may outweigh weaknesses in another. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 20 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Development Strategy This Strategy helps to ensure that projects over the next five years will be effective at attracting investment and achieving the Urban Renewal Plan's goals for downtown Tigard. With only $22 million in total potential spending over the Plan's lifetime, not all projects mentioned in the Plan will be able to be funded through urban renewal money — a strategic prioritization of projects provides guidance on where to spend limited public resources so that they best respond to current market conditions and downtown development opportunities. The Development Strategy for the next five years builds upon the review and analysis described above and distills it into an achievable five -year work plan for action. While the Main Street Stamp & Stationery Urban Renewal Plan, the Tigard Downtown Improvement Main Street Stamp & Stationery received Plan, and other documents provide long -term guidance and design assistance and a matching facade vision for the area, the Development Strategy is a improvement grant for new paint, signage deliberately short-term program to guide immediate investment activity, project budgets, and human resources. and awning. All of the projects in this Strategy support the goals of the Before Urban Renewal Plan. Taking cues from the market analysis and building upon projects already underway or completed, the project priorities were evaluated against the project selection criteria and then allocated budgets that match the anticipated urban renewal revenues. The projects that were �+ evaluated were drawn from all of the planning documents listed beginning on page 3. To this list were added additional i projects suggested by staff and the consultant team. The Development Strategy builds upon the Implementation Strategy completed in 2008. It is organized into four main categories: • Encourage and Facilitate Redevelopment Projects in After Downtown • Improve Fanno Creek Park and Develop an Open Space System in Downtown • Develop Comprehensive Street and Circulation Improvements in Downtown AIIIIMoommumum • Develop Organizational Leadership and Capacity in Downtown The remainder of this section describes the priority projects that were identified for each category. Each project includes ±. a brief description and an explanation of the rationale for —w - -_ including it in the five -year work plan. Encourage and Facilitate Redevelopment Projects in Downtown New Development Grant and Loan Program: Offer loans and /or grants for new development, either residential or commercial. The five -year focus should be on residential development in the Burnham Street area. This reflects the market analysis findings that urban housing will be a growing market 5 The Development Strategy assumes that the City will fund urban renewal projects on a "pay as you go' basis, only spending from annual cash flow. If the City instead issues a bond, the available resources would be considerably higher. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 21 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment opportunity in the short term. Secondly, the Burnham area is ripe for housing development given the recent streetscape improvements; the proximity to Fanno Creek Park, the library, and commercial services on Main Street; and the sizeable redevelopment opportunity sites located in this area. New development in this area will immediately increase the tax base, providing tax increment to support further projects in the future. Moreover, residential development will bring in new residents who will activate the neighborhood and patronize downtown businesses. Rehabilitation /Redevelopment Grant and Loan Program: Continue to offer loans and /or grants for property rehabilitation and redevelopment of existing buildings, including fagade improvement grants for commercial development. Building upon the recent improvements to Burnham Street and the upcoming Main Street Green Street project, the five -year focus should be on Main Street and Burnham Street to leverage these significant public infrastructure investments. In addition to exterior improvements, the program could be expanded to support interior improvements and tenant improvements. For tenant improvements (e.g., restaurant equipment and lighting and other fixtures), a business loan program could be used if there is concern about directly granting money to businesses. Similarly, the program could be structured to only be eligible for more permanent types of improvements that would stay in place even if the current tenant changes. One way to ensure this would be to make interior grants or loans only eligible for the building owner, not the tenant. Technical Assistance Program: Continue to provide technical assistance to property owners such as development opportunity studies, market studies, feasibility analyses, engineering and design, and other activities directly related to development of property. While the Technical Assistance Program is available to any property owner in the District, the focus over the next five years should be on properties on Main Street, Burnham Street, or anywhere else where residential development is likely. Property Acquisition: Acquire property from willing sellers in order to assemble land for redevelopment. Particularly in a downtown location where parcels are small and ownerships are fragmented, land assembly can be a significant barrier to development and redevelopment. By assembling property and then selling larger sites to developers, the City can play a catalytic role in making projects feasible. Depending on the finances of the project, property acquisition costs can be recovered by selling the properties to developers, returning money to the District for further acquisitions or other projects. Alternately, the land costs can be "written down" to provide a financial incentive to developers. Property acquisitions over the next five years should focus on residential development opportunity sites. Redevelop Public Works Yard: The City's Public Works facility located on Burnham Street is an ideal opportunity site for housing. It is adjacent to Fanno Creek Park, is close to the Burnham Public Works Yard library, and would build upon the new pedestrian- oriented The Public Works facility situated along streetscape recently completed on Burnham Street. The City Fanno Creek is an excellent should explore opportunities to relocate the facility so that the redevelopment opportunity which could site can be freed up for development. Initial work should focus on finding relocation sites, while later efforts would be on provide housing and leverage recent exploring development concepts and recruiting developers. streetscape improvements along Burnham Street. Improve Fanno Creek Park and Develop an Open Space System in Downtown .� Fanno Creek Park Improvements: Fanno Creek Park is one , of downtown Tigard's greatest assets and is a key amenity 4 _ , •, that can attract residents to the area. Plans are already in place and some funding is already lined up to make _ significant upgrades and improvements to Fanno Creek Park, - _ - including the preservation and restoration of environmentally — - sensitive areas. Urban Renewal funding can help fill the gap to build these improvements, including the replacement of pedestrian bridges over Fanno Creek Park, making the Ash Avenue and Main Street park entrances more prominent Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 22 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment would be another important improvement Plazas: Public plazas and gathering spaces encouraging a broader range of active and passive recreational uses in downtown are recommended in numerous downtown Tigard planning documents. Large plazas can serve as the location for citywide events, drawing families and visitors to the downtown for concerts, markets, and festivals. Smaller plazas can also be located throughout the downtown to provide opportunities for smaller events or to serve as small pocket parks. This project would include funding to continue the evaluation of potential sites for acquisition and development as a plaza. Develop Comprehensive Street and Circulation Improvements in Downtown Main Street Green Street: Beginning in 2012, Main Street will be rebuilt with the addition of landscaping features, street trees, street furniture, stormwater catchment and retainment systems, and sewer upgrades. To leverage the grant funding awarded by Metro, urban renewal funds will contribute to this project. High Capacity Transit: A long -term vision for the region is to serve the corridor in the vicinity of Highway 99W with high capacity transit service, including a connection to downtown Tigard. While construction of a new transit system or facilities is many years away, planning is already underway. Support from the urban renewal can assist in the ongoing planning to ensure that future transit service integrates well in downtown and that it supports and is supported by the downtown land uses. Develop Organizational Leadership and Capacity in Downtown Downtown Organization: An active downtown organization is an essential component of every successful downtown. Consultant Michelle Reeves recently completed an analysis of downtown Tigard and made recommendations increase the organizational capacity to support business growth, marketing, and events. While the applicability of urban renewal money to ongoing organizational development is limited, the mission and strategy of the organization should be closely linked with the other priority projects in this strategy. Project Schedule and Funding Matrix Table 5, below, provides the total project cost and funding timeline for projects identified as priority projects. These expenditures are detailed for each year over the next five year period. Several project categories such as property acquisition cannot be determined until specific sites or more detail is identified, so the total sum of projects may exceed the District's five year revenues. As in the past, the City will seek to leverage urban renewal revenues with other funding sources, grants, and possibly even private financing, so the annual urban renewal revenue projection does not necessarily need to constrain the list of potential projects. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 23 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Table 5. Project Schedule and Funding Matrix Project Projected Costs per Fiscal Year 2011 -2012 2012 -2013 2013 -2014 20142015 2015 -2016 Encourage and Facilitate Redevelopment Projects in Downtown New Development Grant/Loan Program $0 $200,000 $200,000 $200,000 $200,000 Rehabilitation /Redevelopment Grant/Loan Program $75,000 $75,000 $75,000 $75,000 $75,000 Technical Assistance Program $60,000 $60,000 $60,000 $60,000 $60,000 Property Acquisition TBD TBD TBD TBD TBD Redevelop Public Works Yard TBD TBD TBD TBD TBD Inprove Fanno Creek Park and Develop an Open Space System in Downtown Fanno Creek Park Improvements $0 $400,000 TBD TBD TBD Plazas TBD TBD TBD TBD TBD Develop Comprehensive Street and Circulation Improvements in Downtown Main Street Green Street Related Projects $70,000 $255,000 $0 $0 $0 High Capacity Transit TBD TBD TBD TBD TBD Downtown Gateways $120,000 $0 $0 $0 $0 Develop Organizational Leadership and Capacity in Downtown Downtown Organization $50,000 TBD TBD TBD TBD Carry Over Projects $89,330 Five Year Total $464,330 $990,000 $335,000 $335,000 $335,000 Source: City of Tigard. Leland Consulting Group. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 ■ DRAFT 24 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Conclusion Since the District was created in 2005, many public and private investments have been made that have improved downtown Tigard. Despite the economic downturn that began in 2007, investments and development activity has continued. The diversity of these projects, ranging from street improvements, new transit services, affordable housing, new retail development, and others continue the diverse mixed - use character of downtown. While in 2011 the market continues to struggle, there are bright spots on the horizon. In particular, demographic shifts and market trends will greatly increase the demand for apartments and other types of attached housing, especially in walkable, mixed -use, urban environments like downtowns. As such, the Strategy Update focuses on investments that support housing development over the next five years, as this is Tigard's best opportunity to draw new investments that also support the goals of a vibrant downtown. The prioritization of recommended projects focuses them geographically in areas that best leverage recent public investments such as the rebuilding of Burnham Street and the upcoming Main Street Green Street project, while also applying throughout the District projects that will create amenities to attract residents. In addition to capital projects that are funded by urban renewal, other concurrent efforts should continue. These include the ongoing retail marketing efforts currently being completed by Michelle Reeves as well as efforts to strengthen the downtown organization. Great downtowns result from the coordinated cooperation of public and private leaders — the capital investments provided by urban renewal must be matched by a strong and active organization. Finally, this Strategy is based on the assessment of current conditions and opportunities at a single point in time. While it anticipates future market conditions, they are always subject to change. Therefore, the Strategy should be considered a living document, subject to revision and updates over time, with progress reviews done at least annually, and full updates (such as this document) done every five years. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 25 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Appendix Table 6. City Center Urban Renewal Plan Projects Status Report Urban Renewal Project Status Status Explanation Estimated Urban (from UR Plan) C=compiste, Total Costs Renewal IFn P= progress, Through 2026 Fund Pepartial, not yet (Urban Renewa Contribution started Report) t0 Date (or projected contribution A. Street Improvements $4,419,098 $258,000 1. Ash Avenue Extension, Scoffins to Bumham, Including C /IP Extension to Commuter Rail $0 RR Crossing parking lot completed. Feasibility study started for at -grade rail crossing 2. Scoffins Street/Hall BouIe■erd/Hunziker Re- Alignment NP 3. Hail Bled /Highway 99W Intersection Improvements C ODOT, County, and City project $0 4. Greenburg Road /Highway 99W Intersection C ODOT, County, and City project $0 Improvements 5. Bumham Street Improvements IP $258,000 B. Streetscape Improvements $4,419,098 $455,000 1. Main Street IP Project at 60% design $255,000* 2. Bumham Street C $200,000 3. Commercial Street N 4. Ash Avenue P 5. Scoffins Road N 6. Center Street N C. Bike /Pedestrian Facilities $546,841 1. Commuter Rail Access C Completed by TriMet 2. Hall Blvd. sidewalks P Some sidewalk infill done as part of Knoll project 3. Scoffins Street N 4. Tgard Street bike lane N 5. Highway 99W sidewalks C ODOT project 6. Center Street N 7. Enhanced Pedestrian Bridge over Fanno Creek N Connecting to Ash Avenue 8. Conversion of Existing North Rail Corridor into a Multi- IP ODOT rail and rail line have use Pedestrian Trail started the abandonment project 9. Tigard Street/Grant Bicycle /Pedestrian Crossing N D. Parks $3,885,376 1. Fanno Creek Park Improvements N 2. Skateboard Park C $0 E. Public Spaces $3,118,445 SO 1. Green Corridor /Urban Creek N 2. Plazas P Fenno Creek Park and Plaza Master Plan completed. New sites being evaluated 3. Urban Green Spaces P Fanno Creek Park and Plaza Master Plan completed 4. Public Market F. Public Facilities $765,216 $50,000 1. Performing Arts Center N 2. Public Parking Facilities IP 20 space surface lot to be built $50,000* FY11 -12 3. Post Office Relocation N 4. Public Market Area N 5. Public Restrooms N G. Planning and Development Assistance $2,756,003 $88,402 1. Rehabilitation /Redevelopment Grant /Loan Program IP Facade Improvement Grant $58,402 Program 2. New Development Grant /Loan Program IP matrix of potential Developer incentives developed 3. Technical Assistance Program IP DOS $30,000 4. Commercial Facade Improvement Loans N Grant program instead PropertyAcquistion - From Willing Sellers $956,351 Subtotal (minus projected costs) $546,402 Total Estimated Costs $20,866,428 $851,402 `Projected Cos( Source: City of Tigard, Urban Renewal Report, 2005 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 26 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Table 7. Development Strategy Matrix - Current Status of 2007 "Leland Report" Recommendations Downtown Development Strategy Recommendations and Current Status Recommendations Status C= complete, IPdn progress, PprartlaI, not yet started Organizational Recommendations 1. Establish a strong Downtown organization. IP In progress. Michele Reeves effort has led to new interest in an organization. 2. Strengthen coordination between the CCDA and other Downtown IP In progress. CCAC has good working relationship with CCDA. TCBDA organizations. (Downtown business association) has gone on "hiatus." 3. Increase property owner and developer outreach. IP In progress. Staff have made numerous contacts with property /business. A developer's roundtable will be organized in fall /winter 2011. 4. Develop a branding campaign for Downtown Tigard. IP In progress. Michele Reeves led workshops with business and property owners. 5. Appoint a Downtown liaison within the City's Current Planning Division C Redevelopment Project Manger serves as ombudsman for Downtown to sere as a "go-to" person for private sector developers, and property development applications. and business owners. 6. Create a "success audit" for Downtown Tigard. N Internal assessment has been done, but not the public /promotional document recommended. Policy Recommendations 1. Follow through with projects that are planned or currently underway. IP In progress. Greenburg /Hall /99W intersection and Bumham projects completed. Main St. currently being designed. Rail -to -trail corridor is progressing. 2. Revisit, prioritize and amend specific elements of planned and IP In progress Five Year Assessment of Urban Renewal will assist in prioritization. proposed projects identified in the TRIP and the City Center Urban Renewal Plan to ensure that public dollars are maximally leveraged and affect the greatest impact. 3. Implement Downtown Tgard Urban Renewal District Comprehensive IP Implementation of adopted Comprehensive Plan is on-going, Plan policies and action measures. 4. Amend existing zoning standards to promote land use and C Completed. Development Code Amendments adopted Feb. 2010. development that is consistent with the TDIP vision. 5. Establish design standards for Downtown Tigard. C Completed. Development Code Amendments adopted Feb. 2010. 6. Institute expedited permitting process. C Completed. Applications within the urban renewal district receive priority. Housing Recommendations 1. Assemble land for housing Downtown IP In progress: City has purchased property on Burnham that could be developed as housing. 2. Conduct design and feasibility studies for housing and mixed -use N Not yet pursued due to delay in Urban Plaza project. Altemative sites are being development on parcels adjacent to the Urban Plaza evaluated. 3. Create a Development Opportunities Study (DOS) Program to IP In progress. DOS have been completed on 5 downtown properties. encourage property owners to explore redevelopment. 4. Offer density bonuses to encourage housing development Downtown. C Completed. Development Code Amendments adopted Feb. 2010. Development code update allows increased density in vicinity of Commuter RailRgard Transit station. 5. Relocate Tiigard's Public Works yards to make the site available for IP In progress. This is a long term project, but initial discussions are ongoing. housing development. 6. Redevelop the Tigard Public Works Building property at the N Not yet pursued. The final disposition of the property has not been determined, intersection of Hall Boulevard and Burnham Street. but it may become the new police station. Retail Recommendations 1. Form a relationship with a commercial broker to work with property N Not yet pursued. owners and retailers to attract desired retail development Downtown. 2. Create a Main Street commercial redevelopment loan or grant program N Not yet pursued, in lieu of the Main Street facade improvement program. to encourage development along Main Street that is consistent with the TDIP vision. 3. Create a Main Street storefront improvement program. C Completed. Program established. 12 properties have received design assistance and 3 matching grants (total $64,195) have been awarded 4. Create a retail - focused DOS program for Main Street and the section N Not yet pursued. The DOS program has not focused on retail, but potential of Bumham between Ash Avenue and Main Street. mixed use and housing development. 5. Facilitate redevelopment of the two shopping centers at the N Not yet pursued. intersection of Hall Boulevard and 99W. Access, Transportation and Parking Recommendations 1. Implement long -term plans to increase connectivity to and within the IP In progress. Draft connectivity plan will go to public hearing in fall /winter, 2011. Downtown. 2. Establish a shared parking program. IP In progress. Shared parking is currently permitted by code. Consultant Rick Williams has developed a draft parking management plan. 3. In collaboration with the Downtown organization, pursue a very modest IP In progress. Consultant Rick Williams worked with Downtown property /business parking strategy. owners on a parking management plan. (a Downtown organization has not yet been established). Source: City of Tigard, April 2011 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 27 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Table 8. Project Evaluation Matrix Key: High • Medium Low 0 Not Applicable n/a Priority Projects in yellow Project Name Description Reference Type of Tax Catalytic Housing Project Urban project Increment Potential Amenity Readiness Renewal Creation/ Contribution Leverage Encourage and Facilitate Redevelopment Projects in Downtown New Development Loans and /or grants for new UR Plan direct Up to $1 Grant/Loan Program development, either residential or project incentive million over commercial. Five -year focus is on • 4 • five years residential development in the Bumham Street area. Rehabilitation/ Loans and /or grants for property UR Plan direct Up to Redevelopment Grant/ rehabilitation and redevelopment, project incentive $500,000 Loan Program including facade improvement grants over five for commercial development. Five -year • • () • years focus on Main Street and Bumham Street to leverage streetscape investments. Technical Assistance Technical assistance including UR Plan direct $60,000 Program development opportunity studies, project incentive per year market studies, feasibility analyses, engineering and design and other • v • activities directly related to development of property. Five -year focus on Main Street, Bumham Street, and residential development projects. Property Acquisition Acquire property from willing sellers in UR Plan direct TBD order to assemble land for project incentive redevelopment. Five -year focus on ;) • n/a • residential development opportunities. Redevelop Public Relocate public works yard to support Development direct TBD Works Yard redevelopment of the site for housing. Strategy incentive • • • 4 project Shopping Center Network with private developers and Development direct Redevelopment continue to pursue property owners Strategy incentive that may be willing to sell or redevelop project • • • O the shopping center at the intersection of Hall Blvd/ Pacific Hwy/ 99W. Performing Arts Performing arts center will provide new capital/ Center entertainment and recreation infrastructure O • • O opportunities to attract residents and visitors to downtown. Post office relocation Relocate the existing downtown post UR Plan direct 0 o office. project incentive continued on next page. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 28 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Project Name Description Reference Type of Tax Catalytic Housing Project Urban project Increment Potential Amenity Readiness Renewal Creation/ Contribution Leverage Improve Fanno Creek Park and Develop an Open Space System In Downtown Enhanced Pedestrian Facilitate access between residential UR Plan capital/ Bridge over Fanno neighborhoods west of Fanno Creek project infrasin/cture Creek Connecting to and downtown, while minimizing 0 0 • 0 Ash Avenue impacts to sensitive areas and preserving wetlands buffers. Fanno Creek Park Upgrades and improvements to Fanno UR Plan capital/ $350,000 Improvements Creek Park, as well as the preservation project infrastructure and restoration of environmentally 0 • 0 . sensitive areas. Includes replacement of bridges. Conversion of Existing Convert north rail corridor into a multi- UR Plan capital/ North Rail Corridor into use trail, increasing pedestrian access project infrastructure a Multi-use Pedestrian and providing new recreational 0 0 • 0 Trail opportunities for residents, workers and visitors. Green Corridor/Urban Development of a green corridor /urban UR Plan capital/ Creek creek extending from the intersection project infrastructure of Hwy 99 and Hall Blvd through downtown to Fanno Creek, with bio- 0 o • swales, native vegetation, pervious pavement and other low impact stormwater conveyance features. Plazas Public plazas and gathering spaces UR Plan capital/ encouraging a broader range of active project infrastructure 0 • • and passive recreational uses in downtown. Urban Green Spaces Urban green space similar to the plaza, UR Plan capital/ designed to promote the preservation project infrastructure 0 • • of environmentally sensitive areas Public Market Public market space near Fanno Creek UR Plan capital/ O . • project infrastructure Public Parking Create a surface public parking lot on UR Plan capital/ O O • $50,000 Bumham St project infrastructure Public Restrooms Provision of public restrooms in public UR Plan capital/ O U • gathering spaces. project infrastructure Develop Comprehensive Street and Circulation Improvements in Downtown Ash Avenue Railroad Gain approval from ODOT Rail for an UR Plan capital/ Crossing at -grade RR crossing at Ash Ave by project infrastructure O n closing a RR crossing in another part of Tigard. , Main Street Green Addition of landscaping features, street UR Plan capital/ $255,000 Street trees, street fumiture, stormwater project infrastructure 0 • • • catchment and retainment systems. Sewer upgrades. Scoffins Street/Hall Connect Scoffins to Hunker Road UR Plan capital/ Boulevard /Hunziker Re• where they cross Hall Blvd. Impact on project infrastructure 0 0 0 0 Alignment existing apartment development Street Connectivity Implement additional proposed street Development capital/ TBD Plan implementation connections in connectivity plan (to be Strategy infrastructure () 0 0 0 adopted) project , Commercial Street Addition of landscaping features, street UR Plan capital/ Streetscape trees, street fumiture and other project infrastructure 0 • • 0 Physical enhancements Scoffins Street Addition of landscaping features, street UR Plan capital/ Streetscape trees, street fumiture and other project infrastructure 0 • • 0 physical enhancements Center Street Addition of landscaping features, street UR Plan capital/ Streetscape trees, street fumiture and other project infrastructure 0 0 0 0 physical enhancements Center Street Provide sidewalks and bike lanes on UR Plan capital/ sidewalks and bike Center Street project infrastructure 0 0 0 0 lanes continued on next page. Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 29 Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment Project Name Description Reference Type of Tax Catalytic Housing Project Urban project Increment Potential Amenity Readiness Renewal Creation/ Contribution Leverage Develop Comprehensive Street and Circulation Improvements in Downtown Hall Blvd. sidewalks Eliminate gaps in the sidewalk on the UR Plan capital/ east side of Hall Blvd. and repair project infrastructure • • sidewalks and curbs on both sides as needed. Scoffins Street Install bike lanes and sidewalks on UR Plan capital/ Bike /Ped Scoffins Street, which lacks both types project infrastructure O O • • of facilities Tigard Street bike lane Provide a new bike land on the south UR Plan capital/ side of Tigard Street and upgrade the project infrastructure O 3 • bike lane on the north side to standard conditions Tigard Street/Grant New at -grade bike /pedestrian crossing UR Plan capital/ Bicycle /Pedestrian extending from the intersection of project infrastructure Crossing Tigard Street and Grant Street to the north side of the railroad tracks to O O Q facilitate circulation and access by non- motorized vehicles. Gateway Features Gateways at major entrances to Streetscape capital/ $120,000 downtown Plan project infrastructure O O 0 Downtown Way- finding Create pedestrian-oriented signage Metro grant capital/ infrastructure • O • High Capacity Transit Regional high capacity transit route is Regional capital/ currently being planned for the area project infrastructure and may include a station in the urban • • • O renewal district. Reserve funding for potential UR support. Develop Organizational Leadership and Capacity in Downtown Downtown Support a downtown organization and Development direct $50,000 for Organization implement the recommendations made Strategy incentive first two by Michele Reeves. project years. Program should be self - sustaining after that (or will secure grant funding) Tigard Downtown Strategy Update /5 -Year Urban Renewal Assessment • September 2011 • DRAFT 30 / O /i' / a / / 4 .eiO4- /e iv Al , 3 P a1 , ve r/ ( bi i i , r _ rak, V a r G e Tigard City Center Development Agency Five Year Urban Renewal Assessment PREPARED FOR PREPARED BY City of Tigard/ Chris Zahas City Center L LELANDCONSULTINGGROUP Development Agency People Places Prosperity Presentation Overview • Project Purpose _/' • Market Overview • Completed Projects -- — • Development Strategy -- -- • Prioritized Projects ._ __ L Tigard Urban Renewal Five -year Assessment 18 October 20 rt R Ve , „,,,„,_.''----:* . -, 14 4 , AO ,, . , Y L. Market Overview Amer Population: From Pyramid to Rectangle . 1 1940 1960 2020 860 r oveS Mtd r 75 to 79 M. F.11.4. jiI jili 70 to 74 6S to 69 60 to64 S5 to 59 SO to S4 45 to 49 49 ton 35 tO 39 30 to 34 i5 to 79 7010 71 IS to 19 101014 5 to9 01041 IS 10 S 0 S 10 IS Ma nditom Not The Mermc e 0ueu1+l011 br thew data 1. the mew. Source 05 9ortr a 0,. Come. 1943, W. 2 fa N. utauon. we refnI 0.9 M x0 of Na91et 1 Tigard Urban Renewal Five -year Assessment 19 October 2011 °age 3 Demographic Sea Change Households With and WithoutChildren 100% - 80% - 72% 87 %— Without 60% - 52 , children 40% - 48% C195 33% 28% With 204 children 1980 2000 2025 Source: Arthur C. Nelson, US Census. Leland Consulting Group L Tigard Urban Renewal Five -year Assessment 18Ockber2011 - Page 4 Development Prospects, 2011 A Property Types with near Fair Senior Housing Development Prospects in 2011 Infill and In -Town Housing Industrial Single - Family Homes Hotels Retail MIMI Office NEM 0 5 9 Abysmal Far Excellent Source. ULI Emerging Trends 2011. Leland Consulting Group L Tigard Urban Renewal Five - yearAssessment 18 Weber 2911 - Page 5 Portland Area Submarket Apartment Vacancy and Rents, Q1 2011 Rent 2 Bed /1 Bath Vacancy $1,400 —.. _ - .._.- ._.— ...- __.— ._____._._ _. _— -- _ —. 5% $1,200 - d% $1,000 1 i i flh iiE ii I 1% so / / / p / � ° � d o d d , o° , o .>4 A a P k'ar `� d 3 a z ‘go e Q c if 4, IP d / N. �µ Ci L Tigard Urban Renewal Five -year Assessment 18 October 2011 Page 6 Depreciation Rates of Existing Detached Homes Q1 2010 to Q1 2011 • Ownership housing MP sakiNCe kenes suffering along with the Northeast Portland rest of the region MWWesaingtonCounty ,... Overall Tamlencoany lake Oswego, West Lim Waal Portland NonaPOrt4nd M • Southeast Portland j I Tqa PMhamlke L - Bawano&Aloha Columba COamy . Gresham Troutdale Olapon Cay,CaMy ykllaaoro/POlam Grove Ml $ood/Govt Campfa,m. l - .25%% .20% .15% .10% -5% 0% L Tigard Urban Renewal Five -year Assessment 18 October 2011 - Pepe 2 Office Submarket Vacancy • No demand for new Submarket 1011 Vacancy office space for several Tualatin/Wilsonville 32.5% Sunset Corridor 24.5% years Columbia Corridor 23.9% Camas 21.6% Orchards 21.0% Cascade Park 19.3% Wash.Sq /Kruse Way 19.2% Clackamas Sunnyside 18.0% SW /Beaverton /Sylvan 16.3% Johns Landing /Barbur Blvd 157% Vancouver 13.6% Hazel Dell /Salmon Creek 11.0% Eastside 10.6% St. Johns /Central Vancouver 10.3% Northwest 9.5% Vancouver Mall 8.6% L Tigard Urban Renewal Five -year Assessment 18 October 2011 - Page . r { 6 t/ Atli 1814 4' 141 Completed Projects Compated Prefects 1 can Genre EPens191, ScoWns to • kl_ Btrtnam r r.pwme , 2 1M1 l3184Mpnway 99W ntersechon • N.Cain. = s - ' ' 3 Greenberg R0a0M60way99W 11YWC rpm..ms j i ..1f Iaersecibn ll.�mlOmyWtlo ��. t• gv 4 Bar0am Sheet - ' 8 Wm Street S G.,. . -31 a 5 WES Melton Park and Rale l� ,1 � 1 7 Tigard Uplor a � e 4. 8 Underwater Won¢ �. t y, ¢F js. 9 kgn S Same & SYatwnery • � h 10 Famtynsurance • BLIMP* . ' I i Am 11 Taan1Whe Crafters ' 12 12460 Man (former lob 331 13 Wei Li Harris Vision PClqunCAre 1 14 Tigard Staten ,(l r 1 +4 1? . � 17 ion Center ! / i f 15 Hans l I Gate Building 1 - } 17 217Se9Staage Arade • }" . ' 18 Knee a Tigard °'. r S• eillk, 19 M0503815 7 • i • 20 Toad Sena ller ' or • 21 Rite eed , � /r 22 Luke Don 1 � , No 11'4 23 Mae Mrs¢ Scheel 24 Bate TeamMalron 14 a SW Garden Dace Russ prA La -' IP .1 27 Slate Palk 2a .10-Pm Fables Remodel 29 Fain Creek !Pew FM • 30 Balkan Dance Ca mean l . 31 SAM tMle■yreha5tlalon of Ammer Cam's Realty ardng The Knoll :`3 1 12 Tigard Urban Renewal Five -year Assessment 18 October 2011 Page 11 Burnham Gateway • I. ► ? _ L Tigard Urban Renewal Five -year Assessment 18 oawer 201 - Page 12 Tigard Liquor Store lama L Tigard Urban Renewal Five - yearAssessment 18 October 2011 Pepe 13 Hwy 99 and Main Street . ` • Y l • a Tigard Urban Renewal Five -year Assessment 18 October zo„ Page 14 Main Street Stamp and Stationery .40 n /I/ 1/11 t t111( 11111111111111111111111111111N1\\ 1 \\\\\\\l\\\\ \ \ \ \ \ \ \ \ { Lo. Tigard Urban Renewal Five -year Assessment 18 October 2011 • Page 15 � V � L N E S -_ 2. T R X E C R P Q S E T F • , T R A U S Q T G G y L B D S D Y H N U A z V A S X C p s Development Strategy Downtown Implementation Strategies 1 • Encourage and Facilitate Redevelopment Projects in Downtown • Improve Fanno Creek Park and Develop an Open Space System in Downtown `c'F` • Develop Comprehensive Street and Circulation Improvements in Downtown • Develop Organizational Leadership and Capacity in Downtown Tigard Urban Renewal Five -year Assessment 18 October 2011 - Page 17 �F -." , go .2 0 105 Lai ti.rAr ii f ill 1 i i M ; , ,i h . , ,, !. fi r: . .... fir _ ia ....,. i ii \ hi Priority Projects Encourage and Facilitate Redevelopment Projects in Downtown Project Selection Criteria Support the four Strategies Assess projects • Tax increment creation - -- ,... ,_ �;. .` • Catalytic potential MAX'S r o ,, x .B 1P,p • Housing amenity ,,., ii 1 8 rl Via • , ,ir • Project readiness = „∎ a ;1 .- - `J ' — Tigard Urban Renewal Five -year Assessment 1, ;crobi r: a 19 New Development Grant and Loan Program ▪ Loans and /or grants • Commercial or residential • Burnham ripe for housing • Projects will support tax increment • Budget = $200,000 per fiscal year 2012 - 2016 l` Tigard Urban Renewal Five - yearAssessment 18 October 2011 - Page 20 Rehabilitation /Redevelopment Grant and Loan Program • Property rehabilitation and redevelopment z� , 1's �h ti • Facade improvements • Five year focus on Main and '_ t Burnham to leverage recent ti,... investment • Budget = $75,000 per fiscal year, 2011 -2016 L Tigard Urban Renewal Five- yearAssessment 18 oclober Technical Assistance Program • Provide technical assistance: .E i - • Development Opportunity Studies • Market Studies , • Feasibility analyses, • Engineering and design -, .* • Other activities _ • Five year focus = Main St, Burnham S t, or other housing opportunity sites 1 • Budget = $60,000 . 'r per fiscal year, 2011 -2016 L Tigard Urban Renewal Five -year Assessment 18 October 2011 lac 21 Property Acquisition • Acquire property from willing _ sellers • Assemble land - • Cost can be recovered or j I land can be written down providing incentive , - ., • Five year focus = housing opportunity sites • '� >� ,-- • Budget = TBD ' ii i 4 Tigard Urban Renewal Five - yearAssessment 18 October 2011 - Page 23 Redevelop Public Works Yard • Ideal housing site • Adjacent to Fanno Creek • Close to library i• • Explore opportunities to relocate • Budget = TBD Tigard Urban Renewal Five -year Assessment Fanno Creek Park Improvements • Downtown asset • Amenity to attract residents • Restore and preserve sensitive • areas • Make Ash St and Main St park entrances more prominent • Budget = $400,000 in 2012 -2013 L Tigard Urban Renewal Five -year Assessment 18 CClWer 2011 Page 15 Plazas • Encourage broader range of activities downtown + '. • • • Draw visitors and residents i • Concerts, markets and festivals `, „ • Continue to search for a site } • Budget = TBD ,- 4 1 IL L Tigard Urban Renewal Five -year Assessment Main Street Green Street • Landscaping features • Street furniture • Stormwater catchment systems • Sewer upgrades • Leverage grant from Metro ,. W • Urban renewal Budget = $255,000 in 2012 -2013 i 'w ..oligi L Tigard Urban Renewal Five -year Assessment 18 October 201 - Page 27 High Capacity Transit ▪ Long -term regional vision • Planning underway • Connection to DT Tigard Can integrate with downtown and support land uses • Budget = TBD li:ll O Tigard Urban Renewal Five -year Assessment ,8 o clMer ?all Page 28 Downtown Organization • Increase organizational capacity • Support business growth WO% • Marketing • Events • Link with other priority projects • Budget = $50,000 in 2011 -2012 L Tigard Urban Renewal Five -year Assessment aG c,oberzo„ Page 29 Project Schedule and Funding Matrix Project Projected Coster Fiscal Year _ 2011 -2012 2012 -2013 2013 -2014 2014 -2015 2015 -2016 Encourage and Facilitate Redevelopment Projects in Downtown New Development Grant/Loan Program 00 5200,000 $200,000 5200,000 $200,000 Rehabilitation/Redevelopment Grant/Loan Program $75,000 $75,000 575.000 $75,000 $75.000 Technical Assistance Program $60, 000 $60,000 060,000 060.000 560,000 Property Acquisition TBD TBD TBD TBD TBD Redevelop Public Works Yard TBD TBD TBD TBD TBD Improve Fanno Creek Park and Develop an Open Space System in Downtown Fanno Creek Park Improvements $0 5400,000 TBD TBD TBD Plazas TBD TBD TBD TBD TBD Develop Comprehensive Street and Circulation Improvements in Downtown Main Street Green Street Related Projects $70.000 $255,000 SO 50 $0 High Capacity Transit TBD TBD TBD TBD TBD Downtown Gateways $120,000 50 $0 $0 $0 Develop Organizational Leadership and Capacity in Downtown Downtown Organization $50,000 TBD TBD TBD TBD Carry Over Projects $89.330 Five Year Total 0464,330 9990,000 $335,000 $335,000 5335,000 Tigard Urban Renewal Five -year Assessment 18 October 2011 - Page 30 • L • �r. • LELAND CONSULTING GROUP People Places Prosperity Portland 1 Bend 1 Texas 1 New York 503.222.1600 www.lelandconsultinggroup.com Development Advisors to the Public and Private Sectors meS 4 I P/2,5 AIS -647 -- --Item #:-5:- 6 Workshop Meeting 4 o f p 6 a_ R u IJ fcl Date: 10/18/2011 ✓ / 0f /yia Length (in minutes): 30 Minutes Agenda Title: Transportation Planning Rule Update Submitted By: Judith Gray Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. ISSUE Council update on proposed amendments to the Oregon Transportation Planning Rule (TPR) and Oregon Highway Plan (OHP). STAFF RECOMMENDATION / ACTION REQUEST Discuss the proposed TPR and OHP amendments with staff and direct staff to prepare written comment to the Oregon Transportation Commission (OTC) and /or the Land Conservation and Development Commission as part of the current public comment period. (LCDC). Staff also recommends that the the City be prepared to participate in the future state hearings in December 2011 to amend the TPR and OHP. Staffs opinion is that the proposed amendments substantively address Tigard's and Portland area communities' issues regarding the TPR and the OHP and that City's official comments should be supportive. KEY FACTS AND INFORMATION SUMMARY In April 2011, a joint subcommittee of the Oregon Transportation Commission (OTC) and Land Conservation and DeveIoopment Commission (LCDC) identified ten priority changes to state policies governing long range land use and transportation planning. A Rulemaking Advisory Committee, including a Tigard representative, was appointed and has developed proposed amendments to the TPR., ODOT staff has concurrently proposed policy changes to the OHP. These efforts were closely coordinated. Some of the key elements in the proposed amendments would do the following: • Allow adoption of performance measures that go beyond motor vehicle capacity • Establish a minimum threshold of development without requiring the need to address TPR requirements • Allow more moderate assumptions about future trip generation estimates to be used in estimating traffic impacts • Exempt certain mixed -use, multi -modal areas from TPR requirements • Allow cities to accept "partial mitigation" of impacts for projects that create industrial or traded sector jobs • Allow cities to accept alternative system mitigation, such as an alternative mode or location. The draft amendments are now in the public comment period. The OTC and LCDC are expected to take action in December 2011. More information about the proposed amendments and a timeline are provided in the attached memorandum (Attachment A). i — OTHER ALTERNATIVES Council could direct staff to develop comments that: • Support some of the proposed amendments but not all. • Do not support any of the TPR or OHP amendments. • Identify specific areas that Council feels needs additional work. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Directly relates to: 1.d. Work with state and regional partners to modify the Transportation Planning Rule Strongly supports and advances: 1.a. Show substantial progress on new Tigard Triangle Master Plan. 1.c. Participate in the Southwest Corridor Study DATES OF PREVIOUS COUNCIL CONSIDERATION Prior update on May 10, 2011. Attachments No file(s) attached. AgendaQuick©2005 - 2011 Destiny Software Inc., All Rights Reserved , 4 _ a r 11 r r TIGARD City of Tigard, Oregon Affidavit of Notification In the Matter of the Notification of the CCDA Meeting on October 18, 2011 STATE OF OREGON) County of Washington) ss. City of T rd ) I, .lam 4 . k v t q Pi✓" , being first dubv s r or affirmed), by oath (or J affirmation), depose and say: That I notified the following organization by fax : Newsroom, Tigard Times and the following people /organizations by e -mail: GI Sally Ho, The Oregonian (shoanews.oregonian.com) C'" Editor, The Regal Courier (Editor @theregalcourier.com) Geoff Pursinger, Tigard Times( gpursinger (a,commnewspapers.com) A copy of said Notice being hereto attached and by reference made a part hereof, on the ] 2 fi ay of 04,' _, 2011. Signature of Person who Performed Notific 4r on Subscribed and sworn (or affirmed) before me this 0 441 of a-biaoL , 2011. (,{ ° - , 0 LE' - Signature of Notary Public for Or • on er r OFFICIAL SEAL : 5 CAT D WHEATLEY "',,. NOTARY PUBLIC - OREGON ®„s COMMISSION NO. 459116 MY COMMISSION EXPIRES AUGUST 04, 2015 • • TIGARD CITY CENTER DEVELOPMENT AGENCY (CCDA) MEETING 1 OCTOBER 18, 2011 6:30 p.m. in TOWN HALL TIGARD CITY HALL T I GAR D 13125 SW HALL BLVD. TIGARD OR 97223 NOTICE The City Center Development Agency (CCDA) will have before it the following item for consideration at the City Center Development Agency Meeting at 6:30 p.m. on October 18, 2011: 4. Review Five -Year Assessment of Tigard Urban Renewal Activities Please forward to: ❑ Sally Ho, The Oregonian (sho( oregonian.com) ❑ Editor, The Regal Courier (Editoratheregalcourier.com) ❑ Geoff Pursinger, Tigard Times(gpursinger t�i?,commnewspapers.com) ❑ Newsroom, The Times (Fax No. 503 -546 -0724) The CCDA was reactivated by Resolution 05 -32 on May 10, 2005, and will meet occasionally to address issues related to urban renewal. The CCDA, functioning as the city's urban renewal agency, will work on an urban renewal plan designed to facilitate the development and redevelopment of downtown Tigard and possibly other areas within the city. For further information, please contact Deputy City Recorder Carol Krager by calling 503 -718 -2419. Deputy / City Recorder Date: , / , daI Post: Tigard City Hall Tigard Permit Center Tigard Public Library ** Transmit Confirmation Report ** P.1 Oct 12 2011 12:13pm D.S. S Name /Fax No. Mode Start Time Page Result Note 5035460724 Normal 12,12:13pm 0'27" 1 * 0 K • TIGARD CITY CENTER DEVELOPMENT AGENCY (CODA) MEETING 9 Vi OCTOBER 18, 2011 6:30 p.m. in TOWN HALL TIGARD CI'.[']' HALL TIGARD 13125 SW HALL BLVD. TIGARD OR 97223 NOTICE The City Center Development Agency (CODA) will have before it the following item for consideration at the City Center Development Agency Meeting at 6:30 p.m. on October 18, 2011: 4. Review Five -Year Assessment of Tigard Urban Renewal Activities Please forward to: ❑ Sally Ho, The Oregonian (4 oreegonian.corn) ❑ Editor, The Regal Courier (Edito ,theregakouxier.com) ❑ Geoff Putsingex, Tigard Times() co ❑ Newsroom, The Times (Fax No. 503 - 546 -0724). The CCDA. was reactivated by Resolution 05 -32 on May 10, 2005, and will meet occasionally to address issues related to urban renewal The CCDA, functioning as the city's urban renewal agency, will work on an urban renewal plan designed to facilitate the development and redevelopment of downtown Tigard and possibly other areas within the city. For further information, please contact Deputy City Recorder Carol Krager by calling 503 -718 -2419. .fir9A ac i Deputy City Recorder Date: /X. /c3, aa' Post Tigard City Hall Tigard Permit Center Tigard Public Library , .. 11 . _ . T I GARD City Council City of Tigard, Oregon Affidavit of Posting In the Matter of the Notification of the CCDA Meeting on October 18, 2011 STATE OF OREGON) County of Washington) ss. City of Tigard ), / lam✓ , I /ei bein first dul sworn or affirmed b oath �t�h�'! � � being duly (or )� by (or ( affirmation), depose and say: That I posted in D. Tigard City Hall, 13125 SW Hall Boulevard, Tigard, Oregon ➢ Tigard Public Library, 13500 SW Hall Boulevard, Tigard, Oregon ➢ Tigard Permit Center, 13125 SW Hall Boulevard, Tigard, Oregon A copy of said Notice being hereto attached and by reference made a part hereof, on the 1 day of , 2011. ( - Signature of Person who Performed Notification Subscribed and sworn (or affirmed) before me this ) aoi day of T)50 4 -Wi _/L A•. ,V. � C f0 �, , M OFFICIAL SEAL Signature of Notary Public for Oregon CATHERINE D WHEATLEY ' a NOTARY PUBLIC - OREGON ,x, COMMISSION NO. 459116 MY COMMISSION EXPIRES AUGUST 04, 2015 TIGARD CITY CENTER DEVELOPMENT AGENCY (CCDA) MEETING r , OCTOBER 18, 2011 6:30 p.m. in TOWN HALL TIGARD CITY HALL T I GAR D 13125 SW HALL BLVD. TIGARD OR 97223 NOTICE The City Center Development Agency (CCDA) will have before it the following item for consideration at the City Center Development Agency Meeting at 6:30 p.m. on October 18, 2011: 4. Review Five -Year Assessment of Tigard Urban Renewal Activities Please forward to: ❑ Sally Ho, The Oregonian (sho(a,oregonian.com) ❑ Editor, The Regal Courier (Editor(a,theregalcourier.com) O Geoff Pursinger, Tigard Times( gpursinger acommnewspapers.com) ❑ Newsroom, The Times (Fax No. 503 - 546 -0724) The CCDA was reactivated by Resolution 05 -32 on May 10, 2005, and will meet occasionally to address issues related to urban renewal. The CCDA, functioning as the city's urban renewal agency, will work on an urban renewal plan designed to facilitate the development and redevelopment of downtown Tigard and possibly other areas within the city. For further information, please contact Deputy City Recorder Carol Krager by calling 503- 718 -2419. _ / I -r Deputy City Recorder Date: ( 7LiT' i 9' / Post: Tigard City Hall Tigard Permit Center Tigard Public Library 1 , 11 .114 IN TIGARD City Council City of Tigard, Oregon Affidavit of Posting In the Matter of the Notification of the Revised October 18, 2011 Agenda STATE OF OREGON) County of Washington) ss. City of Tigard ) I, 0044k. f / e v , being first duly sworn (or affirmed), by oath (or of firmation), depose and say: That I posted in ➢ Tigard City Hall, 13125 SW Hall Boulevard, Tigard, Oregon ➢ Tigard Public Library, 13500 SW Hall Boulevard, Tigard, Oregon ➢ Tigard Permit Center, 13125 SW Hall Boulevard, Tigard, Oregon A copy of s d Notice being hereto attached and by reference made a part hereof, on the 1 /day of OG C3 1� , 2011. C--" — -. 1 ( / Signature of Person who Performed Notification Subscribed and sworn (or affirmed) before me this / ` day of (/ ��1 , 2011. -( :::7 Signature of Notary Public for Oregon , /Z.�%, OFFICIAL SEAL d---- r: ;. CATHERINE 0 WHEATLEY "'; " NOTARY PUBLIC - OREGON ` COMMISSION NO. 459116 MY COMMISSION EXPIRES AUGUST 04, 2015 11 IN . .. TIGARD City of Tigard, Oregon Affidavit of Notification In the Matter of the Notification of the Revised Agenda of the October 18, 2011 Meeting STATE OF OREGON) County of Washington) ss. City of Tigard ) I, (y, ( A k `l ( , being first duly sworn (or affirmed), by oath (or affirmation), depose and say: That I notified the following organization by fax : C ' Newsroom, Tigard Times and the following people /organizations by e -mail: ❑ Sally Ho, The Oregonian (sho( oregonian.com) ❑ Editor, The Regal Courier (Editor @theregalcourier.com) ❑ Geoff Pursinger, Tigard Times( gpursinger acommnewspapers.com) A copy of �sai Notice being hereto attached and by reference made a part hereof, on the 1 �' day of OCR /. 2011. • I _ ' Alli 44 /2 111.01 Signature of erson who Performed Notification ' Subscribed and sworn (or affirmed) before me this) Vday a --- - 42 - 1 -- -- L... 2011. / 1 ‘--°, .� i- /I ,-- Signature of Notary Public for Oreg. - �•..., OFFI IAL : ? CATHE D WHE ATLEY NOTARY PUBLIC - OREGON N, J COMMISSION NO. 459116 MY COMMISSION EXPIRES AUGUST 04, 2015 TIGARD CITY COUNCIL 1 EXECUTIVE SESSION/ j WORKSHOP /BUSINESS MEETING OCTOBER 18, 2011 6:30 pm TIGARD CITY HALL T I GAR D 13125 SW HALL BLVD. TIGARD OR 97223 NOTICE OF EXECUTIVE SESSION AND CHANGES TO THE TIGARD CITY COUNCIL MEETING AGENDA OF OCTOBER 18, 2011 An Executive Session called under ORS 192.660 (2)(h)- litigation or litigation likely to be filed has been added. A Study Session and Business Meeting have been added to consider the City Manager Employment Agreement, and are scheduled prior to the workshop meeting. See attached agenda for listing of agenda items and estimated times. Please forward to: ❑ Sally Ho, The Oregonian (sho @oregonian.com) ❑ Editor, The Regal Courier (Editoratheregalcourier.com) ❑ Geoff Pursinger, Tigard Times(gpursinger @commnewspapers.com) ❑ Newsroom, The Times (Fax No. 503 - 546 -0724) For further information, please contact Deputy City Recorder Carol Krager by calling 503 - 718 -2419. /s/ Carol A. Krager Deputy City Recorder Date: October 14, 2011 Post: Tigard City Hall Tigard Permit Center Tigard Public Library 74 _ • City of Tigard Tigard Workshop Meeting - Agenda 1 IGARI) _ TIGARD CITY COUNCIL & CITY CENTER DEVELOPMENT AGENCY (CCDA) MEETING DATE AND TIME: October 18, 2011 - 6:30 p.m. MEETING LOCATION: City of Tigard - Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 Revised 10/14/2011 to add Executive Session called under ORS 192.660 (2) (h)- pending litigation, and add Study Session and Business Meeting to consider the City Manager Employment Agreement. Item 5 - RECEIVE UPDATE ON TRANSPORTATION PLANNING RULE (TPR) has been rescheduled to 11/25/2011. PUBLIC NOTICE: Times noted are estimated. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 503- 639 -4171, ext. 2410 (voice) or 503- 684 -2772 (TDD - Telecommunications Devices for the Deaf). Upon request, the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments; and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers, it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503- 639 -4171, ext. 2410 (voice) or 503- 684 -2772 (TDD - Telecommunications Devices for the Deaf). VIEW LIVE VIDEO STREAMING ONLINE: http: / /www.tvctv.org /government - programming /government- meetings /tigard Workshop meetings are cablecast on Tualatin Valley Community TV as follows: Replay Schedule for Tigard City Council Workshop Meetings - Channel 30 • Every Sunday at 11 a.m. • Every Monday at 6 a.m. • Every Tuesday* at 2 pm ( *Workshop meetings are not aired live. Tuesday broadcasts are a replay of the most recent workshop meeting.) • Every Thursday at 12 p.m. • Every Friday at 3 a.m. SEE ATTACHED AGENDA % 7111 _ • City of Tigard Tigard Workshop Meeting - Ag i lc, 1PL) TIGARD CITY COUNCIL & CITY CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: October 18, 2011 - 6:30 p.m. MEETING LOCATION: City of Tigard - Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 Revised 10/14/2011 to add Executive Session called under ORS 192.660 (2) (h) - pending litigation, and add Study Session and Business Meeting to consider the City Manager Employment Agreement. Item 5 - RECEIVE UPDATE ON TRANSPORTATION PLANNING RULE (TPR) has been rescheduled to 11/25/2011. 6:30 PM EXECUTIVE SESSION The Tigard City Council will go into an Executive Session called under ORS 192.660 (2) (h) to consult with counsel concerning the legal rights and duties of a public body with regard to current litigation or litigation likely to be filed. All discussions are confidential and those present may disclose nothing from the Session. Representatives from the media are allowed to attend Executive Sessions, as provided by ORS 192.660 (4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decisions. Executive Sessions are closed to the public. 6:45 PM STUDY SESSION A. DISCUSS CITY MANAGER EMPLOYMENT AGREEMENT 7:00 PM 1. BUSINESS AND WORKSHOP MEETING A. Call to Order- City Council and City Center Development Agency B. Roll Call C. Pledge of Allegiance D. Council Communications & Liaison Reports E. Call to Council and Staff for Non - Agenda Items BUSINESS MEETING 2. CONSIDER CITY MANAGER EMPLOYMENT AGREEMENT WORKSHOP MEETING 3. RECEIVE THIRD QUARTER COUNCIL GOAL UPDATE 7:15 p.m. estimated time 4. DISCUSS CONCEPT DESIGNS FOR PACIFIC HIGHWAY /McDONALD STREET /GAARDE STREET INTERSECTION IMPROVEMENTS 7:40 p.m. estimated time Call to order the City Center Development Agency - Mayor Dirksen 5. CITY CENTER DEVELOPMENT AGENCY - REVIEW FIVE YEAR ASSESSMENT OF TIGARD URBAN RENEWAL ACTIVITIES 8:10 p.m. estimated time Adjourn CCDA and reconvene the City Council - Mayor Dirksen 6. COUNCIL LIAISON REPORTS 9:10 p.m. estimated time 7. NON AGENDA ITEMS 8. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order, the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 9. ADJOURNMENT 9:15 p.m. estimated time Carol Krager From: Carol Krager Sent: Friday, October 14, 2011 2:53 PM To: sho @oregonian.com; gpursinger @commnewspapers.com; Editor @theregalcourier.com Cc: Webteam; Cathy Wheatley Subject: Changes to October 18, 2011 Tigard City Council Meeting Attachments: Revised Agenda for October 18, 2011.pdf; Carol Krager.vcf There have been significant changes to the October 18 workshop agenda. Please see the attached. If you have any questions, please call. Thank you. City of Tigard Carol Krager Deputy City Recorder 13125 SW Hall Blvd. Tigard, OR 97223 (503) 718 -2419 1 ** Transmit Confirmation Report ** P.1 Oct 14 2011 02:43pm D.S. S Name /Fax No. Mode Start Time Page Result Note 5035460724 Normal 14,02:42pm 1'15" 4 * 0 K TIGARD CITY COUNCIL EXECUTIVE SESSION/ 1 WORKSHOP/BUSINESS MEETING OCTOBER 18, 2011 �. 6:30 pra (� A TIGARD CITY HAIL T 14J tai RD 13125 SW HALL BLVD - TIGARD OR 97223 NOTICE OF EXECUTIVE SESSION AND CHANGES TO THE TIGARD CITY COUNCIL MEETING AGENDA OF OCTOBER 18, 2011 An Executive Session called under ORS 192,660 (2)(h)- litigation or litigation likely to be filed has been added. A Study Session and Business Meeting have been added to consider the City Manages Employment Agreement, and are scheduled prior to the workshop meeting. See attached agenda for listing of agenda items and estimated times. Please forward to: ❑ Sally Ho, The Oregonian (shoaoo gonian-com). ❑ Editor, The Regal Courier (Editor@theregalcourier.cox ) ❑ Geoff Pursinger, Tigard Titaes( ppursingetQcommnewspapers.coni) ❑ Newsroom, The Times (Fax No. 503 - 546 -0724) For further information, please contact Deputy City Recorder Carol Krager by ca lling 503- 718 -2419. /s / C.arol A. Krager • Deputy City Recorder Date: October 14, 2011 Post Tigard City Hall Tigard Permit Center Tigard Public Library