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05/14/2008 - Packet
City of Tigard City Center Advisory Commission — Agenda MEETNG DATE: Wednesday, May 14, 2008, 6:30-8:30 p.m. MEETING LOCATION: Tigard Library 1 st Floor Community Room 13500 SW Hall Blvd., Tigard, OR 97223 1. Welcome and Introductions ....................................................................................................6:30-6:35 2. Review / Approve Minutes .....................................................................................................6:35-6:45 3. Land Use / Design Guidelines / Urban Design (Sean Farrelly) ........................................6:45-7:05 4. Transit Center Redevelopment— MTIP Grant Proposal (Sean Farrelly)..........................7:05-7:20 5. Main Street— Street Lighting Demonstration Project..........................................................7:20-7:35 6. Organizational Leadership & Capacity in Downtown Debriefing / Main St. Program..............................................................................................7:35-8:20 7. Other Business/Announcements ...........................................................................................8:20-8:30 CITY CENTER ADVISORY COMMISSION AGENDA— May 14th, 2008 City of Tigard 1 13125 SW Hall Blvd.,Tigard,OR 97223 1 503-639-4171 1 www.tigard-or.gov I Page 1 of 1 41 City Center Advisory Commission Meeting Minutes DID Date of Meeting: May 14, 2008 Location: Red Reek-Greek C.Ronferenee Room, Tigard City Community Room, Tigard Library (amended at the June 11, 2008 meeting Called to order by: Chair Alice Ellis Gaut Time Started: 6:35 p.m. Time Ended: 8:42 p.m. Commissioners Present: Carolyn Barkley; Chair Alice Ellis Gaut; Ralph Hughes; Vice Chair Lily Lilly; Thomas Murphy; Elise Shearer; Alexander Craghead (alternate) Commissioners Absent: Others Present: Mike Marr, Marland Henderson Staff Present: Phil Nachbar, Downtown Redevelopment Manager; Sean Farrelly, Associate Planner;Jerree Lewis, Executive Assistant AGENDA ITEM #1: Welcome and Introductions: No introductions were necessary. Important Discussion and/or Comments: Action Items (Follow-Up or Votes): None AGENDA ITEM #2: Review/Approve Minutes Important Discussion and/or Comments: Action Items (Follow-Up or Votes): Motion by Commissioner Murphy, seconded by Commissioner Shearer, to approve the April 9, 2008 minutes as submitted. The motion passed unanimously. AGENDA ITEM #3: Land Use / Design Guidelines / Urban Design CCAC Meeting Minutes for May 14,2008 Page 1 of 9 Important Discussion and/or Comments: Sean Farrelly gave an update on the CCAC subcommittee working on Downtown design guidelines. He advised that the committee scheduled one additional meeting in June and they hope to wrap up this phase of the process by then. They are looking at ways to regulate design of new buildings for the Downtown. Completed recommendations so far include: ° Purpose— a reason to regulate design in the Downtown; will be a part of the code ° Outline of potential procedures ° Design regulations for 6 different types of buildings ° Areas have been identified for different building types ° Land uses —will be similar to what's allowed now ° Addressed non-conforming uses Tasks yet to be completed include: ° Thresholds for different review tracks — there will be 2 different tracks to get new projects approved (clear& objective track which is very specific and a discretionary track which is more collaborative) ° Type of review body—a design review board, a subcommittee, Planning Commission, or some other way ° How to treat existing buildings that want to do renovation projects ° Signs After this phase is complete, there will be an open house which is tentatively scheduled for late July. All Downtown property and business owners would be invited, as well as Council, interested parties, and committee members. The draft regulations will be presented at the open house and we will receive input from attendees. After that, we will use the State grant to make sure the code makes sense and that it fits in with the other parts of the Development Code. As part of the grant, there will be an architect firm who will do some drawings to illustrate the clear and objective standards. At that point, it will come to the CCAC for endorsement; then go through the public hearing process. We hope to have this all complete by January, 2009. Sean advised that there could be some potential training costs for Current Planners working with the 2 new development review tracks. If design specialists are used for design review, there may be additional costs, although he does not anticipate an overwhelming number of applications right away. It was noted that larger projects would likely need a more professional review body. There could also be issues regarding historic preservation of some of the older buildings. CCAC Meeting Minutes for May 14,2008 Page 2 of 9 With regard to the Urban Design Vision Refinement project, Sean advised that the University of Oregon architect students are taking longer than expected. The project will go beyond June 30`h, probably through the summer. Next month, we'll try to have a representative come and speak to the CCAC. They will show us their preliminary work and get our feedback. At the end of the project, there will be an open house to show their end product. This is a vision, refining the Tigard Downtown Improvement Plan — using strong visuals to show what's possible with the TDIP. It's not going to have any regulatory impact, although there are some things that they're doing with block sizes and parking that could form inform (amended at the June 11, 2008 meeting) regulations in the future. It was suggested to have a joint Planning Commission/CCAC presentation. Action Items (Follow-Up or Votes): Staff will follow up on a possible joint presentation. If it's not possible, there will be a separate presentation to the Planning Commission. AGENDA ITEM #4: Transit Center Redevelopment — MTIP Grant Proposal Important Discussion and/or Comment: Sean Farrelly advised that the original idea of redevelopment initiated from TriMet because they're changing the way they operate their buses and they don't feel that transit centers are always the best way to go. They take up a lot of land and aren't very efficient. TriMet believes that on-the-street bus stops make more sense. Phil Nachbar reported that the City submitted a proposal for a Metropolitan Transportation Improvement Program (MTIP) grant for the transit center last year. TriMet was tentatively in agreement with our idea. We didn't get the grant last year, but between then and now, TriMet has determined that they do not want to have the transit center as a bus rider station any longer. They would like to go to a dispersed system of bus-rapid transit, in which there will be distributed stop-overs (some on Main Street and possibly one at the transit center). This could free up the transit center site for redevelopment. Sean Farrelly gave a PowerPoint presentation on the potential redevelopment of the Tigard Transit Center (Exhibit A) and showed several examples of transit-oriented development projects around the region. He advised that the MTIP program has changed, making it less likely that transit oriented development projects would get funded, so Metro has funded the transit oriented development centers program to the tune of approximately $5 million to only give grants for projects like this. He said nothing is definite at this point, but we're very hopeful. CCAC Meeting Minutes for May t4,2008 Page 3 of 9 With the focus of Main Street changing to be more pedestrian-friendly, it was asked if there have been any discussions about the impact of bringing more buses onto Main Street. Farrelly said this could be part of the public involvement process. He believes that bus stops on streets are conducive to pedestrian orientation, such as in Downtown Portland. It was noted that the number of buses shouldn't change too much. The buses all have to go down Main Street now to get to the Transit Center. Farrelly advised that we will have to coordinate plans with TriMet for the green street project on the southern part of Main Street. Phil Nachbar reported that the preliminary design for the green street will begin in October, 2008. Between now and then, well look at the transit issue. The CCAC and Council will see the refined plan for the final design of Main Street. It was suggested to install some kind of signage in the Main Street area to alert the public that this process is beginning. It was asked if we could pursue the highest possible LEED (Leadership in Energy and Environmental Design) standard for the transit project. Staff answered that the grant we could potentially get would do an investigation into LEED costs and whether it makes sense to do it. Nachbar said that when we make the grant application, we will want a letter of support from the CCAC. It was advised that the grant would be for a development opportunity study that could potentially get a developer interested in doing the project. Action Items (Follow-Up or Votes): Staff will look into having signage installed for the Main Street design project. AGENDA ITEM #5: Main Street— Street Lighting Demonstration Project Important Discussion and/or Comments: Phil Nachbar reviewed the different street light choices for finials and banding. He advised that we are looking for feedback from Main Street businesses, City Council, and the CCAC. Five different examples have been installed on Main Street for people to see. The poles are numbered and folks can call or email their choices to the CCAC secretary. The Burnham Street lights should be ordered in August, so we have a couple of months to decide. Some of the Commissioners gave their choices to the secretary. Action Items (Follow-Up or Votes): The secretary will include the Commissioners' choices with the other votes received. CCAC Meeting Minutes for May 14,2008 Page 4 of 9 AGENDA ITEM #6: Organizational Leadership & Capacity in Downtown Debriefing / Main St. Program Important Discussion and/or Comments: The Commissioners reflected on the information received at April's meeting. Phil Nachbar advised that there are 2 upcoming Oregon Main Street Workshops — in Lebanon on May 28`h and in LaGrande on May 30tH Commission discussion items included: ■ One of the items suggested at the presentation was to talk to one of the Main Street managers. The Commission asked staff to follow up on this. ■ It would also be helpful to find some models that aren't the Main Street Program to get an idea of different approaches. ■ It was brought up that the Main Street Program is under the auspices of the National Trust for Historic Preservation. This may not work as well for Downtown Tigard. Staff noted that the upcoming seminars are being given by the State. They're resurrecting their Main Street Program. Staff believes the program goes beyond historic. ■ We should evaluate our strengths and weaknesses of our Main Street—what kind of businesses do we have, what kind of clusters do we have? Is this something that should be done before establishing an association or should it be done by the association itself? It seems like that task should be done by the organization to assess what they have to work with, what their needs are, what their mission should be. ■ It was noted that these are things that will be done by the organization, not the CCAC. ■ We have talked about the CCAC and the City doing a survey to the business owners before establishing an organization. The goal of the survey would be to see what the business owners want to see in the Downtown. We would want to reach everyone within the redevelopment area. As a consumer, business owner, or volunteer group, what do we perceive the strengths and weaknesses to be in the Downtown? ■ Staff advised that the mission of the CCAC is to provide comment and direction on the process for developing an organization. There are the separate goals and objectives having to do with the mission and organization of an association and what the needs are in the Downtown. That mission may be a little beyond us at this point. Maybe we should focus on what kind of criteria we think are most important in terms of developing an organization. ■ Development of a Downtown organization was one of the strongest recommendations of the Leland Report. It might be a better redevelopment of Downtown Tigard if we had the kind of business organization that the Leland Report contemplated. In terms of forming a recommendation to the CCDA, we could start by seeing if something like this would fit in the near term future for our Downtown. CCAC Meeting Minutes for May 14,2008 Page 5 of 9 Our conversation should start with why we want an association, beyond the fact that Leland recommended it. If the answer to that question is yes, then what are the first few steps we take in pursuing it? ■ One of the reasons we would want this is because we want to economically redevelop the area so it's more viable, bringing better, different types, and more businesses into the Downtown. ■ What does a Downtown association have to do with that? Any recommendation we make on this subject needs to be created pretty skeptically and scrutinized pretty hard because it may be a hard sell on Main Street. • We should hear about different models and why their particular model works, how they pursue businesses, and what the businesses have done to increase viability of the Downtown. Then we can look at how we fit with each of those models. ■ Do we feel like we're ready to move forward? We need to know more about other models such as a City-run model and a hybrid. Also, we should see what happens in towns and town centers that don't have an organization, but it's working for them. ■ Until now, a lot of our work has been more on the lines of design and engineering; now we're getting into a situation where we're talking about relationships. There are a lot more chances to go wrong. We don't have 10-20 years of good history yet. We don't want to lose the momentum we've built to this point. ■ Three things to evaluate the various models on should include what are the members going to get back from the association,how does the association interact with redevelopment, and what benefits does the association bring to the table that the City can't do itself or that it does better than the City does. ■ We need to set our own goals and objectives that relate specifically to the character and nature of who we are. We're a unique city. ■ A potential route we could take is to figure out what the roles are that we would want an association to be able to fulfill and then try to find a solution that fits those roles. ■ We are not a McMinnville. The information we received didn't tell us the size of the organization or how many businesses aren't a part of the association. We need more direction on what we need, what we want, and if there's an association, what can it do for us that we're not already doing through the TDIP, the Commission, and staff? How do the members benefit by being members? ■ We need to tailor this to the uniqueness of our Downtown, understand our Downtown, and how an organization would be beneficial to our particular situation. What may be unique about our Downtown is the variety of businesses with different needs and different concerns. ■ We would all like to see more examples, more in depth, and more variety. ■ No matter what we do, it doesn't preclude the existing business association from continuing doing what it's already doing. And, in the future, it may all come together. CCAC Meeting Minutes for May 14,2008 Page 6 of 9 ■ The CCAC might consider looking more closely at the Leland report. They had very specific concerns that may help when thinking about the "why" issue. ■ Can we get any additional information that Leland might have for the context of why they made that recommendation? Staff advised that in Leland's experience, downtowns that are successful have these kinds of organizations and that's why they recommended it. ■ Redevelopment has an impact on businesses and as hard as we try to tell business and property owners that this is a good thing, they still think it will affect their business and their ability to sell. As we go through the transition, a downtown association can help to promote new business and it can also be a forum for existing businesses to express their concerns. ■ An organization could be a magnet for the kinds of businesses we would want and it could promote the business environment for the Downtown. ■ We can make a laundry list of things an organization could do, then look at the list and determine which things are most applicable here and which things are most important to us. ■ We also need to look at this in the context of urban renewal, as a 20-year plan. This is a larger vision than some cities that aren't forming this as a part of their urban renewal. ■ There are multiple layers and multiple players; many players have multiple roles. ■ Is there another way to do it better or cheaper? Is there another way rather than a single organization to get this benefit—with more advantages and fewer disadvantages? ■ Do we want to invite someone who is actually running a Main Street Program in a comparable city to our June meeting? ■ We think it's important to understand what our needs are and we would like to talk to other organizations. What do we want to do first? If analyzing our needs should come first, how do we go about assessing that? Perhaps we could set up a sub-group to focus on this. Staff can assist. ■ We should look at cities of a similar size that have a highway passing through or next to their downtown. Also, the age of the city, condition of the businesses within the main street of the town, and the physical size of the downtown are important. If we could invite people with similar issues to come to a meeting, we could ask what's working for them. ■ Some of our issues include a varied composition of businesses, urban renewal set up, a main street in the downtown, and a small commercial district compared to the overall area. ■ The business and property owners in the Downtown probably have a better idea of what their issues and needs are. We should go to them to get their input. CCAC Meeting Minutes for May 14,2008 Page 7 of 9 ■ We need to know what we want to see,what is the ideal, what are our needs, what are our problems. ■ We should have mini-brainstorm sessions at every meeting; they'll be a little more drilled down with each meeting. ■ What kind of information do we need to develop criteria? ■ We should look at the Leland Report and look at the context around that recommendation and get additional context, if possible, on what the recommendation came out of. ■ Look at what the business mix is and what the mixes of land uses are. ■ Look at comparables —what do we think are the 3 key comps for other cities that would give us guidance. That creates a context for us. ■ There are 2 sub-issues for this: one is the demographic comp and the other is the alternative model comp (the city-run model, city with a complete 5016, city that has a hybrid, etc.). We would also need a comparison with a city of similar size, similar geographic composition, etc. We need to find those examples. At the next meeting, maybe we can refine the information. ■ The Oregon Economic Community Development Department should have some resources for this kind of thing. Staff will look into it. • First step is analyzing the situation and understanding the needs. Next are the comparisons to what's out there,including analyzing organizational structure in those settings. The CCAC can develop an assessment and then test it with a survey to get feedback. We can survey businesses and ask if they think joining a business organization, serving these purposes, would be useful to them. ■ The time will come, but we'll probably have the opportunity for one "good ask" —if it isn't our best shot, then it works against us. The needs of the Downtown businesses have to be assessed. We should hear from the business owners what 3 things they think would make Downtown Tigard a better Downtown. Out of every 100 responses, there might only be 3-5 answers that would have anything to do with a Downtown organization. We should hear those answers. ■ The questions will drive the answers, so we should be as open as possible when we gather the information. ■ Right now, the number 1 answer will be that people need to get where they need to get. There's a circulation problem in the Downtown right now. • There are 2 directions to look —one is within our Downtown and the other is out to other communities and examples. ■ We can look at examples, but the real question is what makes a program successful. How can we ensure that a program will be successful? We need to find out what has caused starts and stops and what has caused failures. What works here might not be the same as what has worked in other cities. There are many variables. CCAC Meeting Minutes for May 14,2008 Page 8 of 9 Action Items (Follow-Up or Votes): Commissioners Shearer, Murphy, and Craghead agreed to serve on a subcommittee to brainstorm the issues discussed and do the needed research as we go along. For the next meeting, the group will be tasked with gathering some demographic information on the Downtown and checking with the Oregon Economic Development Association to see if they have a database we can use to find comparable cities and cities that are using alternative forms. AGENDA ITEM #7: Other Business/Announcements Important Discussion and/or Comments: Commissioner Lilly reported that the Fanno Creek Elite Care (Exhibit B), an elder care facility close to the Downtown, is now open. There will be an article about it in the Oregonian tomorrow. She asked if the Commissioners would like to sponsor a tour of the facility. CCAC Commissioners, City Councilors, and City staff would be invited to attend. The Commissioners discussed possible dates, noting that July is better than June. Action Items (Follow-Up or Votes): Motion by Commissioner Lilly, seconded by Commissioner Barkley, to sponsor a tour of the Fanno Creek Elite Care facility at 5:30 p.m. with the preferred date of July 16`h, and a back up date of July 23`d. The motion passed unanimously. Commissioner Lilly will organize the details of the tour. [NOTE: Commissioner Lilly later advised that the owners of the facility would rather have the tour on July 23d.] l Jerre_ wis, CCAC ecretary ATTEST: 4Chii :1 is Ellis Gaut CCAC Meeting Minutes for May 14,2008 Page 9 of 9 A Tigard Transit Center: Tigard Transit Center Potential Redevelopment *J111 I 1 i4�t f — Owner:TrlMet Size:.81 acres(35,283 sq.ft.) May 14,2008 CCAC Presentation Total property value:$685,000 Long Range Planning Development Objectives: Transit Objectives: • Increase job and housing opportunities within'/z mile Reduce transit run times through downtown of the commuter rail station. Tigard (and the associated cost and community • Promote mixed-use, transit-oriented development. impacts.) 5 bus lines effected. • Create an active center that serves as a catalyst for Relocate primary bus stops to a more central economic development. location that is still near commuter rail and future high capacity transit in the Pacific Highway • Optimize the use of land in a compact downtown, corridor. including the 0.81-acre transit center site. Eliminate security concerns and maintenance • Integrate transit with redevelopment and the obligations associated with the transit center. downtown streetscape in a way that complements Generate new transit ridership by increasing and enhances the quality of life in downtown Tigard. residential development near transit and improving access to transit. 1 Transit Center Redevelopment Potential Areas for On-Street Bus Stops issues r'•�+ '�' "' .�." • Relocate bus stops to"high capacity" on- , 1 street bus shelters (could require removal �►.! of some on-street parking spaces.) ,'. • Coordinate with Main St. green street project • Provide public access to the Commuter Rail station • Provide restroom for TriMet drivers" Transit-Oriented Development (TOD) T Fundamental Characteristics ypical TOD Building Elements TOD projects have three fundamental characteristics that enhance transit ridership: • A mix of moderate to high intensity landR uses; -ra • A physical or functional connection to the transit system; • Design features that reinforce pedestrian relationships and scale—a walkable environment. 2 r TOD Examples TOD Examples NOM Mah Vlllaee,Mllwauele S11,Area:1 Danes - HOashg Units:Ss aMudn aPa 11',13 Central Point,Downtown Gresham manet,aa�onaomo�,m..m�.na low,no,,,es Site Area:12,000 sq.k. �. log Dens My:51 wMacre Total Hou p is RQUIMOMMOIcial space:a.000 s I + Unit Typessing Units:29 :rental opts ltq s Density:82 unitslacre Retail/Commercial Space: 3,500 sq.k. if Parking:18 spaces orerloo slson HMeoon The B6ranger,Downtown Gresham III,Ana:IBB 5 ones Site Area:23,520 sq.k- root Homtna unnr:t.s14 rn Total Housing Units:24 oo,womn,,.me.rte wen,nenH Density:B z unleracre Unit Types:condos PaAWN R.eo:1 e weceW-d !■s RIM Density:48 unitslacre HZ$Ing Types and Sires:450 single-Ia Iy ` RetalgCommercial Space: eels a,aa enamwnnousas.t,aa,aparonarnc. I IR 7,100 aq.k. 1,4al etateCom apaA�I1.200-2.500 grclatap+u:60.000 sq M Parking Spaces:30 roam TOD Examples TOD Examples The Crossings,Gresham The Round,Beaverton j Site Area:2.06 acres Site Area:8 5 acres total,6.2 r a is Total HousingUnits:81 - buildable aces Unit Types:Studio.tole-stye, Total Housing Units:Up to 260 one-bedroom and two-bedroom Total Commercial Space:470,13OG t le It Density:39 units/acre sq k. Q_ 1 I Retail/Commercial Space: Parking Spaces:approx 860 a4 .t.u-20.000 sq.k. Parking:211 spaces 3 r .velopMetro Grant Application Transit Oriented Dment Program, Why is a program necessary? To hire consultants to explore the Transit Center's potential for redevelopment: • Development Opportunity Study • Site planning ' 0.93 • Preliminary engineering, including LEED investigation • Alternatives to relocate bus stops(according to TriMet's parameters.) • Public Involvement • Questions or concerns? • Thank you. 4 Page 1 of 2 Lilly From: "Lilly"<lillywing@comcast.net> To: <aliceeg@csgpro.com> Cc: "Lilly"<lillywing@comcast.net> Sent: Tuesday, May 13, 2008 10:33 PM Subject: CCAC Tour of new Elite Care Fanno Creek elder care facility Dear Alice, Here's a heads up on a new business item for the CCAC AGENDA tomorrow that I'm proposing: Purpose of this advance notice is to let you know a little bit about the idea, and if you like the idea, to check your availability before the meeting. So here's the proposal: CCAC sponsorship of a Tour of the new Elite Care Fanno Creek ,extended family residences,elder care facility on Grant Street(www elilecare.com)that opens Wednesday, May 14 for occupancy. It's pre-certified LEED-H Platinum, and we're told that it will be the first of its kind in the nation. (see information below from website.) John Foyston, Oregonian reporter covering our CCAC meetings for the past year,toured Elite Care Fanno Creek last week and interviewed owners and facility manager. His story will appear Thursday, May 15, in the Oregonian's SW Insert. Although I'm not directly involved in this project,this is the model that our company,Village Green Homes, is building on Knoll Street (two blocks south of 99w, East of Hall)as the centerpiece of a Gen-Mix Village, including six SFH's and eight paired townhomes on 3 acres. I've been working on this project for a few years now. When Elite Care Knoll is finished,Tigard will have two of the most cutting edge elder facilities in the country. Because our urban renewal plan includes specific goals for senior housing, and asks for our recommendations,this project would be worth seeing. Regarding Affordable Housing: each Elite Care facility provides five caregiver suites the meet affordable housing requirements. (Yes, some caregivers live on the lower levels of these three level Craftsman homes to create extended families. To that end, I'm proposing that the CCAC sponsor a tour of Elite Care Fanno Creek,the third week of June or the fist or second week of July, including City Staff and City Council.At this"outing"we can visit with the residents,staff and owners to understand how this model supports the future of senior housing in Tigard. To facilitate our discussion,will you check your calendar for dates and times that work for you.(lunch time,after work, weekend etc.)so we as a group(if we all agree to do this)can recommend the best times.This should help streamline the agenda.The City needs at least 30 days lead time to schedule this. Thanks in advance for your consideration. Lilly Bllueberry Lane Village Green Homes Development Team "Live Blue. Be Green." www villagegreenhomes org Lillywing Group, CSBA Certified Sustainable Building Advisors 503 603 9901 503 887 9069(mobile) ELITE CARE AT FANNO CREEK Transforming elder care into an Extended Family Experience. 5/13/2008 Page 2 of 2 cc Id 12354 SW GRANT STREET, TIGARD, OR THE FUTURE OF ELDER CARE Culminating seven years of innovation,Fanno Creek is Elite Care's sustainable answer to how we want to age. Elite Care has taken its internationally esteemed model from Oatfield Estates to a scalable design. Licensed to the State of Oregon as a Residential Care Facility,Fanno Creek provides a relationship based model of care, sustainable design,and elder-directed philosophy of operations that benefits Residents,staff and family members alike. Our exceptional staff specializes in providing care and services within the context of a meaningful relationship.Staff members care about who you are,what's important to you,and how you communicate.Available 24 hours a day,they are ready to meet your needs while engagingyou in the process. Residents,staff and family members benefit from our relationship-based model of care,sustainable design and elder-directed philosophy of operations. Residents enjoy spacious private suites,large common areas,country kitchens and year-round gardening in a familiar,open and accessible household.We promote independence and build community while sustaining a connection with nature. Key elements forth a holistic picture of health,community,and sustainable living. WOMEN t 1 � •twmp Roor•r 1 -B�1Mcc� Ire I`I ,mow - n.y �! �J •. lil-VAt�p-• 47 I � I pnnq N4arn -- t - —� •..,ate, ]! I I, �.,•,,.�-_, I _ rt _ ! PORrr Corwo DECK Maot •The farm style community kitchen is guided by Residents and 1 � l '�'—' led by the household chef. _ }I L PORCH •A green solarium and patio garden make gardening available —� mss• MMIIRROR UME — throughouttheyear. Fd-"d Fa-y RsuNnu r,w H*„—Moda.7neFlwr- •Organic landscaping is open to Resident and community participation. •The energy efficient design to LEED Platinum standards is monitored via the internet by Residents,family,and the greater community. •Rain water collection system for irrigation and grey water sustains our natural resources. For more information contact us at 503-653-5656. 5/13/2008 EXTENDED f AMY R ESMENC ESTm nn-o Creek I OR, . I I M I i Elite Care Extended Family Residences give elders the freedom to adapt to change, be fulfilled and develop as individuals. 12353 SW Grant Avenue Tigard, Oregon 97223 971.506.2359 www.elitecare.com The Ripple Effect of Sustainable Development At Fanno Creek we embrace our role of stewards to the environment. Sustainability comes naturally to our Elders, where participation in conservation brings purpose while engaging community. Our dedication to sustainable development forms the foundation for an environment that supports our Elders in functioning to their highest capability. Energy efficient practice creates a warm, safe, and comfortable environment. In this setting our Elders are able to both literally and figuratively open up to those around them. Once open to their environment, our residents become active and engaged in their community, thereby supporting. empowerment. r EId�,I � PI-01110W L� L'01111olic ble ZZ-Hid SO-1,L LI1vIl-011111e Ill Conserve - • and TF Preserve NatUral ReSOUrces Sustainability Step 1: Maximize Uti ization of the Naturally Occurring Environment Water. Rain is collected, processed on site and used to flush toilets and irrigate the edible landscape Q� Air. Outdoor air is used to balance the environment as appropriate, providing a natural alternative to air conditioning. Earth. The Geothermal Heatpump transfers heat from the ground to the household in the winter and from the household to the ground during summer months. 0 Sun. The rays of the sun both provide energy and heat water. Photovolteric cells charge the household's universal power supply. Water piped across the roof is warmed by the sun and returned to the water heater. p Water: Pur'fication, Reduc'ng consumpt'on, Minimizing Rainwater Runoff Rainwater is collected, processed on site and used to flush toilets and irrigate our edible landscape. City water is diverted on site. That which will serve human consumption such as drinking or bathing is run through reverse osmosis so that only the purest of water is absorbed into the body. The water's particles before and after reverse osmosis are measured and tracked. This allows us to understand the amount of clorine, flouride and heavy metals that we are removing. r i Susta'nabi ity Step 2: Make the most that which is used Integrated systems should have multiple benefits 1. Insulation z Reduces energy use Thorough Makes a lower Mean Radiant insulation eliminates bone Temperature comfortable chilling cold that can radiate from Creates a comfortable safe outside windows and walls. space where elders function to their greatest capability 2. Hydronic radiant heat Reduces energy use by 20-40%. ;- Heat radiates to the body creating a warm and comfortable feel. Operates without noise, drafts or air movement, to support air quality. Allows for hot water circulation in bathrooms. Reduces consumption by preheating water while also heating the floors for comfort 3. Cogeneration and Emergency Backup Generator Water pulled from the radiator goes into the hot water tank Excess heat is pushed into the greenhouse. Customize Energy and Resource Use 1 . Lighting is tailored to resident preference and schedule. A Dimmable ballast controls energy usage to meet resident specific preferences and needs. 2. Hydronic heating of bathroom floors is set to bathroom usage schedule. .e Reduces unneeded energy use during times when it's not needed. z When activated, this system eliminates water wasted due to waiting for the shower to warm. Intuitive web-based facility controls allow community members to program their environmental settings • 4 • • • appropriate • individualst Sustainabi ity step 3: Measure and Commun-cate Web based Resource Usage Dashboard Displays: .es Water captured .es Water used .es Energy used .es Gas .es Electricity Energy Created z Electrical Photovolteric Cells z, Active Solar Hotwater Heater z Cogeneration Generator Communicate our Metrics to Stakeholders Members of the Fanno Creek Community Elders . e Staff .es Family .es Members of the Greater Community J Last Year Day Month Year j Budget 10 Norm Extended Family , . 'The Enandad ResidencesTM Fano y UpaPoanda000 • Creates a familiar place to call home, where your voice is heard. • Values the active participation and inclusion of family and loved Introducing ones, creating a multigenerational Elite Care at environment. Promotes meaningful bonds with Fan-no Creek S taff and fellow residents. Is located in a neighborhood and wr=ter_- fosters a close connection with the greater community. • Benefits from a physical design that builds community while maximizing your abilities. Experience the difference ! Q C ��a Contact us for more information: Phone: 971.506.2359 Email: info@elitecare.com 12353 SW Grant Avenue Tigard, OR 97223 971.506.2359 0C&I W-0 C?'-""'M23SQ,'0owww.elitecare n � � i Tom' .-� •�.a. ,*, ' Relationship Based Care Our Community Innovation ildw Building on seven years of achievement We promote independence, and build in elder care, Fanno Creek is Elite Care's community while sustaining a connection sustainable answer to how we want to with nature. age. Situated close to Old Town Tigard in a peaceful neighborhood, Fanno Design. Creek is an ideal place to continue living. Enjoy a spacious private suite, large Residents staff and familymembers common areas, country kitchen and alike benefit from our relationship based year-round gardening in a familiar, model of care, sustainable design, and open and accessible household. elder-directed philosophy of operations. Sustainability. Share in preserving the environment for Second generations to come. Each household —Y� Floor conserves energy, reuses rainwater, and anOur exceptional staff specialize ,g Roin providing care and services LL co-generates electricity. PORCH in the context of a meaningful DECK C-fV relationship. Staff members Assistive Technology. A fully integrated system promotes care about who you are, what's autonomy, while connecting families, important to you, and how you and supports the delivery of quality care. communicate. Available 24 hours Personal a day, they are ready to meet your Suite needs while engaging you in the �TM _ Contact us for more information at y�� process. � 971.506.2359 or info@elitecare.com � City Center Advisory Commission Sign-in Sheet Meeting Date COMMISSIONER NAME s C 0 VVI V c- tA v VISITORS City Center Advisory Commission Meeting Date 02 Please Print Name Mailing Address Email Address MAIN ST ET LIGHTING RE FINIAL CAGE/BAND LAMP L1 F F Finial B Cage for Wide Body Globe *1 LAMP L2 D D Finial *2 E Band for Wide Body Globe Lamp L3 E E Finial *2 F Band for Wide Body Globe Lamp L4 C C Finial *2 I Cage for Wide Body Globe *1 Lamp L5 G G Finial ] Cage for Wide Body Globe *1 t AL l . j r t r � i• r � '1 r�, 7 MEMORANDUM TIGARD TO: Alice Ellis Gaut FROM: Phil Nachbar RE: Downtown Association Main Street Conditions DATE: May 7, 2008 The following is a summary for consideration by the CCAC in their discussion with regard to the strategy from the Leland Report (October 07) to strengthen the "organizational leadership and capacity in downtown." The specific topic which will be the subject of on- going discussions among the CCAC, the CCDA, and downtown businesses is the development of a strong downtown association. This strategy was added to the work program for FY 08-09. There are four areas for improvement identified by Leland that were incorporated into the work program for FY 08- 09. These include development of a strong downtown association, coordination of CCDA and other downtown organizations, property owner and developer outreach, and marketing (development of a success audit). The following summary of conditions is based on items that were identified in the April 2, 2008 memo which are elements of successful downtown associations. Summary of Conditions To Create a Successful Business Association (based on April 2, 2008 rvseareb memo 1. Effective Board of Directors Effective boards are fully engaged in a range of activities that make up the mission and work program for a downtown association. Engagement includes being active in subcommittee tasks, recruiting members and replacements and leading direction and tasks. 2. City Partnership The board should effectively and actively partner with cities, but they should conduct their own management, events, marketing and business development. In these arrangements, the cities typically perform capital improvements, manage redevelopment projects, and collaborate on development standards, development applications and other policy refinements for downtown efficiencies. Optimally, the Board and Association should be operated by the stakeholders. Downtown Association Main Street Conditions Memo 05 012008 Page 1 of 3 Effective partnership also includes strong City support. The City Council often is an active member in the Association by one councilmember being part of the Association Board or subcommittee. This city support would also extend to the City assisting to create a BID assessment on the downtown area. 3. Association Staff A paid staff member provides the means for a full-functioning organization. Without paid staff, momentum can be lost and capacity greatly reduced. Having a paid staff member also reduces the need for City staff to take on responsibilities of that are more appropriately performed by someone representing local businesses. Staff can be funded directly through the BID, which is contingent on strong city support. 4. Maintain Downtown Focus Having an association whose mission is solely downtown is important. An association should avoid extending the Association's area of interest to policies or a geographic area outside the downtown. Having a clear achievable mission with stakeholders guiding the process will insure success. When issues cross over to other community concerns, they can draw energy away from an association whose mission is solely downtown. 5. Comprehensive Approach This recommendation is to create a comprehensive approach to the downtown, including redevelopment, economic development, streetscape design, and revitalization. While often cities take on the redevelopment role, associations can play a role in recruiting new businesses, collaborating with cities on redevelopment, and marketing. It is important to focus efforts on the "main street" and immediate surroundings. Focus projects include streetscape design, main street promotion and economic restructuring. 6. Business Improvement District Assessment (BID) The formation of a BID was a common element of successful associations surveyed. These districts generally funded the Association's activities including staff and office expenses. 7. Use the National Main Street Program The National Trust Main Street Center approach revolves around a 4 point strategy: design, economic restructuring, promotion and organization. It provides the Board and Association structure examples that help create the initial and refined organizational structure. 8. Create a downtown Vision, Goals, Objectives and Implementation Structure The Board would collaborate with city staff and stakeholders to create a vision, goals, objectives and implementation plan. An important aspect of this is to create the implementation plan directly from the vision and to develop a work program of achievable task. 9. Broad Representation of Downtown Businesses Downtown Association Main Street Conditions Memo 05 012008 Page 2 of 3 In order for downtown associations to understand the concerns of and represent local businesses, it must have broad membership within an urban renewal district or economic development district. In order to be able to fund a director level position and to carry out programs that reflect the specific needs of local businesses, a high percentage of businesses should be members of an association. Downtown Association Main Street Conditions Memo 05 012008 Page 3 of 3 MEMORANDUM TIGARD TO: Alice Ellis Gaut FROM: Phil Nachbar RE: Downtown Association Main Street Initiation DATE: May 7, 2008 As follow up to the CCAC's request, the following is a summary of the Main Street Program from the website: http://www.mainstreet.org. Main Street Summary The National Trust Main Street Program is a community-driven, comprehensive methodology used to revitalize older, traditional business districts. The Main Street approach encourages economic development within the context of historic preservation and promotes distinctive architecture,a pedestrian-friendly environment,personal service,local ownership,and a sense of community. The Main Street approach is incremental;it is not designed to produce immediate change. Because expensive improvements,such as pedestrian malls often fail to address the underlying causes of commercial district decline,they do not always generate the desired economic results.The approach takes time and requires leadership and local capacity building. The National Trust Main Street approach revolves around a 4 point strategy: design, economic restructuring,promotion and organization.These are combined to address all of the commercial district's needs. The strategy and the supporting Eight Guiding Principles work together to build a sustainable and complete community revitalization effort. The four point strategy is summarized below: 1. Design is intended to convey a positive visual message about the commercial district. Design elements include historic buildings,pedestrian-oriented streets, attractive window displays, parking areas,building improvements, street furniture, signs, sidewalks, street lights,and landscaping. Design activities include instilling good maintenance practices,rehabilitating historic buildings, encouraging appropriate new construction, developing sensitive design management systems and long-term planning. 2. Economic Restructuring is intended to strengthen a community's existing economic assets while expanding and diversifying its economic base.This strategy recruits compatible new businesses and new economic uses. Downtown Association Main Street Initiation Memo 05 01 2008 Page 1 of 4 3. Promotion creates a positive image of the commercial district and encourages consumers and investors to live,work, shop,play and invest in the Main Street district.These activities improve consumer and investor confidence in the district and encourage commercial activity and investment in the area. 4. Organization involves coordination to implement a Main Street revitalization program. It establishes a governing board and standing committees make up the fundamental organizational structure of the volunteer-driven program.Volunteers are coordinated and supported by a paid program director as well.This structure not only divides the workload and clearly delineates responsibilities,but also builds consensus and cooperation among the various stakeholders. The eight guiding principles are summarized below: 1. Comprehensive: Include all Main Street's Four Strategy Points. 2. Incremental: Begin with basic, simple activities. Incremental change leads to much longer- lasting and dramatic positive change in the Main Street area. 3. Self-help: Local leaders must have the will and desire to mobilize local resources. 4. Partnerships: Both the public and private sectors have a vital interest in the district and must work together to achieve common goals of Main Street's revitalization. 5. Identifying and capitalizing on existing assets: Every district has unique qualities like distinctive buildings and human scale that give people a sense of belonging.These local assets must serve as the foundation for all aspects of the revitalization program. 6. Quality: Emphasize quality in every aspect of the revitalization program. 7. Change: Changes in attitude and practice are slow but definite;public support for change will build as the Main Street program grows and consistently meets its goals. 8. Implementation: Main Street must show visible results that can only come from completing projects. Frequent,visible changes are a reminder that the revitalization effort is under way and succeeding. How To Prepare for Main Street To determine if Main Street approach is right for the community, the Main Street Program advises to begin by answering the following questions If community members can answer "yes" to each of these questions, then the Program advises that the community should proceed with creating a local program. The Program has corresponding Main Street initiation tasks for this phase. If the community does not answer"yes" to each of these questions, the Program provides options: one is to continue community education and organizing efforts until each question can be positively answered;the other option is to incorporate relevant Main Street principles into revitalization efforts. ('These questions are more fully described on the Main Street website: http://w,,vw.mainstreet.org/content.asl2x?page=1989§ion=2 1. Is your commercial district a traditional business district? Main Street is intended for traditional business districts with a concentration of older or historic buildings. Low density automobile-oriented commercial developments, strip shopping centers, or enclosed shopping malls are not appropriate for consideration as a Main Street district. Downtown Association Main Street Initiation Memo 05 012008 Page 2 of 4 2. Do you have a decent concentration of businesses remaining in your commercial district? 3. Are you committed to addressing Main Street's revitalization in a comprehensive and incremental way? 4. Do you have a broad base of support for a local Main Street program? You need a balance of public and private participants -- and funding--in order to make the program succeed. 5. Can participants agree? The first hurdle is agreeing whether or not to pursue a Main Street program. 6. Do you have adequate human and financial resources to implement a successful Main Street program? 7. Does your community value historic preservation? Steps Prior to Adopting Main Street Approach These steps are relevant if the community could answer"yes" to the above questions and if the community plans to start a Main Street program. According to the Program's website, these recommendations are intended to help the community generate the local support necessary to establish a revitalization initiative, as well as to apply to the coordinating program for designation as a Main Street organization. These are the items which Tigard could begin in the interim time to prepare for the Main Street Program and Business Association creation. Build support for a commercial district revitalization program, 1. Form a working group:Ask colleagues about starting a revitalization initiative. Canvass all stakeholders, including merchants,business owners,property owners, and residents. Contact the mayor and other local government officials, the city planning department,city economic development officials,and other organizations, such as the chamber of commerce or merchants association. Form a working group or task force of interested individuals and community leaders to explore launching an initiative. 2. Conduct a Downtown Inventory: Review the district as a non-resident. What are its strengths? What needs improvement?Take photos and make notes. 3. Generate broad-based local interest and support: Hold a community meeting to discuss the idea. Call your statewide or citywide Main Street coordinating program for advice and possible attendance at the meeting. Show the Main Street Approach PowerPoint presentation. Also use photographs to illustrate what needs to be done. Ask for feedback from participants and invite them to join the effort. Take their contact information and follow up later. 4. Find out how to obtain the Main Street designation: Contact your Main Street coordinating program to find out about the application process to obtain designation as a Main Street organization in your state. Downtown Association Main Street Initiation Memo 05 012008 Page 3 of 4 5. Network with successful programs: Invite an executive director or board president from another Main Street community to talk with your working group or community about their accomplishments and answer questions about how the program works. Their enthusiasm, stories, and pictures will make a strong argument for a preservation-based revitalization program. Facilitate discussions among your stakeholders and those already involved with other Main Street programs.This type of dialog is invaluable,especially for members of the working group. Get mayors,business owners, and economic development staff talking. 6. Spread the word: Ask the local newspaper(s) to run a story about the commercial district revitalization initiative. Position a member of the working group as a guest on the local radio station to explain how the community can start a program. Downtown Association Main Street Initiation Memo 05 012008 Page 4 of 4 The Four Points Page 1 of 1 NATIONAL Main Street TRUST FOR HISTORIC PRESERVATION r Member Login search7. Home>The Main Street Approach>The Four Points ABOUT US The Four Points THE MAIN STREET The National Trust Main Street Center offers a comprehensive APPROACH commercial district revitalization strategy that has been widely successful "The four-point approach works in towns and cities nationwide.Described below are the four points of the because it gives every person a The Four Points Main Street approach which work together to build a sustainable and chance to be listened to,giving each a complete community revitalization effort. platform to do what they think is vital Eight Guiding Principles and important for the downtown." Successful Julie Irish,Program Manager, Organizational Models Peabody Main Street,Kansas Success of the Main Street Approach Organization involves getting everyone working toward the Economic Statistics i same goal and assembling the appropriate human and financial wti SM, resources to implement a Main Street revitalization program. a: § Is It Right For Your A governing board and standing committees make up the Community? fundamental organizational structure of the volunteer-driven Getting Started program.Volunteers are coordinated and supported by a paid program director as well.This structure not only divides the Testimonials workload and clearly delineates responsibilities,but also FAQs builds consensus and cooperation among the various stakeholders. MAIN STREET PROGRAMS Promotion sells a positive image of the commercial district and SOLUTION CENTER encourages consumers and investors to live,work,shop,play and invest in the Main Street district.By marketing a district's unique characteristics to residents,investors,business owners,and visitors,an effective promotional CONSULTING strategy forges a positive image through advertising,retail promotional activity,special events,and marketing SERVICES campaigns carried out by local volunteers.These activities improve consumer and investor confidence in the district and encourage commercial activity and investment in the area. CONFERENCE AND TRAININGS Design means getting Main Street into top physical shape.Capitalizing on its best assets—such as historic MEMBERS AREA buildings and pedestrian-oriented streets—is just part of the story.An inviting atmosphere,created through attractive window displays,parking areas,building improvements,street furniture,signs,sidewalks,street lights, JOIN OUR and landscaping,conveys a positive visual message about the commercial district and what it has to offer.Design MEMBERSHIP activities also include instilling good maintenance practices in the commercial district,enhancing the physical appearance of the commercial district by rehabilitating historic buildings,encouraging appropriate new BOOKSTORE construction,developing sensitive design management systems,and long-term planning. AWARDS Economic Restructuring strengthens a community's existing economic assets while expanding and diversifying JOBS its economic base.The Main Street program helps sharpen the competitiveness of existing business owners and recruits compatible new businesses and new economic uses to build a commercial district that responds to today's consumers'needs.Converting unused or underused commercial space into economically productive property also helps boost the profitability of the district. Coincidentally,the four points of the Main Street approach correspond with the four forces of real estate value, which are social,political,physical,and economic. Read more about the Eight Guiding Principles that complement the four points. I HOME j CONTACT US j SITE MAP j PRIVACY POLICY I NATIONAL TRUST FOR HISTORIC PRESERVATION HOMEPAGE 1785 Massachusetts Avenue,NW.Washington.DC 20036 tel 202 588-6219 fax:202.588 6050 ©2008 National Trust for Historic Preservation.All Rights Reserved. http://www.mainstreet.org/content.aspx?page=47§ion=2 5/8/2008 Eight Guiding Principles Page 1 of 1 NATIONAL Main Street TRUST FOR HISTORIC PRESERVATION Itie'-e' '(!�?.Tr,.a vorrr ( rr...+.e'--r<'.•ti �3;t.'r';r r' Member Login search Horne>The Main Street Approach>Eight Guiding Principles i ABOUT Us The Main Street Four-Point Approach TM THE MAIN STREET to commercial district revitalization APPROACH EIGHT PRINCIPLES OF SUCCESS The Four Points The National Trust Main Street Center's experience in helping Eight Guiding Principles communities bring their commercial corridors back to life has shown time "For the longest time,we all wailed for Successful and time again that the Main Street Four-Point Approach succeeds.That a white knight to ride into town and fix Organizational Models success is guided by the following eight principles.which set the Main the problem.But the Main Street Street methodology apart from other redevelopment strategies For a people made us realize that the only Success of the Main Street program to be successful,it must whole-heartedly embrace way to get it done right was to do it Main Street Approach the following time-tested Eight Principles. ourselves" • Comprehensive:No single focus—lavish public improvements, Russell Thomas,mayor of Americus, Economic Statistics name-brand business recruitment,or endless promotional events— Georgia Is It Right For Your can revitalize Main Street For successful,sustainable,long-term revitalization,a comprehensive approach. Community? including activity in each of Main Street's Four Points,is essential Getting Started • Incremental:Baby steps come before walking Successful revitalization programs begin with basic.simple activities that demonstrate that"new things are happening"in the commercial district As public confidence in Testimonials the Main Street district grows and participants'understanding of the revitalization process becomes more FAQs sophisticated,Main Street is able to tackle increasingly complex problems and more ambitious projects.This incremental change leads to much longer-lasting and dramatic positive change in the Main Street area. MAIN STREET • Self-help:No one else will save your Main Street.Local leaders must have the will and desire to mobilize local PROGRAMS resources and talent.That means convincing residents and business owners of the rewards they'll reap by investing time and money in Main Street—the heart of their community.Only local leadership can produce SOLUTION CENTER long-term success by fostering and demonstrating community involvement and commitment to the revitalization effort CONSULTING • Partnerships:Both the public and private sectors have a vital interest in the district and must work together to SERVICES achieve common goals of Main Street's revitalization.Each sector has a role to play and each must understand the other's strengths and limitations in order to forge an effective partnership. CONFERENCE AND • Identifying and capitalizing on existing assets:Business TRAININGS districts must capitalize on the assets that make them unique. Every district has unique qualities like distinctive buildings and _ MEMBERS AREA human scale that give people a sense of belonging.These local assets must serve as the foundation for all aspects of the JOIN OUR revitalization program. MEMBERSHIP 9 Quality:Emphasize quality in every aspect of the revitalization BOOKSTORE program.This applies to all elements of the process—from storefront designs to promotional campaigns to educational — programs.Shoestring budgets and"cul and paste"efforts AWARDS reinforce a negative image of the commercial district.Instead, After years of bung closed,the Lyric concentrate on quality projects over quantity Theater,Harrison,Ark.,was rehabilitated JOBS and turned into a community theater through • Change:Skeptics turn into believers and attitudes on Main Street the leadership of Main Street Harrison will turn around At first,almost no one believes Main Street can really turn around Changes in attitude and practice are slow but definite—public support for change will build as the Main Street program grows and consistently meets its goals Change also means engaging in better business practices,altering ways of thinking,and improving the physical appearance of the commercial district. A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revitalization process. • Implementation:To succeed,Main Street must show visible results that can only come from completing projects.Frequent,visible changes are a reminder that the revitalization effort is under way and succeeding. Small projects at the beginning of the program pave the way for larger ones as the revitalization effort matures, and that constant revitalization activity creates confidence in the Main Street program and ever-greater levels of participation. HOME I CONTACT US I SITE MAP I PRIVACY POLICY I NATIONAL TRUST FOR HISTORIC PRESERVATION HOMEPAGE 1785 Massachusetts Avenue,NW Washington,DC 20036 te1:202.588-6219 fax.202.586.6050 ©2008 National Trust for Historic Preservation.All Rights Reserved. http://www.mainstreet.org/content.aspx?page=2358§ion=2 5/8/2008 Successful Organizational Models Page 1 of 3 NATIONAL Main Street TRUST FOR HISTORIC PRESERVATION Member Login search7- Home>The Main Street Approach>Successful Organizational Models ABOUTUS Successful Organizational Models for Main Street Programs THE MAIN STREET Mile a Main Street program can be housed in a number of agencies or organizations,one of the most common APPROACH and successful ways is to establish an independent,private nonprofit organization whose express purpose is to revitalize the commercial district.As a separate organization,the Main Street program can: The Four Points • Bring together public and private interests in an objective environment unhampered by the constraints of local Eight Guiding Principles politics • Establish an agenda exclusively for the revitalization of the commercial district Successful • Maintain a clear focus on issues that affect the district Organizational Models • Serve as a visible symbol of new activity and a new future for the commercial district Success of the Take the time to evaluate all of the available organizational options and choose the one that works best in your Main Street Approach community. Economic Statistics Is It Right For Your ORGANIZATIONAL STRUCTURES FOR REVITALIZATION PROGRAMS Community? Free-Standing Nonprofit Getting Started City Government Chamber of Commerce Testimonials Community Development Corporations Merchants Association FAQs Special Taxation District MAIN STREET Downtown Development Authority PROGRAMS SOLUTION CENTER The Freestanding Nonprofit CONSULTING Establishing a new nonprofit organization to implement the Main Street program is often the best option.A new SERVICES organization is frequently able to accomplish things that an existing group with an established agenda cannot.A new organization can set up a board with a broad-based constituency,clearly define an independent mission, CONFERENCE AND create new goals,and infuse a fresh spirit of change into the community. A new group can also forge all of the TRAININGS principles of a successful revitalization organization into a working unit. MEMBERS AREA On the other hand,effective revitalization programs have been housed in city government or in existing nonprofits, such as a business association or economic development corporation. JOIN OUR These charts show the organizational differences between a freestanding program and one housed in an existing MEMBERSHIP organization: BOOKSTORE Main Street Program in a Freestanding Nonprofit Organization AWARDS _ JOBS Main Street Mair street 9oatd of Directors Execwlve Director I i 419anliara ,luk nnn Oeslgn Promotlon fiesiw1.411— Comminee t:ammxtee C-11.411— Committee i Main Street Program in an Existing Organization I Parent Organllalfon Executive Director km rd of Diiecton MainStreet MainStreet Steerlog Cammlttee Program Director http://www.mainstreet.org/content.aspx?page=3329§ion=2 5/8/2008 Successful Organizational Models Page 2 of 3 back to top City Government Almost all successful Main Street programs involve city government in some way.Typically,the city is a major funding source for the program and is often represented on the board of directors and on committees, sometimes in an ex-officio capacity. In other cases,however,the revitalization effort is actually part of city government,with staff on the city payroll and offices in city hall. In some cases,the mayor or city council will appoint a board or committee to guide the program.This model may offer the director the advantage of better benefits and increased job security.Housing the program in city government,however,could result in the political appointment of a director who may not have the experience or skills to run a revitalization program. City-run programs offer the advantage of more stable funding and show the commitment of local government to the district Also,by being an"insider,"the program director may have a better chance to influence city policy than an independent manager would. On the other hand,housing a Main Street program in city government can inhibit the development of private-sector participation. Frequently,these programs become too closely aligned with city hall and are perceived as pro- government,not pro-business. Further.the security of the political alignment can dissolve with the next election If the Main Street program can be given special status, however—as a revitalization commission or downtown development authority—with a nonpolitical,broad-based board,many of these disadvantages can be mitigated. back to top Chamber of Commerce Like city government,the chamber of commerce is usually an immediate,convenient option for housing a revitalization program While sharing offices,clerical staff,and equipment can minimize costs when starting a program,there are some potential disadvantages to consider. Although the chamber represents the private sector—an advantage for the Main Street program—its city, county,or regional focus can hamper the operations of a program designed to concentrate exclusively on a single commercial district.Tension often arises from conflicts between the chamber's special interests and the need for a strong commercial district program. For example,the chamber's primary goal is to serve its members while Main Street's mission is to promote all businesses in the revitalization area. Often,the Main Street director's focus becomes diffused if he or she is perceived to be chamber staff and asked to put energies and resources into activities not specifically related to the business district Furthermore,a chamber's tax status can render it ineligible for funding from certain government and philanthropic sources. As with city hall,the chamber's leadership is elected,and a change could seriously weaken the revitalization program's stability.If a clear commercial district focus is established,however,a chamber-housed program may be a good option. back to top Community Development Corporation Community development corporations(CDCs)start many new Main Street programs,especially in urban areas. Although most of these corporations focus on developing affordable housing,mature CDCs are finding that they need to address commercial revitalization to meet the consumer needs of residents in housing developments and to stimulate job growth. As a department within the CDC,the Main Street program probably will not have a separate board of directors. However,most CDCs form a special steering committee that serves many of the roles of a Main Street board.The structure of a CDC can usually be expanded to include committees for each of the four points of the Main Street approach. Because CDCs also have a larger staff compared to the typical Main Street program,they may have little experience with or commitment to volunteer recruitment The Main Street director must compensate for this organizational bias.However,if a CDC-sponsored revitalization program can involve the same participants as a typical Main Street program,it can be an excellent way to integrate the Main Street approach with other community development initiatives.Often,the Main Street director's focus becomes diffused if he or she is perceived to be CDC staff and asked to put energies and resources into activities not specifically related to the business district. back to top Merchants Association Initial interest in establishing a Main Street program often springs from the business district's merchants. While merchants'groups represent the private sector,they may not have the organizational structure or funding base to sustain a comprehensive revitalization effort.In some instances,revitalization programs housed in merchants associations become too closely aligned with the retailers—and by association with retail promotion.This can lead to a one-sided public image for the program. For Main Street to build credibility,it is essential that the public perceive it as representing all those who have a vested interest in the commercial district. If the merchants association is able to expand its scope and secure a sound funding base,it can be a feasible option for housing the revitalization program. back to top http://www.mainstreet.org/content.aspx?page=3329§ion=2 5/8/2008 Successful Organizational Models Page 3 of 3 Special Taxation Districts Special taxation districts,also known as business improvement districts(BIDs),downtown improvement districts (DIDs),special improvement districts(SIDS),or assessment districts,create an independent,nonprofit organization that raises funds from a single source Each state must enact enabling legislation giving municipalities the authority to create these districts. Typically,a majority of the property owners in a specific area vote to assess a fee that is paid by an additional voluntary tax on real estate The city collects the fees and disburses the revenues to the board of directors,which runs the management corporation for the special taxation district A special taxation district can serve as an excellent mechanism to raise funds for mature Main Street programs, but it will require some reorganization to do so New programs that attempt to institute these districts,however, often create ill will due to the mandatory nature of the assessment fees.During the Main Street program's initial years,a voluntary contribution system usually works better As more property owners contribute to the revitalization program,the viability of this organizational structure improves. back to top Downtown Development Authority An existing downtown development authority(DDA)or similar group often has many of the qualities and characteristics desirable in a new Main Street program,but its appropriateness depends on the authority's track record and inclusion of non-downtown interests.Before housing a program in a DDA,carefully and objectively examine its past performance and evaluate community perceptions of the organization A new Main Street program may suffer if the public perceives the group as ineffective in dealing with downtown issues.Also,analyze the legalities of the authority.slates define the legal power of DDAs in different ways.In some states,these groups may not legally be able to perform certain functions required of a Main Street program. Additionally,the local legislation that established the DDA may restrict board membership to downtown property or business owners,which can create a perceived or real exclusion of broader community participation if the Main Street program is housed there. back to top HOME I CONTACT US I SITE MAP I PRIVACY POLICY I NATIONAL TRUST FOR HISTORIC PRESERVATION HOMEPAGE 1785 Massachusetts Avenue,NW Washington,DC 20036 lel 202.588-6219 fax 202.588 8050 ©2008 National Trust for Historic Preservation.All Rights Reserved http://www.mainstreet.org/content.aspx?page=3329§ion=2 5/8/2008 Is the Main Street Approach Right for Your Community? Page I of 2 NATIONAL Main Street TRUST FOR HISTORIC PRESERVATION j'E via 1!'i;ir� �IG+Nr C'v/+.w.8✓i P 1 %.<,'f ;; f"' Member Login search . Home>The Main Street Approach>Is It Right For Your Community? ABOUT US Is the Main Street Approach Right for Your Community? THE MAIN STREET APPROACH i WHEN SHOULD YOU CONSIDER DOING MAIN STREET? The Four Points The Main Street Approach is a terrific and effective framework for Eight Guiding Principles addressing commercial district revitalization. But how do you know if Successful Main Street is right for your downtown or neighborhood business Organizational Models district or if your community is ready to lake on Main Street? You'll first need the right attitude toward revitalization and some nuts-and-bolts Success of the ingredients in order to make the program successful. Consider the Main Street Approach following. Economic Statistics 1. Is your commercial district a traditional business district? Is It Right For Your While any commercial district could achieve success using the Community? Four Points,Main Street is intended for traditional business Getting Started districts. You should have a good concentration of older or The Nob Hill-Highland neighborhood historic buildings remaining to give yourself a base of Main Street district in Albuquerque,N.M. Testimonials structures to work with. Newer,low density automobile- FAQs oriented commercial developments,strip shopping centers,or enclosed shopping malls may want to borrow techniques from the Main Street Approach,but they really aren't appropriate for consideration as a MAIN STREET Main Street district. PROGRAMS 2. Do you have a decent concentration of businesses remaining in your commercial district? You're much more likely to have success with Main Street if you have a core of businesses remaining in your SOLUTION CENTER commercial district. This gives you an economic base on which to build. While it's not impossible to revive a completely vacant commercial district,it is considerably harder to attract investment to such a district. CONSULTING 3. Are you committed to addressing Main Street's revitalization in a comprehensive and incremental way? To SERVICES be successful,stakeholders need to understand and be committed to the importance of working simultaneously in each of Main Street's Four Points. The community also needs to understand that the CONFERENCE AND program achieves success incrementally,and that initially making smaller changes in the commercial TRAININGS district will lead to larger achievements and more sophisticated projects over time. MEMBERS AREA 4. Do you have a broad base of support for a local Main Street program? You need a balance of public and private participants--and funding--in order to make the program succeed. That means that in addition to JOIN OUR the traditional participants in Main Street revitalization--business and property owners and city officials-- MEMBERSHIP non-traditional participants need to be engaged in the revitalization effort,too. Will you be able to pull in residents,civic associations,schools and other institutions,banks,utilities,media,and more to help with BOOKSTORE the program? It is absolutely essential that your Main Street program be as inclusive as possible with a broad and varied cross-section of the community committed to assisting and supporting the program. AWARDS 5. Can participants agree? The first hurdle is agreeing whether or not to pursue a Main Street program. Beyond that,participants also need to be willing to discuss and come to agreement about a myriad of JOBS issues and projects that affect the commercial district. To be successful,local stakeholders must believe in the value of a consensus-driven program and reject the traditional notion that one or two people should call all the shots on Main Street. While this requires good processes and sometimes lengthy discussions to reach agreement,the result is a lasting and positive change on Main Street that the entire community feels good about. 6. Do you have adequate human and financial resources to implement a successful Main Street program? Average local program budgets vary,but you'll have to be able to raise money for Main Street's operation and for revitalization projects. Similarly,you'll need the ability to recruit and retain staff and volunteers who are interested in Main Street revitalization projects. It's not unusual for a local Main Street program to have 40-60 active volunteers among its board,committees,and projects. (Fortunately,implementing Main Street's Four Points leads to lots of diverse activities that can attract a variety of individuals.) For staffing, you'll need to have the resources to hire and retain an executive director for the program to assist with revitalization efforts. In smaller communities/commercial district,a part-time director is an option,larger cities/districts will need full-time staff,if not multiple staff to coordinate Main Street's efforts. 7. Does your community value historic preservation? Retaining and reusing your commercial district's existing building is an important cornerstone of the program. Local stakeholders need to be receptive to "recycling"existing businesses for new economic uses and to being respectful of the traditional architecture and overall character of the traditional business district. If you can answer"yes"to each of these questions,then you're likely to have great success with the Main http://www.mainstreet.org/content.aspx?page=1989§ion=2 5/8/2008 Is the Main Street Approach Right for Your Community? Page 2 of 2 Street Approach and you should proceed with creating your own local program,and visit the Getting Started section. If you are not fully confident that your community meets the above descriptions,then you have a couple of options One is to continue your education and organizing efforts until you can answer"yes"to each question The other option is to incorporate Main Street however you can into your revitalization efforts. You can borrow pieces of the Main Street Approach even if your community isn't ready to do a comprehensive Main Street program We encourage you to take the parts that fit your community best at this time Of course,if you are not implementing a full Main Street program,you are not allowed to use the Main Street title in your organization's name (For more information,see our Name Use Policy) HOME I CONTACT US I SITE MAP I PRIVACY POLICY I NATIONAL TRUST FOR HISTORIC PRESERVATION HOMEPAGE 1785 Massachusetts Avenue,NW Washington,DC 20036 tel 202 588-6219 fax 202 588 6050 ©2008 National Trust for Historic Preservation.All Rights Reserved. http://www.i-nainstreet.org/content.aspx?page=1989§ion=2 5/8/2008 Revised Schedule for Downtown Design Regulations and Urban Design Vision Refinement Projects, 5/14/08 Project Tasks Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Design Regulations Project Commission Advisory Team meetings(design subcommittee Technical Advisory Team(staff) Property Owner/Stakeholder Open House DLCD Grant Consultant- feedback and graphics creation Developer focus group CCAC briefing/review • • Planning Commission workshops and Public Hearings City Council briefings, • • • workshops and Public Hearings Urban Design Vision = k ='} Refinement ' N, .W.a} o. r University of Oregon:site analysis, plan visualization, opporturuty sites Commission Advisory • • Team/CCAC briefing Property Owner/Stakeholder Open House City Council briefing • March 26, 2008 Commission Advisory Team meeting Executive Summary Members present: Alexander Craghead,Karen Fishel,Stuart Hasman,Elise Shearer (alternate) Staff present: Sean Farrelly Agenda Item 1:Welcome/Introductions No introductions were necessary. Agenda Item 2: Review Executive Summary of February 27 Meeting Went over follow-up item from previous meeting regarding how a 20 foot minimum rear setback would effect"shallow"taxlots(especially on Main St.) Recommendations: • It was noted that the 20 foot minimum may not the best way to assure that alleys could develop. • 10 feet minimum rear setbacks are recommended. • Wait until the Downtown Circulation Plan is done and then consider requiring reserving the identified new streets alleys,and ped. connections. Agenda Item 3: Proposed Map/ "Regulating Plan" Reviewed the development standard matrix and the revised Building type map. Recommendations: • Remove maximum side setbacks except for Storefront Mixed Use Buildings • "Other structures" (buildings that don't fit the proposed building types) will have to go through discretionary review. It was felt this would be a rare occurrence. In the future we should develop specific design standards for structured parking. • Instead of developing all new land use lists,we'll use the existing mixed use CBD zoning-with some updates. CBD land use changes discussed: Not Permitted to Permitted: Colleges Not Permitted to Conditional Use: Research and Development Conditional Use to Not Permitted:Adult Entertainment and Wholesale Sales • Amend the CG/ CP zones to specifically allow residential (in mixed use structures.) Follow-up Sean will check with City Attorney on the legality of the idea of building prototypes being the guide,rather than specified "zones."Also will research whether gun sales and drive-thru restaurants can specifically be forbidden. Agenda Item 4: Downtown Land Uses/ Non-Conforming Uses Reviewed the non forming use and structure standards form the current Tigard code (18.760) ,Washington Square Regional Center standard,and three surrounding cities Recommendations: • The existing Tigard nonconforming use standards should apply to the downtown, rather than developing specific standards like Washington Square Regional Center. Agenda Item 5: Additional Residential Standards This item was not discussed due to time constraints. Information on developing residential standards for private and common open space for Downtown building types will be sent out by e-mail for comment. Adjourned: 9:35 13I`7