10/12/2011 - Packet It Completeness Review
for Boards, Commissions
and Committee Records
CITY OF TIGARD
City Center Advisory Commission
Name of Board, Commission or Committee
October 12, 2011
Date of Meeting
I have verified these documents are a complete copy of the official record.
Caren Frykland
Print Name
(ayv 'M 11 ) - I—
Signature
11/8/11
Date
n
= � City of Tigard
TIGARD City Center Advisory Commission Agenda
MEETING DATE: Wednesday, October 12, 2011 — 6:30-8:30 p.m.
MEETING LOCATION: Tigard Public Library- 2nd Floor Conference Room
13500 SW Hall Blvd., Tigard, OR 97223
1. Welcome and Introductions......................................................................................................6:30 — 6:35
2. Review / Approve September Minutes...................................................................................6:35 — 6:40
3. Non-Agenda Items/ Public Comment....................................................................................6:40 — 6:45
4. CCAC Leadership.......................................................................................................................6:45 — 6:50
5. 2011 CCAC Annual Report........................................................................................................6:50 — 6:55
Discuss report due to Council on December 1, 2011
(Chair Murphy)
6. Discussion of Downtown Organization...................................................................................6:55 — 7:50
Discussion of Micbele Reeves recommendation prior to November 15 CODA. worksbop
(Chair Murphy and Commissioner Craghead)
7. Update on Main Street Green Street.........................................................................................7:50— 8:00
(Sean Farrelly)
8. Formation of CCAC Downtown Public Art Subcommittee.................................................8:00 — 8:05
Action item- appoint member to CCAC Downtown Public Art Subcommittee
(Sean Farrelly)
9. CCAC Executive Session*..........................................................................................................8:05 — 8:30
Property purcbase discussion
10. Adjourn.......................................................................................................................................8:30 p.m.
*EXECUTIVE SESSION:The Tigard City Center Advisory Commission will go into Executive Session to discuss real property
transaction negotiations under ORS 192.660(2) (e).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.
Upcoming meetings of note:
October 18,CCDA Workshop,Five Year Assessment of Urban Renewal,6:30 PM
November 9, CCAC Regular Meeting,Library 2nd Floor Conference Room, 6:30-8:30 PM
November 15, CCDA/CCAC Joint Workshop, discussion of Downtown organization,6:30 PM
CITY CENTER ADVISORY COMMISSION AGENDA— October 12, 2011
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
CalCity Center Advisory Commission
Meeting Minutes
Date of Meeting: October 12, 2011
Location: Tigard Public Library—2-d Floor Conference Room
Called to order by: Chair Thomas Murphy
Time Started: 6:32 p.m.
Time Ended: 8:52 p.m.
Commissioners Present: Carolyn Barkley; .Alice Ellis Gaut; Ralph Hughes; Peter Louw; Chair
Thomas Murphy; Linli Pao;Vice Chair Elise Shearer; Philip Thornburg
Commissioners Absent: Alexander Craghead
Others Present: Councilor hfarland Henderson; Deanie Bush
Staff Present: Sean Farrelly, Redevelopment Project Manager; Caren Fryldand, Sr. Administrative
Specialist
AGENDA ITEM #1: Welcome and Introductions
AGENDA ITEM #2: Approve Minutes
A motion was made by Commissioner Shearer, seconded by Cornn-ussioner Thornburg, to approve
the minutes of the September 14, 2011 meeting.
The motion passed.
AGENDA ITEM #3: Non-Agenda Items/Public Comment
Vice Chair Shearer said that she had spoken Mth Vincent Hirth, the owner of Four Seasons
Markets, an established chain of indoor farmers' markets in Texas. She said that the owner was
planning to relocate to Oregon and was looking at coming to Albany, where an indoor farmers'
market already exists, or Tigard. She said that she would arrange a meeting with Sean Farrelly and
Mr. Hirth to talk about possibilities in Tigard.
Sean Farrelly said that applications for CCAC members were being accepted until October 24. He
said that there were five positions open (three voting members and two alternates.)
CCAC Meeting Minutes for October 12,2011 Page 1 of 6
Deane Bush said that there would be two Halloween events downtown. She said that there would
be a third Friday event on October 21st including a window-decorating contest,vendors and live
music in front of Live Laugh Love Glass. She said that there would also be a Trick or Treat event
on October 31st. She said that some of the downtown businesses were not happy about the
October 31st event, and that they were looking at having a daylong Saturday event in 2012 instead.
Commissioner Barkley said that she wanted it on the record that there are several businesses that
boycott the Halloween Trick or Treat event they are not able to do regular business during the
event. Commissioner Louw agreed. Chair Murphy asked Deanie to do what she could to see that
the planning for next pear's event reduces the impact on downtown businesses by spreading the
event out both in time and geographically.
AGENDA ITEM #4: CCAC Leadership
Nice Chair Shearer advised the commission that she needed to step down temporarily as vice chair
due to personal commitments. Commissioner Louw made a motion to nominate Commissioner
Thornburg to the position of vice chair, seconded by Commissioner Ellis Gaut. The motion passed
unanimously.
AGENDA ITEM #5: 2011 CCAC Annual Report
Chair Murphy said that in order to get the annual report to City Council by December 1, the CCAC
would need to approve it at their November meeting. He said that they could base the annual
report around their annual goals, as they had done in the past. He said that he, Sean, and anyone
interested in helping could use the 2010 annual report as a template and update it with the 2011
goals information.
Chair Murphy asked Councilor Henderson if council wanted to see anything different in the way
the CCAC reports annually. Councilor Henderson said that the council was anxious to see what
carne out of the downtown organization discussions. He said that council did their goal setting in
mid-December, so they should keep that in mind. Commissioner Barkley said that the CCAC
usually did their goal setting at their January retreat. Councilor Henderson said that if they wanted
the council's goals to be influenced by the CCAC, they needed to get that to City Council in
advance of their goal setting.
Chair Murphy said that they would have the draft of the annual report out to the commissioners
before the next agenda packet went out. He suggested that they notice the November 15 joint
CCAC/CCDA meeting as a meeting of the CCAC as well so that they had an extra meeting to
finalize the annual report if necessary.
AGENDA ITEM #6: Discussion of Downtown Organization
Chair Murphy suggested that the discussion of the downtown organization begin with clarifying the
overall concept. An extensive discussion ensued.
CCAC Meeting Minutes for October 12,2011 Page 2 of 6
Commissioner Hughes asked who would be responsible for approving the structure of the
organization or hiring the downtown organization leader. Sean said that the organization would
determine its structure and a board of directors would hire any employees. The city would likely
have a seat on the board of directors of the organization.
Chair Murphy said that they hadn't yet determined if there would be a board and bylaws for the
organization. He said that an individual or an existing group could respond to the RFP.
Deane Bush said that the business people she has spoken with want leadership to develop
consensus and move it forward. Commissioner Louw agreed.
Commissioner Barkley said that if they were going to back a downtown organization, they needed
to be clear in their expectations. She said that they needed to define what the organization is before
making recommendation to the CCDA.
Commissioner Shearer said that they wanted to use the $50,000 to pay for an executive director to
work with a downtown organization that is structured according to bylaws.
Commissioner Louw said that they wanted an executive director to form an organization because
they have been unable to form an organization. He said that they needed someone who could bring
the downtown businesspeople together, then they could determine bylaws and other organizational
specifics.
Commissioner Ellis Gaut said that it sounded like they wanted to use the $50,000 to hire a
consultant to put the organization together. Commissioner Barkley said that they needed someone
who knows how to put business associations together.
Chair Murphy said that they had determined that they want someone who could put together a
downtown organization. He said that they needed to recommend to the CCDA how to find that
person.
Sean said that there are two ways of looking at this. He said that they could use the funds to hire a
consultant to lead the effort to start a downtown organization,write the bylaws, formalize the
organization then hire a director. He said that the other way would be to say they were committed
to providing funding to a group that comes together and forms bylaws so that they can hire a
director. He asked how the commissioners thought businesses would respond to either option.
Commissioner Barkley suggested that they ask Michele Reeves, or someone that Reeves
recommends, how a business association is created and run because they don't know what it looks
like.
Deanie Bush said that in working with downtown business people, she found that there were too
many personalities for an organization to form on its own. She suggested that they should hire
CCAC Mee6ig Minutes for October 12,2011 Page 3 of 6
someone with the skills they want in an executive director and task that person with setting up the
organization.
Commissioner Pao said that the problem with hiring someone to start the organization was that
there would be people who felt that they were being bulldozed into participating. She also said that
they needed to find someone who has a track record of successfully creating and leading downtown
associations.
Commissioner Barkley said that the needed the association to be made up of a diverse group of
downtown business people. Commissioner Shearer said that the sample bylaws from Oregon City
included a board made up of two business owners, two property owners, one chamber of
commerce member, one arts commissioner, one historic preservation member, two major
employers in the represented district, one cultural tourism, one city commissioner or staff person,
and one member at large. She said that many different groups in the downtown area were
represented that way.
Chair Murphy- said that the Oregon City model was imposed from the city government. He said
that it was an approach they could take, but that he had some reservations about how it fit with the
urban renewal district. He said that there was no guaranteed perfect approach, but that the
alternative was to do nothing_
Chair Murphy said that it would be natural if an individual was identified to spearhead the
downtown organization that that person's role would change over time. Commissioner Barkley
asked if that person would then become the liaison between the association and the city. Chair
Murphy said that it was possible. Commissioner Ellis Gaut said that they seemed to be talking
about staff for the downtown association, and that staff would be responsible for interacting with
the city and advising the city of the association's activities and needs.
Commissioner Barkley asked Sean if he saw the city staff working with the downtown organization.
Sean said that the downtown organization should be free standing, but that since the city would be
providing funds to get the organization started they would have representation on the board of
directors. He said that the executive director should be hired by the board of directors of the
organization and not by the city; however, the city could hire someone to get the organization
started.
Chair Murphy said that they were back to the question of how the city identifies the person they
hire. He asked what attributes they were looking for. Commissioners responded with experience,
credibility, connections within the community or the ability to make connections, and objectivity.
Commissioner Shearer said that she would like to see the organization have structure and represent
more than just the businesses and property owners in the downtown area.
Councilor Henderson suggested that they advertise for bid, then determine which of the proposals
they receive best fits their needs. He said that it might help them to see the ideas of how people
would put the organization together.
CCAC Meeting Minutes for October 12,2011 Page 4 of 6
Chair Murphy said that they needed to give their recommendation to the CCDA at their joint
meeting on November 15, and that the packet for that meeting would go out November 1. Sean
said that last minute items could go to council in their Friday newsletter as well.
A motion by Commissioner Louw, seconded by Commissioner Barkley, to recommend to the
CCDA that the city send out a solicitation to retain a qualified contractor with relevant experience
and a record of success to facilitate the formation of a self-sustaining downtown organization. The
motion passed unanimously.
Chair Murphy asked who would review the responses. Sean suggested a combination of city staff
and CCAC representation could grade the responses to the RFQ.
AGENDA ITEM#7: Update on Main Street Green Street
Sean said that City Council would be considering approval of the transfer of MTIP funds from its
previously approved project—Tiedemann/Greenberg intersection project—to the Main Street
Green Street project for the north half of Main Street from Scoffins to the train tracks. He said that
TTAC recommended to council to use this $1.6 million to complete the north half of Main Street as
a green street. He said that there was 11% city match required, about$136,000. He said that the
project schedule would be determined by public works. He said that he would ask Kim McMillan
to come to the November or December CCAC meeting to update them and answer any questions
they may have. He said that the matching funds would come from the gas tax.
AGENDA ITEM#8: Formation of CCAC Downtown Public Art Subcommittee
Sean said that he had sent Sharon Francis's resume to the commissioners after the September 14
meeting and that consensus was that she would be a good addition to the subcommittee.
A motion by,Barkley, seconded by Commissioner Ellis Gaut, to accept Sharon Francis on the
CCAC Downtown Public Art Subcommittee passed. Commissioner Louw abstained.
AGENDA ITEM#9: Executive Session*
*The City Center Advisor-Commission went into Executive Session at 8:28 p.m. under the
provisions of ORS 192.60(2) (c) to discuss real property transaction negotiations. All discussions
within this session are confidential; therefore, nothing from this session may be disclosed by those
present. Executive Session concluded at 8:51 p.m.
CCAC lvfeeting Minutes for October 12,2011 Page 5 of 6
Page
AGENDA ITEM #10: Adjourn
The meeting adjourned at 8:52
camk
vVL
Caren Frykland, dC Secretary
ATTEST: _ (,
Chair Thomas Murphy
CCAC Meeting Minutes for October 12, 2011 Page 6 of 6
Agenda Item #6
Sample provided by Downtown Oregon City Organization
BYLAWS
Bylaws of YOUR PROGRAM NAME, a non-profit corporation under Section 501(c)(3) of the Internal
Revenue Code.
Article I. Organization Name
The name of the organization shall be YOUR PROGRAM NAME. The Board of Directors of YOUR
PROGRAM NAME and its duration will be perpetual.
Article II. Offices
The principal office of YOUR PROGRAM NAME will be located within YOUR COMMUNITY. The
registered office of YOUR PROGRAM NAME will be identical with the principal office and may be
changed from time to time by the Board of Directors.
Article III. Definitions
Stakeholders include those business owners, property owners, major employers, residents and other
stakeholders located within or having significant investment in YOUR COMMUNITY.
Article IV. Purpose
A. Organization: YOUR PROGRAM NAME will organize and promote constructive relationships
between local government bodies and private business citizens. YOUR PROGRAM NAME will
support other charitable and educational organizations whose primary interest is to preserve and
develop the quality and economic stability of YOUR COMMUNITY. YOUR PROGRAM NAME will
represent the concerns of the downtown area at the city, county and special district level.
B. Promotions: YOUR PROGRAM NAME will promote and sponsor discussion groups and will educate
and inform citizens and members on topics of interest and concern to the downtown area. YOUR
PROGRAM NAME will maintain information regarding revitalization in the downtown area. YOUR
PROGRAM NAME will sponsor cultural, employment and commercial district revitalization activities
in the downtown area including special events and activities. YOUR PROGRAM NAME will provide
a forum for sharing knowledge, common experiences and problems. YOUR PROGRAM NAME will
issue publications and information regarding its activities and other information relevant to downtown
revitalization. Such publications may include the following:
a. Planning studies
b. An organization brochure
c. Informational brochures, maps and guides
d. Special event flyers, pamphlets, and posters
e. Newsletters
C. Economic Restructuring: YOUR PROGRAM NAME will work with the Urban Renewal Agency on
economic restructuring and help to educate and assist downtown business owners and property owners
in matters of preservation,promotion, and finance. YOUR PROGRAM NAME will help recruit new
businesses to minimize the affects of vacancies and to diversify the retail mix. YOUR PROGRAM
NAME will work with the Urban Renewal Agency in developing financing programs for new and
existing businesses and for preservation/renovation of historic structures.
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Agenda Item#6
D. Design: YOUR PROGRAM NAME will:
a. advocate for planning and coordination with the YOUR COMMUNITY Planning
Department on the design of improvements in, or adjacent to the downtown area.
b. aid in providing design services for buildings and signage.
c. provide information on painting, construction, historic renovation, and preservation and
renovation.
d. promote and assist city beautification projects.
e. participate in the planning and development of public interest projects in the downtown area.
f. promote effective redevelopment efforts and assist in planning for the stabilization and
revitalization of the downtown area.
g. recommend, whenever possible, appropriate uses and design standards for downtown
development compatible with historic preservation.
h. work with Urban Renewal Agency on identifying,prioritizing and completing economic
development and revitalization projects within the downtown district.
Article V. Powers
A. General Powers: YOUR PROGRAM NAME will have all powers granted by Oregon non-profit law.
It will also have the power to undertake, either alone or in cooperation with others, any lawful activity
which may be necessary or desirable for the furtherance of any or all purposes for which the YOUR
PROGRAM NAME is organized.
B. Investment Powers: YOUR PROGRAM NAME may invest assets secured by YOUR PROGRAM
NAME, and services provided related to development, as program related investments. Any returns
from such investment will be used by YOUR PROGRAM NAME for the furtherance of any or all
purposes for which YOUR PROGRAM NAME is organized. No portion of the returns will inure to the
benefit of any member, Director, Officer or staff member of YOUR PROGRAM NAME.
Article VI. Boundaries
The primary focus area of the downtown district is defined in Exhibit A attached.
Article VII. Meetings
A. Annual Meetings: The annual meeting of YOUR PROGRAM NAME will be the first week of
October; or such other time as the Board of Directors may direct. Stakeholders will be notified of the
annual meeting through regular mail or email at least thirty(30) days prior to the meeting date. The
purpose of the annual meeting will be to share successes,provide project updates, announce Board of
Directors and provide direction for the following year, and such other business as the Board of
Directors brings before the stakeholders.
B. Special Meetings: Special meetings for the stakeholders will be held at any time and place as may be
designated in the notice of said meeting upon call of the President of the Board of Directors, or a
majority of the Board of Directors, or upon written petition by at least twenty-five (25%) of the
stakeholders. A notice stating the place, date, and time of the meeting(s)will be provided either
personally,by regular mail, or by email to stakeholders at least ten(10) days prior to the meeting.
Other interested parties will be given such notice of the meetings as the Board deems appropriate.
C. Monthly Board meetings: See Section VIII E.
Article VIII. Board of Directors
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Agenda Item#6
A. Duties: The Board of Directors will:
a. manage, set the policy for, and oversee the management of the affairs of YOUR PROGRAM
NAME.
b. control its property,be responsible for its finances, formulate its policies, and direct its
affairs.
c. hire an Executive Director and support personnel if feasible.
d. enter into contracts necessary to accomplish the YOUR PROGRAM NAME goals as
needed.
B. Composition and Term of Service: There will be at least nine (9) and no more than twelve(12)
members on the Board of Directors. The Board will be represented by business and property owners,
stakeholders, Chamber of Commerce, City of YOUR COMMUNITY, Clackamas County,
arts/cultural/tourism, and historic preservation.
Every Director will be elected for a three (3) year term. The initial Board of Directors will
serve staggered terms. Directors on the initial Board will be elected by lot: 1/3 for three (3)
years, 1/3 for two (2) years, and 1/3 until the first annual meeting. No member shall serve
more than two consecutive three-year terms without stepping down from serving for at least
one year.
The allocation of positions will be as follows:
• Position#1: Business Owner/Representative 3 year term Elected by Stakeholder
• Position#2: Business Owner/Representative 1 year term Elected by Stakeholder
• Position#3: Property Owner/Representative 3 year term Elected by Stakeholder
• Position#4: Property Owner/Representative 1 year term Elected by Stakeholder
• Position#5: Chamber of Commerce 2 year term Appointed by own organization
• Position#6: Arts 2 year term Appointed by own organization
• Position#7: Historic Preservation 1 year term Appointed by Main Street Board
• Position#8: Major Employer 2 year term Appointed by Main Street Board
• Position#9: Major Employer 1 year term Appointed by Main Street Board
• Position#10: Cultural/Tourism 1 year term Appointed by Main Street Board
• Position#11: City Commissioner or Staff 2 year term Appointed by own organization
• Position#12: At large 3 year term Appointed by Main Street Board
• Ex-Officio: Board of County Commissioner
Note:If the Board is unable to fill a vacant position as represented above, an interim
appointment will be made to carry out the term of service.
C. Elections: Directors will be elected by those organizations and business/property owners within
YOUR PROGRAM NAME boundaries represented by Position on the YOUR PROGRAM NAME
Board. Appointments will be made by the Board and set forth in the notice of the annual meeting.
Officer Election and Term of Office: The officers of the Corporation to be elected by the Board of
Directors shall be elected annually by the Board of Directors at the first meeting of the Board of
Directors. If the election of officers shall not be held at such meeting, such election shall be held as
soon thereafter as conveniently may be. Each officer shall hold office until his successor shall have
been duly elected and shall have qualified, or until his death, or until he shall resign or shall have been
removed in the manner hereinafter provided.
10/12/11 3 or 12
Agenda Item#6
D. Vacancies: A Director may resign at any time by giving written notice to the YOUR PROGRAM
NAME President, Vice President, or Executive Director. Any vacancy on the Board occurring because
of death, resignation, refusal to serve, or otherwise will be filled for the unexpired term by a majority
action of the remaining Directors. Three consecutive unexcused absences from regular Board of
Directors meetings will be considered a vacancy.
E. Board Meetings: The Board of Directors will meet monthly or as determined by the Board. The
President and/or any three Directors may call a meeting of the Board. At a duly called meeting of the
Board of Directors, seven (7) members will constitute a quorum. All business of the Board of Directors
will be transacted at a duly called meeting of the Board.
F. Compensation: Directors will receive no compensation for their services as Directors, but the Board
may, by resolution, authorize reasonable reimbursement for expenses incurred in the performance of
their duties. Nothing herein will preclude a Director from serving YOUR PROGRAM NAME in any
other capacity and receiving reasonable compensation for such service.
G. Quorum. A majority of the number of directors fixed by Article VIII shall constitute a quorum for the
transaction of business at any meeting of the Board of Directors. A quorum shall not be established if
more than 50 percent of such quorum is related by blood or marriage or otherwise have joint financial
interests, such as business partnerships, etc. If less than a majority is present at a meeting, a majority of
the directors present may adjourn the meeting from time to time without further notice.
H. Liability: Directors will not be personally liable for the organization's debts, liabilities, or other
obligations.
Article IX. Officers
A. Number of Officers: YOUR PROGRAM NAME will have a President, Vice President, Secretary,
Treasurer, and such additional officers as the Board of Directors may from time to time designate.
Each officer will serve a one year term. Officers will be elected by the Board of Directors at the first
Board meeting following the annual meeting.
B. Duties as President: The President will preside at all meetings of the Board of Directors and at the
annual meeting ending his or her term of office. The President will be entitled to the same vote as any
other Director. The President may sign all checks and shall sign all documents pertaining to YOUR
PROGRAM NAME for which the President's signature is necessary or desirable.
C. Duties of Vice President: In the absence of the President, or his or her inability to act, the Vice
President will possess all of the President's powers and discharge all Presidential duties. The Vice
President may also sign any checks or documents necessary for YOUR PROGRAM NAME.
D. Duties of the Secretary: The Secretary will record and maintain a full and correct record of the
proceedings of YOUR PROGRAM NAME. The Secretary may also sign any checks or documents
necessary for YOUR PROGRAM NAME, and will perform such other duties as the Board may from
time to time direct.
E. Duties of the Treasurer: The Treasurer will maintain in good order all financial records of the
organization. The Treasurer shall sign checks for the YOUR PROGRAM NAME. At the annual
meeting, and at regular Board of Director meetings, the Treasurer will provide a report and summary
statement on the financial affairs of YOUR PROGRAM NAME.
F. Temporary Offices: In cases of absence or disability of an officer of the organization, the remaining
Officers may vote to delegate the powers and duties of such officer to any other officer or member of
the Board.
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Agenda Item#6
Article X. Committees
YOUR PROGRAM NAME will have the following standing committees:
o Organization
o Promotion
o Design
o Economic Restructuring
YOUR PROGRAM NAME will also have such other committees as the Board of Directors may from time
to time establish. Committees will report at least monthly to the Board, or as determined by the Board. At
least one Director will serve on every committee. Committees will be appointed by the President with the
approval of the Board. Committees need not be limited to stakeholders to YOUR PROGRAM NAME, and
may have representatives from other relevant areas of the community.
Article XI. Financial and General Provisions
A. The fiscal year of YOUR PROGRAM NAME will begin on July 1St, and end June 30th in each year. On
the first year of incorporation, the fiscal year will begin upon incorporation and end on the last day of
June.
B. Except as the Board of Directors may otherwise authorize, all checks, drafts, and other instruments used
for payment of money and all instruments of transfer of securities will be signed by the Treasurer and
one Officer, or by the Treasurer and the Executive Director. In the absence of the Treasurer, any two
Officers or one Officer and the Executive Director may sign in the place of the Treasurer.
C. Within two months after the close of the fiscal year,the Treasurer will prepare a year-end financial
statement showing in reasonable detail the source and application of the previous year's funds and the
financial condition of the organization. This statement will be presented to the Board of Directors at a
regular Board meeting and at the annual meeting.
Article XII. Corporate Seal
YOUR PROGRAM NAME will have no corporate seal.
Article XIII. Indemnification
A. YOUR PROGRAM NAME may indemnify any Officer or Director, or a former Officer or Director,
their heirs or assigns, for any and all judgments, settlement amounts, attorney fees and litigation
expenses incurred by reason of his or her having been made a party to litigation due to his or her
capacity or former capacity as Officer or Director of YOUR PROGRAM NAME. YOUR PROGRAM
NAME may advance expenses where appropriate. Payments of Indemnification shall be reported at the
next annual meeting. The provision of this section applies to any cause of action arising prior to the
adoption of these Bylaws, also to the rights of indemnification set forth herein are not exclusive.
B. An Officer or Director is not entitled to indemnification if the cause of action is brought by YOUR
PROGRAM NAME itself against the Officer or Director, or if it is determined in judgment that the
Officer or Director was derelict in the performance of his/her duties, or had reason to believe his/her
action was unlawful.
C. No Director, trustee or any uncompensated officer of YOUR PROGRAM NAME will be personally
liable to the corporation or its stakeholders for monetary damages for conduct as a Director, trustee, or
any uncompensated officer provided that this Article will not eliminate the liability of a Director or any
uncompensated officer for any act or omission occurring prior to the date when this Article becomes
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Agenda Item#6
effective and for any act or omission for which eliminated liability is not permitted under the Oregon
Nonprofit Corporation Act.
Article XIV. Amendments
The Bylaws may be amended by resolution at any time by an affirmative vote of at least two-thirds of the
entire Board of Directors.
A. The Board of Directors shall have the power to alter, amend, or repeal the Bylaws or adopt new Bylaws
by a quorum vote at a duly called meeting of the Board, provided that no such action will be taken if it
would in any way adversely affect YOUR PROGRAM NAME's qualifications under the Internal
Revenue Code or corresponding provisions of any subsequent federal or state tax law.
This document is a complete and correct copy of YOUR PROGRAM NAME's Bylaws; adopted by the
Board of Directors on June day of 14, 2010.
Secretary of the Board
YOUR PROGRAM NAME Date
Addendum:
The following documents are relevant to the operations of the non-profit YOUR PROGRAM NAME, but
may not necessarily be official components of the Articles of Incorporation or By-Laws.
• Resolution: Conflicts of Interest
• Equal Opportunity/Non-discrimination policy
• Anti Harassment policy
• Board Member Seats and terms
• Policy for seating new board members
• MSOC Executive Director Job Description
• Member/Board of Directors Requirements and Board Responsibilities
• MSOC Mission
• MSOC Vision
• Primary Objectives of MSOC
• Project worksheet
10/12/11 6 or 12
Agenda Item #6
RESOLUTION:
CONFLICTS OF INTEREST
SECTION 1. Purpose. The purpose of the conflict of interest policy is to protect this tax-exempt
Organization's interest when it is contemplating entering into a transaction or arrangement that might
benefit the private interest of an officer or director of the Organization or might result in a possible
excess benefit transaction. This policy is intended to supplement but not replace any applicable state
and federal laws governing conflict of interest application to nonprofit and charitable organizations.
SECTION 2. Definitions.
2.1 Interested Person. Any director, principal officer, or member of a committee with governing
board delegated powers, who has a direct or indirect financial interest, as defined below, is an interested
person.
2.2 Financial Interest. A person has a financial interest if the person has, directly or indirectly,
through business, investment, or family: (a) An ownership or investment interest in any entity with which
the Organization has a transaction or arrangement, (b) A compensation arrangement with the
Organization or with any entity or individual with which the Organization has a transaction or
arrangement, or (b) A potential ownership or investment interest in, or compensation arrangement with,
any entity or individual with which the Organization is negotiating a transaction or arrangement.
Compensation includes direct and indirect remuneration as well as gifts or favors that are not
insubstantial. A financial interest is not necessarily a conflict of interest. Under Section 3.2, a person who
has a financial interest may have a conflict of interest only if the appropriate governing board or
committee decides that a conflict of interest exists.
SECTION 3. Procedures.
3.1 Duty to Disclose. In connection with any actual or possible conflict of interest, an interested
person must disclose the existence of the financial interest and be given the opportunity to disclose all
material facts to the directors and members of committees with governing board delegated powers
considering the proposed transaction or arrangement.
3.2 Determining Whether a Conflict of Interest Exists. After disclosure of the financial interest and
all material facts, and after any discussion with the interested person, he/she shall leave the governing
board or committee meeting while the determination of a conflict of interest is discussed and voted upon.
The remaining board or committee members shall decide if a conflict of interest exists.
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Agenda Item #6
3.3 Procedures for Addressing the Conflict of Interest.
(a) An interested person may make a presentation at the governing board or committee
meeting, but after the presentation, he/she shall leave the meeting during the discussion of,
and the vote on, the transaction or arrangement involving the possible conflict of interest.
(b) The chairperson of the governing board or committee shall, if appropriate, appoint a
disinterested person or committee to investigate alternatives to the proposed transaction or
arrangement.
(c) After exercising due diligence, the governing board or committee shall determine whether
the Organization can obtain with reasonable efforts a more advantageous transaction or
arrangement from a person or entity that would not give rise to a conflict of interest.
(d) If a more advantageous transaction or arrangement is not reasonably possible under
circumstances not producing a conflict of interest, the governing board or committee shall
determine by a majority vote of the disinterested directors whether the transaction or
arrangement is in the Organization's best interest, for its own benefit, and whether it is fair
and reasonable. In conformity with the above determination it shall make its decision as to
whether to enter into the transaction or arrangement.
3.4 Violations of the Conflicts of Interest Policy.
(a) If the governing board or committee has reasonable cause to believe a member has failed to
disclose actual or possible conflicts of interest, it shall inform the member of the basis for such
belief and afford the member an opportunity to explain the alleged failure to disclose.
(b) If, after hearing the member's response and after making further investigation as warranted by
the circumstances, the governing board or committee determines the member has failed to
disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and
corrective action.
SECTION 4. Records of the Proceedings. The minutes of the governing board and all committees with
board delegated powers shall contain: (a) The names of the persons who disclosed or otherwise were
found to have a financial interest in connection with an actual or possible conflict of interest, the nature of
the financial interest, any action taken to determine whether a conflict of interest is present, and the
governing board's or committee's decision as to whether a conflict of interest in fact exists. (b) The names
of the persons who were present for discussions and votes relating to the transaction or arrangement, the
content of the discussion, including any alternatives to the proposed transaction or arrangement, and a
record of any votes taken in connection with the proceedings.
SECTION 5. Compensation.
5.1 A voting member of the governing board who receives compensation, directly or
indirectly, from the Organization is precluded from voting on matters pertaining to that
member's compensation.
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Agenda Item #6
5.2 A voting member of any committee who jurisdiction includes compensation matters and
who receives compensation, directly or indirectly, from the Organization for services is
precluded from voting on matters pertaining to that member's compensation.
5.3 No voting member of the governing board or any committee whose jurisdiction includes
compensation matters and who receives compensation, directly or indirectly, from the
Organization, either individually or collectively, is prohibited from providing information to
any committee regarding compensation.
5.4 The majority of our Board of Directors will be non-salaried and will not be related to
salaried personnel or to parties providing services. In addition, all compensation decisions
will be made by the Board of Directors.
5.5 Further, all compensation paid will be reasonable and will be based on the following
factors: (a) the type and amount and type of compensation received by others in similar
positions, (b) the compensation levels paid in our particular geographic community, (c)
the amount of time the individual is spending in their position, (d) the expertise and other
pertinent background of the individual, (e) the size and complexity of our organization,
and (f) the need of our organization for the services of the particular individual
SECTION 6. Annual Statements. Each director, principal officer and member of a committee with
governing board delegated powers shall annually sign a statement which affirms such person: (a) has
received a copy of the conflicts of interest policy, (b) has read and understands the policy, has agreed to
comply with the policy, and (d) understands the Organization is charitable and in order to maintain its
federal tax exemption it must engage primarily in activities which accomplish one or more of its tax-exempt
purposes.
SECTION 7. Periodic Reviews. To ensure the Organization operates in a manner consistent with
charitable purposes and does not engage in activities that could jeopardize its tax-exempt status, period
reviews shall be conducted. The periodic reviews shall, at a minimum, include the following subjects: (a)
Whether compensation arrangements and benefits are reasonable, based on competent survey
information, and the result of arm's length bargaining; and (b)Whether partnerships, joint ventures, and
arrangements with management organizations conform to the Organization's written policies, are properly
recorded, reflect reasonable investment or payments for goods and services, further charitable purposes
and do not result in inurement, impermissible private benefit or in an excess benefit transaction.
SECTION 8. Use of Outside Experts. When conducting the periodic reviews as provided for in Section 7,
the Organization may, but need not, use outside advisors. If outside experts are used, their use4 shall not
relieve the governing board of its responsibility for ensuring periodic reviews are conducted.
This Conflict of Interest Resolution was adopted by the board of directors or members of the organization
on March 8, 2010
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Agenda Item#6
EQUAL OPPORTUNITY/NON-DISCRIMINATION POLICY
Main Street Oregon City is an equal opportunity organization. Equal opportunity
and treatment is provided for all regardless of race, color, religion, age, sex,
national origin, disability, marital status, status with regard to public assistance or
sexual orientation.
Our organization's policy of nondiscrimination will prevail throughout every
aspect of our work, including but not limited to: employment, participation as a
volunteer, training, selection for committee leadership; inclusion in events and
activities.
ANTI-HARASSMENT POLICY
Main Street Oregon City is committed in all areas to providing an environment
that is free from harassment. Harassment based upon an individual's sex, race,
ethnicity, national origin, age, religion or any other legally protected
characteristics will not be tolerated. All employees, Board members and
volunteers are expected and required to abide by this policy. No person will be
adversely affected in employment or other participation as a result of bringing
complaints of unlawful harassment.
10/12/11 10 or 12
Agenda Item #6
Downtown Revitalization Project Timeline and Scope of Work
Name of Project: Date:
Project Coordinator/Leader:
Project Partners:
Purpose of Project:
Goal of Project (Measurable, achievable, realistic):
Project Timing (Deliverables, actions, and activities)
Month 1:
Month 2:
Month 3:
Month 4:
Month 5
Month 6
Project Notes:
Anticipated Project Completion Date:
Board Member Signature and Date Director Signature &Date
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Agenda Item #6
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Staff will send the Commissioners a CD with the final version of the plan showing all the
changes made.
AGENDA ITEM # 6: Leland Development Strategy - Discussion
Important Discussion and/or Comments: Phil Nachbar gave a quick overview of the
Leland Study. He advised that the Leland strategy was analyzed as compared to staff's
strategy. The matrix overlays the Downtown implementation strategies with the Leland
strategies. It also includes timelines and priorities.
Nachbar referred to a letter sent to the Mayor from the Tigard Central Business District
Association asking how that group can participate in review and inclusion of the Leland
strategy into the City's plan. The group was invited to attend CCAC meetings.
Sean Farrelly gave a PowerPoint presentation that Leland Consulting showed to City Council
in November (Exhibit Q. It's an overview of what we are trying to achieve with the study
and includes some key recommendations.
Phil Nachbar reviewed the draft work program for next year (Exhibit D) with the
Commission. All of Leland's items are in blue; the City's items are in black. Key items are
written in bold. The last page of the document lists new tasks that require additional
funding or staff. Rather than assume that Council will fund these items, they were not
included in the work program. They are noted because they are actions that Leland has
suggested. They will need further discussion by the CCAC and Council.
Staff advised that the funded position shown in the Leland strategy would be for an
executive director for the private sector. The City would kick start the funding for $25,000.
Eventually it would be privately funded.
There was discussion about a funded economic development position who could also act as
a Downtown liaison. It was reasoned that, given workload, it would be impossible for
current staff to act in their current capacity, be a Downtown liaison, and do economic
development. A Downtown liaison that was also a Citywide economic development person
and had a specialty in real estate, finance, or urban renewal would be more valuable.
Commissioner Lilly remarked that people whose skills interrelate with developers may not
always be the same people who do best relating to business owners. Having a person who
can bring developers together and address their issues is crucial and is a job by itself. A
person able to do that may not also be able to take care of the Downtown.
CCAC Meeting Minutes for January 16,2008 Page 5 of 8
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An economic development person could be a City position that could spend a portion of
their time focused on the Downtown and a portion focused on the rest of the City. It could
be funded proportionally by urban renewal and the general fund. Staff noted that the Leland
recommendation was for a Downtown liaison working In Current Planning. Theycould
shepherd applications in the development process.
Suggestions for some of the duties of a Citywide economic development person included
improvement of new employment, general outreach to existing businesses, and keeping track
of how the business community is doing. This would be a Citywide scope.
Chair Ellis Gaut remarked that there is support for a new position. She encouraged the
other members to be activists about this. She likes the idea of someone whose focus is to
coordinate the redevelopment of the Downtown.
Tom Coffee observed that economic development has not made any difference in the towns
where he has worked. Businesses happen because of the community, not because someone
is knocking on their door. It was noted that there will be time in the coming year to have
monthly contacts with both of the Downtown shopping center owners/agents. Once we
find out what they're willing to do, we can seek out developers who may have the same
interest. There will be some consultant moneyset aside for this work. Also, Leland has
reported that the only real market in the Downtown now is for housing. There's no
conunercial demand right now.
Commissioner Lilly believes that if you don't have what developers want, they won't come.
Developers are smart - they do their homework, they go where the land is cheap and where
they can get f ast-track development through, they go to a city that is easy to work with.
That's something that can be done with staff. We can give developers something concrete
and make it easy for them to work with us.
With regard to retail development, Phil Nachbar said that one of Leland's strategies is to
look at acquiring option agreements with property owners who are interested in working
with us. We could then convey property to a developer. For example, if one of the property
owners is interested in selling to us, we could start marketing that property to a developer
who we would then re-conveythe propertyto for redevelopment.
Staff remarked that a code amendment for an expedited permitting process could require
that Downtown projects go to the front of the line and that a Downtown development team
would do the review. This can be done administratively after being adopted by the CCT-)A.
It was recommended holding off on this until the new design guidelines are completed.
CCAC Meeting Minutes for January 16,2008 Page 6 of 8
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It was noted that there is no discussion about a relocation strategy in the Leland Report.
Vice-Chair Switzer thinks this is essential and needs to happen soon. Staff agreed, but said
that having money to implement it is an issue. It was suggested that maybe the City could
use their technical resources to help business owners identify where they can relocate and
advise them as to what their options are.
Pete Louw wondered whywe can't integrate workplaces and residential areas into a
community and make it all one rather than relocate businesses. Staff replied that the layout
of the Downtown has to do with the characteristics of the activity. For example, City Hall
which is a public use will not be relocated. Public Works has a maintenance yard with
equipment and does not belong in the Downtown where we're trying to put together
residential and commercial uses.
Action Items (Follow-Up or Votes): None
AGENDA ITEM # 7: Other Business/Announcements
Important Discussion and/or Comments: Phil Nachbar referred to a letter to the Mayor
from Pat Schleuter suggesting some immediate beautification ideas for Main Street.
Nachbar remarked that the CCAC might want to think about what they would like to do in
the short-term, perhaps cleaning up the Downtown or removing the concrete canisters with
the signage.
Staff reported that the installation of the new lights should begin in a couple of months. We
have 3 years of lead time for construction on Main Street - the first year is preliminary
design, second year is right-of-way, third year is construction drawings. We're looking at
spring of 2011 before starting construction on Main Street.
Action Items (Follow-Up or Votes): Phil Nachbar asked the Commissioners to organize
how they would like to conduct their joint meeting with Council on the 22nd. The
Commissioners can send their suggestions to Chair Ellis Gaut. Nachbar will provide
Council with copies of the final draft of Fanno Creek Park and Plaza Master Plan at the joint
meeting.
The Commission would like a current roster and a list of staff contact information.
It was reported that the final changes were made to the annual report and distributed to City
Council.
CCAC Meeting Nlinutcs for January 16,2008 Page 7 of 8
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° Tom Coffee advised that there are 2 things we're working on right now. One is the strategy which
includes the work program (written narrative and chart;the other *
s the bud getprocess. The strategy
and work program willgo to the CCDA for adoption by July /. If we want to put something in the
budget, there's a separate andparallel budget process in which the money would be in competition with
the whole City. There are 3 points in time to add money to the proposed bud
get.• City Manager's
budget, Budget Committee hearings, Council adoption. These are all points in which the CCAC can
provide direct input for the budget (the sooner, the better.
° Since the CCAC makes recommendations to the CODA and not the City Manager,
Budget Committee, or Council, how would this work? Although recommendations are
made to the CCDA, the City Manager is aware of things happening in the City and he can choose to
add items to the proposed budget. If the CCDA isn't ready to make a recommendation
prior to the City Manager's deadline in March, we're out of luck. That's an opportunity
to provide input, but its not the last opportunity.
° We could make a recommendation to the CCDA to increase the consultant budget to
be more in line with Leland's recommendation. Relocation is anotherpolicy area that the
CCAC should pay attention to. The CCAC could go to the CCDA before the budget
deadline in April or May and make a direct recommendation to them.
The Commissioners discussed the need for an adequate consultant and relocation budget.
It was suggested coming up with a ball park figure that's reasonable and submitting it as a
place holder to the City Manager, then take another month to refine it and submit the final
recommendation to the CCDA. The Commissioners talked about making a
recommendation for an additional $100,000 to cover relocation and/or consulting costs as
needed.
Action Items (Follow-Up or Votes): Motion by Commissioner Lilly, seconded by
Commissioner Shearer, to request the CCDA include in the fiscal year 08-09 budget
additional funding in the amount of$100,000 for consulting services outlined on page 4 of
the letter provided by Leland Consulting Group dated 16 November, 2007, and for
relocation assistance as needed. The motion passed unanimously.
AGENDA ITEM #6: Downtown Association — Discussion
Important Discussion and/or Comments: Chair Ellis Gaut noted that this item is one of
the priority items identified by Leland identified for the City look into. Leland
recommended a strong private downtown association with active and ongoing management
and a united face. What should the CCAC recommend to the CCDA about how this would
CCAC Meeting Minutes for February 13, 2008 Page 7 of 10
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work? How will the City interact with the organization, what is the organization's
composition and function going to look like, do we want some criteria for what that
organization does/does not do?
Leland recommended that there be an initial amount from the City to support an Executive
Director for this organization. They also indicated that this is fairly high priority. The
CCAC should begin thinking about this.
It was suggested that the City submit a survey to the business and property owners to test
the waters for the level of interest. It could be funded and managed by the City, or possibly
the Chamber of Commerce.
It was noted that the Leland report isn't very clear— it calls for a new organization, but it
does not outline what the difference of their charge is vs. previous organizations and why
there is a separation between those two, or what the goal of this organization is. Staff
believes the Leland report is talking about what a lot of downtowns come up with — a
downtown association that's a formal organization with its own funding and is able to
manage the downtown in a way that's like being a shopping center (as opposed to multiple,
individual owners) and represent and promote their interests. They are a partner with the
public sector in achieving the best interests of redevelopment in the Downtown. There is an
existing organization in the Downtown— the TCBDA [Tigard Central Business District
Association].
The Leland report refers to the TCBDA and notes that they address some of the needs for
the Downtown, but their membership is limited and it does not have adequate resources to
staff a manager position. The report goes on to say that the Chamber of Commerce is
supportive of the Downtown, but its mission is broader than just the Downtown.
It was brought up that there may be a discrepancy about the amount needed for a
Downtown manager. The letter mentions $25,000, the report says $40,000. Tom Coffee
said the question is what we'll get for $25,000 or $40,000. It may be that it would be a half-
time position. He said downtowns have a disadvantage when competing with malls and the
purpose of downtown organizations is to help with that. The question for the CCAC and
the Council is if there's an existing or potential group out there capable of doing those things
and do we need one now. Chair Ellis Gaut believes it's on Council's radar and thinks it
should be on the CCAC's radar to the extent that we're aware and that we may not have
money right now to do it the way Leland is suggesting. Council may give direction to tackle
the issue.
It was suggested that we invite the Oregon Downtown Development Association (ODDA)
to visit with the CCAC and provide information. It was also noted that a downtown
CCAC Meeting Minutes for February 13,2008 Page 8 of 10
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organization is not on the top 5 recommendations from Leland. When the ODDA meets
with the CCAC, it was asked that they provide some examples where organizations like this
have worked well, especially in urban renewal districts. They should also tell us where it
hasn't worked or was proven to be unnecessary.
Marland Henderson spoke to the Commissioners about the TCBDA. He would like to see
if the TCBDA and the CCAC could incorporate their work together. He stated that the
TCBDA already meets the requirement of being a non-profit organization. It would
probably take a year for a new organization to obtain that status. Lisa Olson invited the
CCAC members to attend TCBDA meetings and get to know the group.
Vice-Chair Switzer said that if we're looking at Leland's recommendation, it may or may not
have anything to with an existing group. We shouldn't make the assumption that the
existing group is the one that's going to fill this role, nor should we discount that it will be.
We need to be clear about the matter and make sure we're not entangling the two. First, we
need to decide if we support the idea of a downtown organization. Chair Ellis Gaut agreed,
saying we're not in a position at this point to say one way or the other.
Action Items (Follow-Up or Votes): Staff will contact the ODDA and invite them to
attend a meeting. Phil Nachbar will be attending the TCBDA meetings on a monthly basis
to maintain the link between the City and the Downtown group.
AGENDA ITEM #7: Main St. Beautification — Discussion
Important Discussion and/or Comments: Due to time constraints, the Commissioners
decided to hold this discussion at a later date.
Action Items (Follow-Up or Votes): None
AGENDA ITEM #8: Other Business/Announcements
Important Discussion and/or Comments: Phil Nachbar told the Commissioners about
an upcoming training session for chair and committee members on group effectiveness. The
training date will be either April 1 or April 3.
Nachbar also told the Commissioners about a seminar on March 4`h on Retail in
Neighborhoods. The City will pay the registration fee for any Commissioner who would like
to attend.
CCAC Meeting Minutes for February 13, 2008 Page 9 of 10
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City of Tigard
Memorandum
To: Alice Ellis Gaut, Chair, CCAC
From: Phil Nachbar, Redevelopment Manager
Re: Downtown Business Association Research
Date: April 2, 2008
Background
In October 2007,Leland Consulting completed a Development Strategy for Downtown Tigard with
recommendations for the successful implementation of its Urban Renewal Plan. Successful
downtowns are the result of strong leadership at both the public and private levels. Development of
a strong downtown association as a way to expand the involvement of local businesses and enhance
communication between the City and the private sector is prerequisite to successful redevelopment.
A strong private non-profit organization can provide needed services such as marketing, organizing
events,educating merchants, recruiting tenants and developers,and directing a broad range of
outreach activities.
The Leland Group's recommendation "Establish a strong downtown organization,"is ranked as
"high priority." As way to initiate the discussion as to how to best achieve this objective, staff has
organized a roundtable discussion between the City Center Advisory Commission (CCAC) and the
Tigard Downtown Central Business District Association (TCBDA)with Vicki Dugger, Executive
Director of the Oregon Downtown Development Association (ODDA) serving as facilitator. In
support of the discussion,staff conducted research on downtown associations through
conversations with representatives of five (5) downtown associations and Vicki Dugger of ODDA
(see attached Summary of Research on Downtown Associations:Structure, Funding,Effectiveness). Selection of
the associations was based on the recommendations of Vicki Dugger with the goal of interviewing
organizations thought to be the most effective ones, of comparable city size, and located primarily in
Oregon. Associations interviewed included McMinnville,Baker City, Gresham, Corvallis and
Ellensburg,Washington.
The informational topics researched include organizational structure,purview,and effectiveness.
The attached summary reviews these five associations and summarizes it by topic. Organizational
structure describes the associations'composition and operating structure. Effectiveness describes
the methods, practices and operations which make them effective. Purview describes the realm of
the association's work, and is provided in the appendix. All of the summarized information is
provided in more detail in the accompanying appendix.
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The following are the recommendations of the Leland Development Strategy (Oct. 2007) with
regard to objective of establishing a strong downtown organization:
1. Successful downtowns have strong private nonprofit organizations in place to provide
needed services.
2. Successful downtown organizations have a paid executive who can lead initiatives and
outreach, actively engaging business and property owners in the process.
3. While the TCBDA addresses some of the needs of Downtown Tigard,its membership is
limited and it does not have adequate resources to staff a manager position. Similarly,the
Chamber of Commerce is supportive of Downtown Tigard revitalization, but its mission is
broader than just the Downtown. An organization whose sole focus is Downtown is
needed.
4. The downtown organization would operate in parallel with the CCAC and would likely have
a representative to serve on the CCAC,but it would not replace it.
5. Formation of a downtown organization should be led by the private sector—with a
champion that is either a downtown business or property owner and run day-to-day by a
professional manager.
6. While the formation of the downtown organization should be led by the private sector, the
City can serve in a supporting role by providing seed money to hire an executive director.
Eventually, the organization should be completely privately funded,possibly through a
business improvement district or membership dues.
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Summary of Research on Downtown Associations: Structure, Funding,
Effectiveness
by Markus Mead, Assistant Temporary Planner, City of Tigard
Structure
All of the surveyed Associations were similarly structured. Their most common characteristic is a
paid staff member.All Associations are a separate entity from the City and Chamber of Commerce.
Most are a non profit corporation.They all have a Board of Directors which provide direction and
participate in task completion. Every Board has at least one designated Board position for a city staff
liaison.All surveyed Associations have an implementation plan that fulfills goals and objectives. Of
the surveyed Associations, Corvallis has the most detailed and linear implementation strategy.With
this strategy,the Board created an economic development vision with a corresponding strategic plan
and succeeding implementation plan.The implementation tasks are intended for the Association's
Board, subcommittees and staff and members to implement.
The survey finds that the most logical and effective structure is that of a Board of Directors and a
dedicated Association paid staff person.The Board would have at least one city staff liaison
position. The Board,Association and city staff and other stakeholders/members create a vision,
goals and an implementation strategy with associated tasks. Each Board member is the chair of a
subcommittee. The subcommittees' role is goal implementation and task completion.The
subcommittees and Board generate their own membership recruitment and replacement. Some of
the surveyed cities do not have Association capacity to include this structure. They are limited to
only a Board and ad hoc assisting members.This above-described structure is ideal,but may have to
be modified if insufficient membership can be recruited to create all the subcommittees.
Funding/Participation
All of the surveyed Associations are funded through a Business Improvement District's assessed tax.
The assessments range from $1.25 t0 $1.75 per square foot. Most Associations receive the vast
majority (80-95%) of their funding through this BID assessment.Mr. Bishop of the Ellensburg
Washington Downtown Association recommended a trifurcated Association financial structure. This
structure would derive 30% from the municipality(URA TIF), 30% from stakeholders (the BID
assessment) and the remainder from other fundraisers. He believes that this structure forces both
public and private entities to be at the table.
The majority of the surveyed downtowns have a large majority of their downtown businesses
participating in the BID assessment. Some have had small initial participation and gradual increases.
Some Associations warned that a catch 22 situation often arises. One which businesses won't
participate until a success is observed;but that success is dependent on business participation.All
associations report that Board and Association participation is lower than BID participation. To
address Association participation, the Board and subcommittees should recruit new participants and
Downtown Association Research
April 2,2008
Page 1
9 of 128- 10/06/11
members and replace themselves if they cease volunteering or their Board position term ends.This
would take this responsibility off staff to continually recruit for positions and task implementation.
Effectiveness
The surveyed cities provided much information via their respective websites and phone
conversations. The following are common elements of effectiveness determined through
information review and by Vicki Dugger of the Oregon Downtown Development Association.
These effectiveness elements are methods,activities, structural elements and practices that make
these Associations particularly successful at realizing their mission. The elements are: an effective
Board of directors, a supportive partnership with the City, specific downtown association staff,a
strict focus on downtown, a comprehensive approach to structure and activities, secure Association
funding through a BID and incorporation of the national main street program.
1. Effective Board of Directors
A Board should be engaged with Association staff and subcommittee activities. Engagement
includes being active in subcommittee tasks,recruiting members and replacements and leading
direction and tasks.The Board should be implementing tasks so that Association staff and city
liaison are not inundated with work and can focus on their appropriate duties.
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 and collaborate on development standards, development
applications and other policy refinements for downtown efficiencies.The surveyed associations
believe that this separation is important to provide flexibility to the Association. Although they
believe that the City/Association liaisons are vital, the city should not oversee the entire Association.
Optimally, the Board and Association should be operated by the stakeholders.
Effective partnership also includes strong City support.The City Council should be an active
member in the Association by one council member being part of the Association Board or
subcommittee. The surveyed Associations institutionalized a reporting system of updating the
council semi-annually or quarterly. This city support would also extend to the City creating a BID
assessment on the downtown area.
3. Association Staff
ODDA staff and all Associations stated that this may be the one single important aspect to a
successful downtown association.Without paid staff,momentum is lost and capacity is greatly
reduced. The surveyed associations believe that volunteer Boards cannot operate as efficiently
without a staff member addressing the administrative details and other necessary tasks. Additionally,
a paid Association staff member would alleviate the possibility of city staff becoming burdened by
altruistically assuming Association tasks. Staff can be funded directly through the BID,which is
contingent on strong city support.
Downtown Association Research
April 2,2008
Page 2
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4. Maintain Downtown Focus
This common recommendation was repeated in various contexts during research.All Associations
warned of extending the Association's area of interest.This could be a geographic extension,policy
extension or mission extension (also known as mission creep). Geographic focus extension would be
to include businesses outside the downtown as members or try to support business outside
downtown. Policy extension would be to use downtown efforts to enhance citywide commercial
business or to not curtail existing policies that could diminish downtown business' success. The
associations advised to keep focus on downtown business improvement,not downtown promotion.
The distinction would be the difference of attracting people downtown versus attracting shopping
downtown—people downtown for the purpose of purchasing.This results in mission creep such as
promotion,which is commonly the Chamber's purview.The associations advised against competing
with the Chamber. Lastly,the associations recommended that if the focus was maintained on the
main street(s) or downtown,it will expand itself.Trying to do too much too soon outside of the
focus area(s) can dilute efforts.
5. Comprehensive Approach
This recommendation is also a warning of diluting the Association's efforts. This recommendation is
to create a comprehensive approach to the downtown,including redevelopment, economic
development, streetscape design,and revitalization.This recommendation is to focus efforts on the
main street and immediate surroundings. Focus projects include streetscape design, main street
promotion and economic restructuring.All of these elements should be part of the plan. They
should not be attempted singularly.
The Associations warned against prioritizing promotional events or single projects such as parking
or streetscapes.This is because if a single project fails,it's difficult for the Association to recapture
momentum. Additionally,if all the association's attention is focused on a single project,there will be
other desirable projects,but no capacity to complete them.
6. Business Improvement District Assessment
This effectiveness element was a common aspect of all surveyed Associations.These districts
generally funded the Association's activities including staff and office expenses. There are additional
benefits as well. This creates immediate stakeholders from downtown property owners as they are
immediately paying to support the Association. It creates a public/private partnership. The
Association is also funded by the URA TIF funds to create formal funding partnership.The other
surveyed Associations only had the BID and were attempting to establish a URA.They optimally
desired to have both funding mechanisms.
7. Use the National Main Street Program
All of the surveyed Associations used this program.The Ellensburg Association manager has used it
successfully several times. The National Trust Main Street Center approach revolves around a 4
point strategy: design, economic restructuring,promotion and organization.The Association
representatives believe that this program is nearly failsafe.They institute it because it is
comprehensive. It provides association staff constant guidance by its structure and resources such as
case studies and tools. It provides Board and Association structure examples that help create the
initial and refined organizational structure. It is also applicable to Tigard.Although Tigard doesn't
have a collection of historic architecture which many of the comparative Associations have, the
surveyed associations stated that the approach is applicable to Tigard. (See the Ellensburg section of
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the accompanying appendix for more information.) The state of Oregon's Economic and
Community Development Department re-established the state program in the 2007-2009 budget.
This program was referenced and recommended by other Association staff.
8. Create a downtown Vision, Goals, Objectives and Implementation Structure
This recommendation would collaborate with the Board, city staff and stakeholders to create a
vision,goals, objectives and implementation plan.All surveyed associations had a derivation of this
structure,which is also part of the national main street program.An example of this plan is
described in more detail in the accompanying Appendix with Corvallis.The Associations
recommended to include downtown and peripheral stakeholders such as adjacent neighborhood
associations and churches to be part of the visioning and implementation structure.An important
aspect of this is to create the implementation plan directly from the vision and to create
implementing tasks.
9. City Communication
Communication with the respective cities is typically completed through the official Association /
Board City staff liaison and formal reporting. Many of the surveyed associations make regular
(quarterly or semi-annual) reports to the City Council. Often,the task subcommittees have direct
contact with relevant city staff to carry out respective tasks. For example, the events subcommittee
would work directly with the chief of police for street closure needs on event day.
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Appendix
Detailed Association Information
Downtown Corvallis Association
Structure
An 11-member Board of Directors and a staff of one full-time Executive Director and one part-
time employee manage the Association. City staff and representatives serve on the Board as well.
Representatives from the Corvallis police department,planning department and City council
have permanent subcommittee and Board positions respectively reserved.
The Board created an economic development vision with a corresponding strategic plan and
subsequent implementation plan. The Board is comprised of subcommittees. These city
representatives also work on the strategic plan and implement the urban renewal area. One is the
Strategic Planning Committee which guides downtown revitalization and shorter-range action
steps. This committee held numerous meetings with business owners,property owners, and
citizens to develop and refine the Plan. Strategic Plan implementation is guided by a partnership
between the City and the Downtown Corvallis Association.
Funding
Benton County passed an Economic Improvement District for downtown Corvallis. This is an
additional assessment based on property valuation. The assessment is $1.25 per$1,000 of
valuation. It generates approximately$90,000 per year. These funds are collected by the City and
passed through the city for approximately 5% cost. The assessment supports approximately 90%
of the Downtown Corvallis Association activities. When the City creates an urban renewal area,
this assessment will remain in place.
Purview
The Association's mission is: "To improve and promote the economic, aesthetic and cultural
vitality of Downtown Corvallis as a regional center."
The Downtown Corvallis Association is a non-profit organization incorporated: July 18, 1985.
This Corporation is organized exclusively to promote commercial opportunities. It also provides
information about downtown to the public. The Association's activities are limited to collecting
information and assisting downtown property owners and occupants to develop a viable
downtown for the benefit of the citizens.
The Board created an economic development vision with a corresponding strategic plan and
subsequent implementation plan. An example is Vision Goal 4: Encourage Investment in Retail,
Commercial, and Office Activities. This vision is described by various strategies including:
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implementing retail events directed at primary target markets. This is implemented by tasks
including:
• Organize retail sales promotions to help retail businesses generate increased sales.
• Responsibility: Downtown Corvallis Association
• Funding Source: DCA Operating Budget
• Timeline: Ongoing
Strategic plan goals
The following are strategic plan goals (in bold)with implementation tasks following them. The
implementation tasks are for the Association's Board, subcommittees and staff and volunteers to
implement. (A copy of the Corvallis Visioning Plan,Economic Development Plan and
Implementation Plan are in the Tigard I drive.)
1. Provide goods and services that residents presently leave town to purchase.
1.1 Bolster recruitment and retention efforts to fill market niches. Continue to recruit and
retain businesses that help satisfy the community's needs. Prepare and publish market
studies to encourage businesses to satisfy underserved market niches.
1.2 Develop activities to increase midweek, evening, and Sunday shopping. Downtown is
busiest on Thursday nights, weekday lunch hours, and Saturday afternoons. Activities to
increase shopping at other times will increase sales without causing parking congestion.
Consider increasing midweek and evening entertainment options and providing more
housing choices to bring more customers to Downtown.
2. Renew commitment to Downtown as the civic, cultural, and entertainment center of the
community.
2.1 Increase the organization and promotion of DCA sponsored special events and festivals
2.2 Support Downtown community events and organizations that contribute to Downtown
2.3 Support efforts to locate and consolidate government offices Downtown
2.4 Support Businesses that offer entertainment and cultural events
3. Build upon the diverse mix of uses and small town charm.
3.1 Support the unique mix of independent and national retailers,with an emphasis on
business clusters
3.2 Support the City and interested developers in their efforts to diversify Downtown housing
options
3.3 Review City Codes and fees to encourage desirable development
3.4 Collect and publish data on Downtown market opportunities
3.5 Fill vacancies, attract business anchors, and close gaps in the business mix
3.6 Promote Downtown as a destination for area visitors
3.7 Strengthen information-sharing relationships with real estate brokers and developers
4. Encourage investment in retail, commercial, and office activities.
4.1 Implement retail events geared to primary target markets
4.2 Encourage retail anchors that complement Downtown
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4.3 Encourage upper floor offices
4.4 Encourage financial and professional business or clusters
4.5 Prepare and implement an urban renewal plan
5. Ensure effective access,parking, and wayfinding solutions.
5.1 Update Parking Study
5.2 Develop and implement a Downtown wayfinding plan
5.3 Work with neighborhoods to mitigate parking impacts
5.4 Enhance physical linkages to Downtown
6. Strengthen and support effective Downtown organizations.
6.1 Maintain strong volunteer board and committee structure
6.2 Increase community involvement in guiding Downtown vitality
6.3 Establish a permanent source of funding for the Downtown Corvallis Association
6.4 Maintain communication with constituents
6.5 Participate in National Main Street activities
6.6 Maintain adequate staffing levels
6.7 Establish a Downtown Commission
6.8 Develop work plans
Effectiveness
The following are effectiveness elements. They were identified by City and Association staff.
1. Having staff dedicated to the Downtown Association greatly increases effectiveness.
2. Business owners, city policies and residents having a downtown appreciation.
3. Recruit effective volunteers for the Board and events.
4. City goal of keeping downtown a commercial district. Avoiding big box stores downtown
and elsewhere.
5. Attract and retain business downtown.
6. Hold events to attract people to downtown district. Create different events for different
segments of the population. E.g. wine walk for adults, Halloween safe trick or treating,
red carpet events for new businesses.
7. Include Board members in high profile activities. Have Board members and volunteers
attend and be spotlighted at events.
8. Build membership and member-created fundraising.
Recommendations:
Corvallis Association staff had the following recommendations for Tigard:
1. Ask the Board and staff to collaborate on a survey assessment. This would determine
what staff, Board members and downtown residents and businesses would like to see the
Association accomplish. The survey should determine strategy items to create a vibrant
downtown.
2. Conduct a preference survey and obtain feedback from staff, Board members and
downtown residents and businesses. These should be included in the downtown plan.
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3. Once get buy in from stakeholders, ask them to create a volunteer base to help with
events and implementation tasks and subcommittees.
4. Talk to public service groups such as Rotary and Kiwanis. Conduct as many
presentations as possible.
5. Be selective of volunteer base. Some people get involved to benefit themselves.
Volunteers should act to benefit whole.
6. Shopping centers try to duplicate downtown atmosphere. Don't destroy downtown to be
like shopping centers.
7. Don't create pedestrian-exclusive areas. Coos Bay and Eugene attempted this and their
downtowns failed.
8. Interest—free loan for business owners.
Contact:
Joan Wessel,Downtown Corvallis Association Executive Director.
(She stated that she is willing to help Tigard whenever she can.)
460 SW Madison Ave
phone: 1.541.754.6624
j oan(d),downtowncorvallis.org
Source:
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The Gresham Downtown Development Association
(Website information only. Staff has not yet returned my correspondences).
Structure
The Association was founded in 1991. It was originated by commercial property and business
owners. An Economic Improvement District was created in 1995.
Funding
1. Economic Improvement District(renewed every three years) assessed to property
owners for approximately$30,000 annually.
2. Tri-Met/Metro Funding for transportation related programs for$25,000 annually.
3. A contribution from the City of Gresham Council budget towards streetscape
enhancements (flower baskets, banners, tree lights) for$22,000 annually.
Purview
The Association's mission statement is: "... assist property owners and the City in the
development and promotion of downtown as an economic, historic, civic and cultural center."."
The organization's by-laws changed its membership to commercial property owners in 1999 and
the efforts of the organization became focused on the planning and management of development
activities.
Support mixed use projects with higher density components to drive activity for the retail area.
(The density component above the ground floor is what will create the retail activity. Housing
will support evening and weekend activity,whereas the office space will support weekday
activity.)
Additionally,the Center for the Arts is an important catalyst in energizing current investments,
re-energizing some stagnate investments, and drawing new investments to the area.
Projects:
• Graffiti ordinance
• Advocacy for the Center for the Arts
• Spirit of Christmas Golf Tournament
• 2005 Centennial Celebration activities
• Streetscape improvements, the Powell Blvd. Project
• Cleveland Blvd. Project
• Regional Center TMA
• Bike rack projects,web-site redesign
• Customer First Policy assessment
• Consideration of LID and renewal of an EID
• Managing association for Transportation Management Association. (A TMA is an
association of businesses,property owners, and government,which focus on identifying
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solutions to transportation issues within the Regional Center. Those issues are related to
access, connectivity,parking,pedestrian accessibility& safety, and commute options).
Events
• Spirit of Christmas Golf Tournament
• Spirit of Christmas event
• Art Walk
• Jazz Festival
• Rockin'Round the Block Car Show
• Gresham Farmers' Market
• Hood to Coast Relay
• Gresham's 100 Celebration and the Center for the Arts events
Effectiveness
N/A until successfully contact Association
Contact
Executive Director, Kathy Everett
503-665-3827 Phone
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Source:
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The Historic Baker City Corporation
Structure
The Historic Baker City Corporation is a nonprofit corporation that develops and promotes a
healthy and prosperous downtown and serving the community. The corporation has a Board
comprised of stakeholders generally elected. There is one position specifically allocated as a city
staff liaison. Currently, this is the city planner. Each tenant has an implementing subcommittee
which is chaired by a Board member.
Funding
The City of Baker City created an Economic Improvement District. This EID is an assessed
value tax on structures in the district area. This assessment is $1.75 per square foot. The City
provides a guaranteed operating budget. The budget is generated through the EID.
Purview
The Historic Baker City Corporation implements the national main street program's four tenants:
organization,promotion, design, economic restructuring. The corporation is under contract with
the city to carry out these tenants.
The corporation's purview is revitalization. According to staff, revitalization under the national
main street program does not include activities such as tourism, merchandising or retailing. It is
to create a sustainable and vibrant downtown. This is accomplished through the following:
1. Facade renovation This program uses SHPPO grants and other grants for fagade
renovations.
2. Streetscape improvements. Examples include benches, lights and sidewalks.
3. Shop local campaign. Shop Local/Local First movement recognizes that self-reliance of
a community and local ownership of businesses are critical requirements for a sustainable
and prosperous economy. This Shop Local movement does not require or demand that we
never go outside our community for consumer goods; it only asks that we first look
locally and make conscious decisions to support our community businesses.
4. Newsletter. Bi-monthly. Updates on downtown events and Board information.
5. Parking. Review parking issues such as dedicated parking, employee parking.
6. Destination Downtown program was conceived in 1991 and implemented in 1993 to
establish downtown Baker City as a destination for both local residents and out-of-town
visitors alike. These efforts were intended to create jobs through expanded retail
shopping offerings, improve community pride and livability, and establish Baker City as
a cultural/heritage tourism destination.
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Adopted as one of the key components of Baker County's economic development
strategic plan, Destination Downtown revolves around preserving,promoting and
capitalizing on downtown Baker City's Historic District. Since 1993, the Destination
Downtown program has helped facilitate more than 80 restorations within the downtown
district, attracting attention in state and national historic preservation arenas. Streetscape
projects,providing the downtown with banners,benches,trees,bicycle racks,planters
and historic district signs, have dramatically improved the downtown environment and
sense of vitality.
Effectiveness
Ms. Mehaffy believes that the following items have made the Historic Baker City
Incorporation effective.
1. Strictly adhered to the National Main Street Program tenants
(http://www.mainstreet.org/).
2. Participate in the Oregon main street program.
3. Staff specific to the Historic Baker City Incorporation.
4. Keep focus on downtown and commercial district.
5. Learned from LaGrande that tearing down historic buildings for box stores disintegrated
downtown. Make downtown the city's epicenter though practice, promotion and policy.
6. Codify downtown focus through city policy. For example a Corporation Board member
sits on the City's design review commission. The Corporation also collaborates with the
city to keep commercially-designated areas downtown. Any peripheral commercial areas
will have structural size limits to prohibit big box stores.
7. Assemble disparate perspectives together through consensus training. This coaching was
provided by Ford Family Foundation.
8. Use EID funds to fund the downtown association. Use URA funds to fund civic projects.
9. Have a progressive city manager who understands the incremental successes and
possibilities.
10. Report to city on quarterly basis.
11. Used SHPPPO Grants for facade improvements.
12. Free WiFi downtown.
Ms. Mehaffy believes that to improve the corporation, there could be increased citizen and
business owner involvement with downtown activities. There is a danger in successes that people
expect a certain capacity to solve problems and they don't realize that it's the citizens that
provide that capacity.
She recommends becoming part of the National Trust main street program. Follow those tenants
to create an operating structure. Membership provides access to case studies and many resources.
If the city is a member, each downtown business can be a defacto member. The city can defer the
costs by charging a small amount to each business.
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Contact
HBC Director Ann Mehaffy
downtown@bakervalley.net
541.523.5442
http://historicbakercity.com/
From Gene Stackler: Baker City Economic Development
1. About how to catalyze an association—how the city should do it: Find folks with self-
interest and vestment in the downtown.Anyone that would rise to top and become a
leader such as a business owner, retailer or a naturally strong leader.
2. Make sure to address potential animosity from other businesses that are not downtown
who may feel excluded.
A
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Source:
IV
Source:http://historicbakercity.com/
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Ellensburg Downtown Association
Ellensburg was not on the list of Oregon downtown Associations. Baker City's previous Director
now works for Ellensburg's Downtown Association. He was highly recommended by Baker
City's staff. He provided the following recommendations for Tigard:
1. Highly recommend National Main Street Program.
It is a grassroots,volunteer driven and staff managed program. It is based on local resources,
challenges and opportunities. It distills guiding principles into small actionable pieces. (He has
seen a danger of other associations not doing this distillation process, focusing on big projects,
and lacking leadership and direction. For example, trying to solve parking and never addressing
infrastructure or design.)He believes that the main street program is a comprehensive process.
The program has a technical and capacity-building resource that is invaluable. These recourses
are important with the public/private partnership model of the Main Street program.
In his experience, he has never seen community that uses this program which didn't succeed.
Many communities have only partially used it, such as only dong the promotions or economic
development. These communities have struggled. He believes that the program works because it
forces communities to be comprehensive and intentionally incremental. He has observed that
this program often takes a significant amount of effort to initiate. The first year is difficult
because many businesses won't become a partner until they have seen a success. He
recommended for Tigard to tap into existing groups. Involve all groups that see themselves as
stakeholders. Attract property owners into the Association's Board. They will be motivated by a
desire to have stable tenants. For the Board, downtown activities and steering committees, he
recommends inviting civic tenants such as churches and other non profits, municipal tenants such
as a library,post office and city tenants. These groups could be strong advocates because they
are not financially interested in downtown and bring a neutral perspective. He finally
recommends to actively recruit adjacent neighborhood representatives. He believes that they
would participate because they have an interest in having a vibrant,proximate downtown.
2. Private and Public funding
He recommended a trifurcated Association financial structure. This structure would derive 30%
from the municipality, 30% from stakeholders (the EID assessment) and the remainder from
other fundraisers. The public money source would be the URA TIF funds. He believes that this
structure forces both public and private entities to be at the table.
Most of the time, the Association is a private nonprofit corporation. These have started as a
Chamber of Commerce subcommittee,but he has seen the transition of these be difficult. He
believes that the optimal structure is an existing group that is willing to incorporate the main
street model. He believes that this will have a more fluid transition from inception to activity.
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I Use a Workplan
To go from a vision to a tangible success, the Association must have a workplan and not just a
vision. The workplan would be based on the Main Street four points. Each point has a goal,
objective and implementing tasks. He has observed organizations fail when these connections are
not linked. This usually happens with promotions committees. The committee limits its purview
to events and creating traffic downtown. This creates no relationship to the larger vision or a
consistent downtown image. (For example,having a car show one weekend and a pancake feed
the next does not create a consistent downtown function.)
4. Mixed Use—a Functional Downtown for downtown residents
For Tigard,he recommended a mixed use community for downtown. This would not compete for
destination retail with Washington Square and other areas. The retail component should cater to
the new residents. He recommended assessing whether downtown is a revitalization or
downtown redevelopment effort as, in his opinion,these are different. He also recommended to
assess existing structures and focus on reuse as much as possible; not to try to create a theme or a
fagade out of an improper building.
Timothy Bishop
Phone: (509) 962-6246
I
7. .
Source:Source:
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McMinnville Downtown Association
Structure
In the mid 1980s a group of property owners approached the McMinnville City Council to create
a downtown association and an associated district. In response,the City Council adopted
economic improvement district which funded the downtown association.
The Association is operated by a Board of directors and staff. The Board generally sets the
Association mission, direction and creates the budget. The Board creates subcommittees which
are tasked with goal implementation. Subcommittees include: design and beautification, capital
improvements and economic improvement. One Board position is reserved for a city staff
member. City employees become liaisons between the City and Board. Additionally, the Chief of
police collaborates with the Association for special enforcement in downtown. The Association
and City collaborate on specific activities such as street closures for brownbag concerts and
festivals. For these activities,the Association and the city street department coordinate with
signage.
Funding:
The downtown district assessed a tax based on square footage. There are two zones. Each zone
has a different assessment rate. The tax is paid to the City and passed through to the Association.
Purview
The Association has operating committees focused on Organization, Promotion, Marketing,
Design, Parking and Economic Improvement. Association also does capital improvements such
as street lighting.
City-driven projects include a downtown improvement plan and a downtown tree preservation
plan.
Effectiveness
The following are effectiveness elements. They were identified by city and Association staff.
• Initial funding method. Having the funding in place before the Association was started
provided motivation and capacity.
• Comprehensive property owner participation(in paying the district assessment). This
gave the association initial financial stability.
• The Association frequently updates City Council and integrates City staff well.
• Initial and continued strong City Council support.
Staff believes that the following could be completed to be more effective:
• New streets and sidewalks
• More festivals and funding for these
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• Future parking structure. (Currently have a combination of City owned parking lots.
Seemingly comprehensive participation with joint parking agreements with downtown
churches.)
• Parking and pedestrian navigation wayfinding signs.
• Increased ADA parking.
McMinnville staff had the following recommendations for Tigard:
• Obtain strong community support by property owners. (Without this, the association and
city will have decreased effectiveness.)
• Maintain grassroots efforts.
• Beware the risk of complacency. Don't rest on past successes.
• Don't deviate from original downtown mission.
Contact
City Staff:
Mike Bisset
City of McMinnville
bissetmga,ci.mcminnville.or.us
503.434.7311
Doug Montgomery
McMinnville Planning Director
503.434.7311
Downtown Association:
Patti Webb downtown manager ginger is office person
McMinnville Downtown Association
(503)472-3605
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Source:
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AGENDA ITEM #3: Round Table Discussion—Downtown Association Development
City Center Advisory Commission / Tigard Central Business District Association (Vicki
Dugger— Oregon Downtown Development Association)
Important Discussion and/or Comments: Chair Ellis Gaut stated that the purpose of
the meeting tonight is to get background information from the Oregon Downtown
Development Association (ODDA) and begin to explore what the mechanisms look like and
how they work. No decisions or actions will be made tonight. The expectation at this point
is very preliminary— to educate ourselves about downtown associations and begin to think
about what sort of role such an organization might serve in Tigard, what it would look like,
how it would work, how it will be funded, etc.
Phil Nachbar reviewed some of the key points of the Leland recommendations relating to
having a downtown association. The Leland Report talks about the existing Tigard Central
Business District Association (TCBDA), saying that its membership is limited and that it
does not have adequate resources to staff a manager position. The Chamber of Commerce
is supportive of Downtown revitalization, but its mission is broader than just the
Downtown. Leland recommends an organization whose sole focus is Downtown. It would
operate in parallel with the CCAC and would likely have a representative to serve on the
Commission. It would not replace the CCAC. The City can serve in a supporting role by
providing seed money to hire an executive director. Eventually, the organization should be
completely privately funded, possibly through a business improvement district or with
membership dues.
TCBDA member Mike Marr provided history of the former (Tigard Downtown Merchants
Association) and current (TCBDA) downtown associations. His report is attached as
Exhibit A. There were comments about an earlier attempt to form an Economic
Improvement District (EID) and Business Improvement District (BID) in the Downtown.
It was noted that if more than 33% of those affected remonstrate out, an EID or BID can't
be implemented. Business owner Forrest Johnson was against it because there was no
benefit that the business and property owners could see other than hanging baskets. He
believed the City of Tigard should have paid for the baskets rather than the business and
property owners.
Vicki Dugger reported on how urban renewal links with and partners with downtown
associations and provided some examples of other downtown associations. She noted that
downtown associations should be education-based and be a 501(c)(3) non-profit
organization (non-profits that can obtain foundation grants and sponsor events). A
501(c)(6) organization is more of a membership and doesn't have the same non-profit status.
It provides benefits to its membership only. 501(c)(3) organizations are much broader and
CCAC Meeting Minutes for April 9,2008 Page 2 of 8
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try to provide benefit to the larger community. Either category will work for a downtown
association.
Some downtown associations are more interested in promotions, marketing, and events.
Others concentrate on economic development and business development. The association
needs to decide how comprehensive as an organization they want to be. The National Main
Street Program has a 4 point approach:
■ Economic Restructuring and Economic Development (business transition, retention,
and business recruitment and development)
■ Organization (strengthen and build the organization to make it long-term and
sustainable)
■ Design
■ Promotions and Retail Events
Dugger said it's also important to work with the City and partner on policy issues. A
downtown association gathers the downtown private stakeholders together and moves them
forward with an agreed upon vision. What will the business development and clustering
look like? What are all the pieces that they want to do? In order to have the kind of balance
for downtown redevelopment that's sustainable and successful, you need that kind of
partnership. A strong and capable downtown association needs to be able to represent,
advocate for, and help pull the private piece of revitalization forward as a group.
Dugger provided some information on the Main Street Manager Certification Program. She
noted that it's not mandatory for a Main Street Manager to be certified. Also, Oregon has
recently approved a new Main Street Program for the state. She provided history on the
ODDA, advising that they delivered Main Street services for approximately 15 years as a
sub-contractor through the Oregon Economic and Community Development Department.
Downtown associations have a tremendous role in communication to keep everyone in the
organization informed and in touch. They need to be able to articulate the benefits of the
organization. They should partner with the city and not be so developer driven.
Dugger was asked to contrast the role of a downtown association versus having an economic
development director or a city-paid staff person doing the job. She said city staff can never
really get to the hearts and minds of the entrepreneurial group; whereas, an association is
made up of members who are business driven. The two can be complementary.
Dugger was asked how Downtown Tigard businesses can move things forward and go about
the process of goal setting, and what role the City would play at the initial stages. She
answered that the existing Downtown Association should first decide what they want their
role to be for Downtown Tigard. Do they want to expand on what they've already been
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doing, do they want to get into business development and retention, do they want to work
on capacity and partner with the City?
Dugger was asked about recruitment and timing for going out for an EID/BID. She said it
typically takes 12-18 months. A downtown manager can organize things, work on
education, talk to people, answer questions, prep the board, etc., but the business association
board has to do the work to sell an EID/BID. It was suggested having some downtown
managers come talk to the CCAC on how they work and how their organizations are
functioning. Dugger recommended Patty Webb, McMinnville and Kathy Everett, Gresham.
It was advised that business clustering refers to businesses that feed off one another and
help each other in marketing and promotions. They are complementary businesses — they
support one another and have the same interests. Business clusters can pull people into the
Downtown.
Qualifications of a good downtown manager include good communication skills and
understanding of marketing and business development. They need to know how to work
with the business association and how to help facilitate things that need to happen. They
also need to know how to partner and how to make things work more efficiently.
Regarding funds for initial seed money, Dugger suggested seeing if the Downtown
Association could come up with some funds to match a City donation. This could be a way
to establish ownership for business and property owners and show that they're in support of
the program.
Dugger was asked about significant differences between stand-alone cities and suburban
cities. She noted that Portland doesn't have a business district manager. If there were a
circuit manager that came into a business district 2 days a week, she believes the district
could move forward much faster. The Kenton District has a Merchants' Association and a
Neighborhood Association and they do the best they can, but it's not enough. Downtown
Tigard still feels like a downtown, and for that reason, Dugger thinks that it may be easier.
She noted that Lake Oswego does not have a paid manager. It's all volunteer.
Dugger advised that an EID, economic improvement district, is an assessment that property
owners pay, e.g., 7¢ per square foot. An EID typically brings in more money that BIDs. A
BID, business improvement district, is typically a surcharge on a business license.
Sometimes, the EID and BID overlap and business/property owners pay both.
Dugger suggested having a conversation with the TCBDA and ask what they see as their role
in this, does it have merit, are they interested, do they want an expanded role in business
development. Focusing on business development is a key issue.
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It was noted that some communities are doing fine without economic development districts.
What will happen with all the non-conforming businesses in Downtown Tigard as property
is re-zoned and phased out? Some business owners don't see any benefit. Staff advised that
a downtown organization can play multiple roles — business development and working with
businesses to communicate their needs and concerns to the City. The City wants to work
with businesses. The Downtown Association can play a role in working with businesses that
are going through transition, and also with those that want to stay and grow.
How can we engage property owners who are sitting on properties slated for transition
without being adversarial? Dugger suggested concentrating on the easiest catalysts that
won't rip everyone apart. For example, there may be 20% of the people who really resist
change, 60% who are ambivalent, and 20%who are excited about a project. You should
concentrate your efforts on the 60% who may not really care too much one way or another,
rather than trying to change the minds of 20% of those people who will probably transition
out in 50 years.
Dugger talked about leadership. She said it's incumbent on a downtown association to say,
"We know it's not going to be easy, but these are projects we really want to move forward"
and then to have the leadership to say, "OK, we heard you, but you're not going to derail
what we've all agreed to do." Having a downtown association and strong communication
and partnership with the urban renewal agency is critical.
It was conveyed that the Downtown business owners have gone through a lot already and
then they come to a meeting and hear about something that they've remonstrated against
before. Business owners won't all act the same. Dugger said that downtown associations
don't always agree with urban renewal districts, but in order to be successful, they can't be at
cross-purposes. They need to be headed in the same general direction. Phil Nachbar
reiterated that the goal of the Urban Renewal Agency is to improve the value of businesses
Downtown.
Dugger was asked if there is an example of a questionnaire for getting feedback from
business and property owners as to how they feel about having a downtown association.
She said she would check on it. It was brought up that the questions asked will determine
what the answers will be. The questions need to be looked at along with the responses.
Dugger noted that, first, education is needed on what an EID is and isn't.
Lisa Olson suggested having time to debrief and share information with other TCBDA
members. She thought the CCAC might also like time to discuss the information and then
perhaps bring the 2 groups back together later for more discussion. It was noted that the
City's input financially will be part of the equation. Councilor Sherwood advised that the
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groups need to work together and let Council know what they want so it can be put in the
budget. Council is 100% behind the Downtown efforts.
It was suggested exploring the "five first steps" listed on the Main Street website and
spending time at the next meeting to see if there is agreement on going ahead with some or
all of those steps. Staff will schedule time for the next meeting for debriefing and update of
the five elements.
It was mentioned that staff will be meeting with the TCBDA tomorrow to share long term
budget information.
Action Items (Follow-Up or Votes): Staff will send out copies of Mike Marr's testimony.
Staff will mail out information on the five first steps of the Main Street program before the
next meeting.
AGENDA ITEM #4: Budget Schedule — Key Items
Important Discussion and/or Comment: Phil Nachbar gave an update on the Urban
Renewal budget and related projects (Exhibit B). He advised that the Lower Fanno Creek
Park (a City park) would be funded with Park SDC funds; the Upland Park (a community
park) would be funded 54% from Park SDC funds and 46% from Urban Renewal funds.
The Master Plan was paid from Park SDC funds. Alexander Craghead believes there was
earlier discussion about repaying a portion of the Master Plan (design of the Plaza) from
Urban Renewal funds. Staff will check into this.
Nachbar pointed out that a lot of the Downtown projects are being paid from sources other
than Urban Renewal funds. Councilor Sherwood advised that Metro may be willing to
provide some funding for trails.
Nachbar reported on the status of the Stevens Marine property. They have identified a few
properties that they're interested in and staff is following up on them. Once a location has
been selected, we would buy the existing Stevens Marine property and they would use the
money we pay them to buy their new property. Nachbar is hoping to put an agreement
together within the next 6 months.
There was discussion to clarify the intent of the motions made in February and March
regarding budget requests. The motions are noted below:
From February 13, 2008—Motion by Commissioner Lilly, seconded by Commissioner Shearer, to request
the CCDA include in the fiscalyear 08-09 budget additional funding in the amount of$100,000 for
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�1
PA
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 research 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.
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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
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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 01 2008 Page 3 of 3
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�1
PA
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.
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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:
hLtp://www.mainstreet.org/content.aspx?page=l989§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.
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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.
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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.
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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 28t" and in LaGrande on May 30"
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 CODA, we could start
by seeing if something like this would fit in the near term future for our Downtown.
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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 `I'DIP, the Commission, and staff?
I to a. h members be rit by being � �
1 1V W 11V elle 111e1111JC1J IJ G11e i1� ,iii lilelillJ e.rs:
■ 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
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■ 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 hof the city, condition of the businesses within the
main street of the town, and the physlc al SIZ, of the dcwll LVwll are important. 11 Wl1
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.
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■ 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 wi l Qe that people deed to get wheie 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.
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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`x', and a back up date of July 23"'. 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 23"d.]
Jerree ew s, CCAC Secretary
ATTEST:
Chdir ,Nhcg Ellis Gaut
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�1
MEMORANDUM
TO: Alice Ellis Gaut, CCAC Chair
FROM: Sean Farrelly,Associate Planner
RE: Downtown Organization: Follow-up with Leland
DATE: June 2, 2008
At the May 14, 2008 City Center.Advisory Commission meeting, members requested
staff to ask follow-up questions to Leland Consulting regarding their
recommendation to establish a downtown organization. Here is a summary of my
conversation with Chris Zahas of Leland Consulting, using the questions that were
posed at the CCAC meeting.
Q: How important is it for Tigard to have a downtown association? What is your
basis for making that recommendation?
A: The most important reason for establishing a downtown organization is that the
City cannot do everything alone- particularly marketing, business outreach, and
advocacy. Organizations with professional paid staff can accomplish more. Having
an organization also gives the private sector a chance to "put their money where their
mouth is" by forming a BID or other membership funding and eventually becoming
self-sustaining. The organization would also foster leadership and create a dialogue
between the City and downtown interests.
The timing of forming such an organization is a consideration that Tigard will have to
figure out.
Q: Different types of businesses, retail and industrial, have different concerns. A
downtown association could function to both assist retail expansion, events planning
etc., but also serve as an advocacy group for businesses that will go through a
transition during redevelopment. Do you see this as important to a"cooperative
effort"?
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A: This is very important to a collaborative effort. Chris added the organization
should have a balanced membership- made up of business owners who want to
remain in the Downtown for the long term, and property owners who may be
interested in redeveloping. Chris suggested the City should have a representative
(voting or non-voting) on the board and the organization should have a
representative on the CCAC.
Process:
Chris also commented on some process issues,if the organization is pursued. Criteria
should be developed that any organization must fulfill before any funds are dispersed.
Tasks should be set out that will be the basis for judging the success of the
organization.
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City of Tigard
City Center Advisory Commission
Subcommittee on Leadership Capacity in Downtown
TO: Chris Zahas, Leland Consulting Group
FROM: CCAC Subcommittee on Leadership Capacity in Downtown
DATE: 30 May 2008
RE: Questions for the Leland Group Regarding the October 2007
Development Strategy DRAFT
Currently the City Center Advisory Commission is looking into implementing the
recommendations made by the Leland Consulting Group in their Development Strategy
for Downtown Tigard, Oregon, dated October 2007. One of the suggestions made within
the strategy is the establishment and/or support of a business association for the
downtown area. The CCAC has some questions regarding the context of this
recommendation. They are as follows:
1.) Why is the establishment of an association recommended at this stage,
despite the fact that much of our redevelopment still lies ahead of us?
2.) Why does this recommendation deserve this level of priority?
3.) Considering the importance of residential uses to the redevelopment of
downtown Tigard, what role is there in an association for residential
matters?
4.) Page 17 of the strategy mentions the importance of strengthening
private leadership. What role would an association play in this, especially
regarding property owners?
5.) On page 13 it is mentioned that downtown needs an organization to
"champion and implement projects". Considering the strong role in
downtown redevelopment played by the City/CCDA, what would private
sector "championing" and "implementation" look like?
6.) Do you know of any downtowns with similar aspects such as business
mix, urban renewal, single retail street, early stages of redevelopment,
etc... that might serve as a comparison?
7.) What information sources can you recommend for other models of
45 of 128-10/06/11
associations than the typical Main Street Program model?
8.) What can Leland tell us of associations or any model that have failed,
and why?
Any assistance Leland Consulting can provide the CCAC in answering these questions
will greatly aid us in understanding the context of the recommendation made, as well as
how best to implement it.
46 of 128-10/06/11
If the CCAC decides the windscreen is a element they would like to pursue, staff will take
the issue to Council separately.
Action Items (Follow-Up or Votes): Staff will add discussion of the windscreen to the
July meeting and Commissioner Barkley will see what materials she has from earlier
committee work.
AGENDA ITEM #6: Organizational Leadership and Capacity in Downtown
Important Discussion and/or Comments: Sean Farrelly reported that he contacted
Leland Consulting and asked some follow up questions about a Downtown organization.
Chris Zahas of Leland responded that the reason for having a downtown organization is that
the City cannot do everything by itself. Organizations with a paid staff can accomplish
more. Eventually, the organization could be self-sustaining and be able to fund itself after an
initial period of being supported by the City. An organization would foster leadership in the
Downtown and create a dialogue. The timing for forming an organization would be up to
the City to determine.
I;arrelly noted that there's a lot of interest in the Downtown right now, but it's not
necessarily in agreement. Some businesses might want to stay for the long run, but other
businesses might not survive the transition. Chris Zahas said that any organization should
have a balanced membership made up of Downtown businesses who want to remain for the
long term and property owners who see an eventual possibility in redeveloping their
properties. The City should have a representative on the board, either voting or non-voting.
In a follow-up conversation with Zahas, l"arrelly asked if Leland could direct us to cities that
are going through similar things. Zahas said that Oregon City and Sherwood both have
downtowns with urban renewal districts and are in the early stages of development. He also
mentioned Bellingham, Washington as an example of having a successful downtown
organization.
Commissioner Craghead reported on the work done to date by the CCAC subcommittee
tasked with researching leadership capacity in the Downtown (Exhibit C). He began by
providing some background information for the new Commissioners. He advised that the
subcommittee developed a list of 7 research questions based on questions raised at the May
14`h CCAC meeting (page 1 of Exhibit C). The subcommittee added a couple of questions
that complemented the ones raised by the CCAC.
Executive summaries of the Niay 21" and May 28`h subcommittee meetings are included in
the exhibit. The last 2 pages of the exhibit include a series of questions to ask Leland
CCAC Meeting Minutes for June 11,2008 Page 6 of 9
47 of 128-10/06/11
Consulting. Craghead said the subcommittee is still in the research phase right now. They
are working on comparable cities — what are cities that arc like us (geographically or
economically), what arc they doing, and how is it working for them. Other models are also
being looked at —what other shapes do associations come in, other than the Nfain Street
Program.
Existing conditions for the Downtown are a little more difficult to determine.
Commissioner Craghead has a list that includes the business names,what kind of businesses
they are, and the owner's address. He is developing a matrix of urban renewal districts and
cities that have some form of association. The matrix will show where there's one but not
the other, where they have both, populations, budget numbers, numbers of people who are
members, numbers of people who can be members. His biggest challenge is that there is no
list anNwhere of cities that have associations in this state.
It was suggested adding cities that have economic directors to the matrix (city staff vs. paid
downtown organization staff). Craghead said that if they exist, they more than likely won't
be dedicated to just the downtown areas; but if there are, he will note it.
Craghead hopes to have the Leland answers by the next CCAC meeting and noted that
Commissioner Shearer has been working on the academic research. He reported that he
attended the recent Oregon blain Street open house in Oregon City. He advised that this is
a program administered by the State —it is not a third party, non-profit program. The
program has been inactive for about 5 years and is now being re-built. It is based on the
National Trust for Historic Preservation's national program for Main Streets, but there's
more flexibility in the State program. There are also multiple levels for the kind of
commitment required, the kind of criteria you have to fit with, and the kind of benefits you
get in return.
There is no cost to join the program. There is a certain degree of criteria that has to be met
and data that has to be provided. Primary benefits are consulting benefits for the
:Association. 'There are 2 different levels — !:Exploring and Performing. The Exploring level
is easier to get into. There's a lot less criteria, you can enter at any time of year, and there are
no deadlines. You get a certain degree of support from this Ievel. The Performing level is
more strict. It confines itself to the National Program. We would have to talk to Gary
Vanl-luffel to know if we could qualify for the Performing Main Street version. It's possible
that only part of Main Street might qualify.
Craghead reported that Clackamas County wanted to do their own thing, so they created a
custom Program based on the Main Street Program that works with the State Department.
Clackamas County came up with their own criteria, their own goals, and made an entire
custom program for every community in their county.
CC.AC Meeting Minutes For June 11,2008 Page 7 of 9
48 of 128-10/06/11
Gary VanHuffel is very open to having a conversation about what our needs are, what we're
looking for, and what they can do to make us fit. He's working with communities where the
historic districts are completely gone,places that never had a historic district but want to
create something like that, and places where there's nothing. Craghead believes there is
some potential with this program that warrants further investigation. It was noted that
Tigard belongs to the National League of Cities; this could be another resource for us to
look at.
Phil Nachbar asked the Commission to think about where they want the discussion to end,
what the by-product of all the work would be, and what steps would need to be taken to get
there. Chair Ellis Gaut said the subcommittee was asked to do this work for the following
reasons:
• the CCAC would like to bring a preliminary recommendation to the CCDA and
Council regarding the downtown association element of the Leland Report;
■ do we feel this is something that Tigard needs and could benefit from;
■ preliminary exploration needs to be done so the CCAC can be prepared to say, "Here
are some elements of an association that would be mutually beneficial for both the
members of the association and for the City."
It appears there's a lot of research that needs to be done. In general, the target is to have
sufficient education for the Commission to formulate a preliminary recommendation within
a 3 month timeframe. Commissioner Craghead believes the subcommittee could have a
significant amount of information available by next month. It may be possible to have all of
the information available by August. Two questions that need to be answered before going
to Council are: do we need an association and, if so, what does it look like? Craghead
proposed there be an open discussion next time to get an initial dig in and then maybe in
August, have a discussion to answer the 2 questions. Chair lois Gaut noted that the
discussion in August could take extra time, so she asked that very little else be on that
agenda.
A 3 month timeline might be ambitious and if the Commission isn't comfortable going
through wordsmithing at the end of the August meeting, we may have to extend it. Staff
volunteered to help the subcommittee develop some broader concepts. Commissioner
Murphy said the subcommittee would like to see if the National League of Cities might have
information on business associations and if there is research available on other models
besides the Main Street model.
Action Items (Follow-Up or Votes): Staff will add organizational leadership and capacity
i» the Downtown discussion to the July agenda.
CCAC Meedng Minutes for June 11,2008 Page 8 of 9
49 of 128-10/06/11
will be allowed to continue, but new businesses that are not compatible would not be
allowed.
The CCAC is encouraged to attend the open house on July 301`' and see what is being
proposed. Staff briefed the Commissioners on the development code schedule (Exhibit B).
After the subcommittee endorses any changes, the amendment will come to the CCAC for
review. The CCAC can choose to endorse it or request modifications. The formal
recommendation will come from the Planning Commission.
Regarding the citizen involvement process, visitor Lisa Olson questioned what we can learn
from the Burnham Street experience and apply it to this so that we can better communicate
and have a better relationship with the people. Staff advised that property owners will be
notified and invited to the open house. Perhaps there could be a way to follow up with the
property owners.
Visitor Mike Marr thinks there may be some property owners who will be concerned about
how a new development next to them could impact their own properties. He thinks we
should be sensitive about this and make sure they understand that the code protects them
from negative impact of other development adjacent to them.
Staff thinks we could be a little more proactive and anticipate some of the concerns of
property owners about the guidelines. Property owners want to know if something is going
to impact them. Perhaps we could make personal contact with those property owners who
will be affected. The creation of new non-conforming uses has been minimized, so staff
believes the list could be pretty small.
Action Items (Follow-Up or Votes): Staff will directly contact those property owners who
will be most affected by the land use changes in Downtown, either in a group meeting or
one-on-one. It will be informal and personal so they can ask questions.
AGENDA ITEM #5: Organizational Leadership & Capacity in Downtown
Important Discussion and/or Comments: Commissioner Craghead reported that most
of the material for leadership is written (Exhibits C, D, E). He briefed the Commissioners
on his research during the past month. He pulled information from the Downtown survey
completed in 2004 and compiled the comments from business and property owners (Exhibit
C). He reviewed business licenses issued in the Downtown and summarized what they are —
retail or non-retail; owned by someone in Tigard or outside the City; and other various facts.
He noted that there is no retail at all on Burnham Street. Exhibit C also contains existing
conditions and developer interviews from the Leland Report.
CCAC Meeting Minutes for July 9,2008 Page 6 of 8
50 of 128- 10/06/11
Exhibit D is an overview of the dialogue with Leland over the last couple of months.
Craghead advised that staff sent an email to the Commissioners which includes additional
information (Exhibit E).
Exhibit F contains information about comparable cities. There is one category (similar
downtowns) that the subcommittee has not completed yet. The draft does have information
on cities with similar populations, budget sizes, and overall physical size. It also includes
what those are cities are doing— do they have an association; do they have urban renewal; if
they have an association, how is it funded; is there any relation to the urban renewal district
and how the district is managed and those associations. Craghead advised that our twin is
apparently Springfield. They have a young district and a downtown that's never been
defined, but it seems to be a single street about 6-8 blocks long. The district includes a lot of
areas in addition to that street (light industry, industry, and strip malls). He said the
subcommittee will have more information next time.
Commissioner Craghead reviewed Exhibit G with the Commissioners. It's an aggregate of
all the business licenses issued last year. Some are duplicates (buildings that had 1 tenant
who went out of business, then another license was issued the same year). The hair salons
have a license for every person who has a chair there. The red and yellow dots are retail
uses; green and blue are non-retail uses which could be anything from Office Professional to
an apartment manager or other uses. The yellow and blue dots represent out-of-area
owners; red and green dots are owners who are registered in Tigard.
Craghead advised that there are 3 geographical areas that appear from this data— Burnham
Street, Main Street, and the Hall/99W cluster. Burnham Street shows no retail. Main Street
shows more non-retail than retail; there are more offices than retail right now. The
Hall/99W cluster has about a 50/50 split between retail and non-retail. There are not a lot
of large employers —Luke Dorff has approximately 70 employees (although they might not
actually work on-site); Russ Chevrolet has about 70 employees; and Magno-Humphries has
about 90 employees. Only 23 out of 308 businesses have more than 10 employees.
By looking at the map, staff believes that currently there's a stronger market for office space
than there is for retail in the Downtown. Commissioner Craghead said that the
subcommittee will hopefully have the remainder of the information next time which will
include what the other models are and how the Main Street model works. There will also be
information on what some cities are doing that have only urban renewal districts and no
associations. All of this information will hopefully provide context to the CCAC for being
able to define what this will look like — if we have an association, what will it look like, what
is its role, what are its goals and criteria.
CCAC Meeting Minutes for July 9,2008 Page 7 of 8
51 of 128- 10/06/11
Action Items (Follow-Up or Votes): The Commissioners will read the information
provided and think about any questions they may have.
.AGENDA ITEM #6: Commuter Rail Shelter —Windscreens / Betterments
Important Discussion and/or Comments: None
Action Items (Follow-Up or Votes): This agenda item was tabled until the next meeting.
AGENDA ITEM #7: Other Business Items
Important Discussion and/or Comments: Phil Nachbar showed the Commissioners
some new books that the City recently purchased for the CCAC to read. i Ie also distributed
a new Urban Renewal Plan Project Cost Update (Exhibit H).
Action Items (Follow-Up or Votes): The secretary will send a reminder about the tour of
the Elite Care Fanno Creek facility on July 23x.
�1 / � 'i•.ter_ /
jerrle Lewis, CCAC Stcretary
1
ATTEST: l -;'
/" J(
Vice Ch Lily Lil y--
CCAC Meeting Minutes for July 9,2008 Page 8 of 8
52 of 128-10/06/11
DRAFT ��r�, ►��1 � ��
City of Tigard / Downtown Associations in Oregon... 5
NEEDS ASSESSMENT(DRAFT)
Research Question:
What are the needs of the downtown property owner, business
owners, and residents within downtown Tigard that are currently not
being filled by the city? Also the reverse: what are the needs of the
city downtown that are not currently being addressed by downtown
business and property owners?
Downtown Survey 2004.
In Spring of 2004, the City conducted a citywide survey regarding Downtown Tigard. This survey took
the form of a single sheet of 8.5x11 inch paper that combined a multiple choice section, a scaleable
answer section, and an open-ended question section. Its focus was to determine how often and why
people visit downtown, as well as their Impressions of it. Also on each survey sheet was a checkbox
interface asking if the respondent was a downtown property or business owner. Surveys were
distributed at the Tigard Farmer's Market, the library, selected downtown businesses, at Tigard
Chamber of Commerce meetings, and through the City's newsletter, the Cityscape. Survey data was
utilized during the formation of the Tigard Downtown Improvement Plan, For a sample survey, see
Appendix (Insert).
Of the 563 returned surveys, 22 came from individuals who identified themselves as either a property
owner in downtown, a business owner downtown, or a combination of both. Of these 22, three were
duplicates, making 20 unique respondents from the area.
Four (4) respondents indicated that the area needed more housing or offices in order to stimulate
economic activity. Generally these sorts of projects come as a result of city regulations (zoning,
design standards), city incentives (tax breaks, grants, subsidized property sales), and private sector
interest. Associations usually do not have a role in such projects, although they could provide
promotion and developer outreach that could lead to deals.
Another four (4) respondents identified parking, traffic, and pedestrian access as key areas that
need improvement in downtown. These are capital projects that are usually undertaken by a
government or an urban renewal agency, rather than an association,
Eight (8) respondents mentioned business mix as a primary concern. Typical requests came for
small specialty retailers, bakeries, coffee shops, and the like. Business recruitment is usually a task
handled by private property owners on a property by property basis, or by third party nonprofits such
as business or merchants associations.
One respondent utilized the survey as an opportunity to state his opposition to the City's plans and
his belief that the survey was a total waste of time. Another respondent mentioned opposition to any
plan that included tax breaks.
City of Tigard GIS Data / 2008
The City Center Urban Renewal District consists of 193.71 acres, divided up into 183 parcels, and
hosting approximately 308 businesses.
According to records of business licenses issued in the URD, of the 308 businesses in place at
present, less than half (144) are registered with ownership shown as Tigard locations. Of these, most
show the same location as the place of business. Of the remainder of the businesses in the URD,
about half show owners registered at addresses in the Portland metropolitan area, while the
53 of 128-10/06/11
t
City of Tigard / Downtown Associations in Oregon... 6
remaining half show as being registered out of state.
Of the 308 businesses registered in the URD, a little over a third (116) are retail in nature. The bulk of
businesses registered in the downtown core are service based or are professional offices.
Retail Uses. There are 116 retail type uses in the URD. These are defined as businesses where a
storefront is essential to business, and thus includes barbers, salons, and showrooms as well as
traditional retail stores, but does not include medical offices or the like.
Most retail uses are concentrated in the Hall/99W region (58), with another large concentration
located along Main Street (35). Notably there are no registered retail businesses in the Burnham
district. However, in both areas, retail uses are outweighed by non-retail uses, with the most striking
example being Main where the ratio of non-retail to retail begins to approach 2-to-1.
Ownership of retail on tends to be primarily locally registered, with 27 out of 35 being "local" on Main
Street, and 40 out of 58 registered as "local" in the Hall/99W region.
Non-Retail Uses. There are 192 non-retail uses in the URD. These are defined as businesses of any
type that do not require a storefront presence, This includes a span from automotive repair to
industrial manufacturing to offices to professionally managed apartments.
Non-retail uses are fairly evenly spread across the URD. There are 49 non-retail uses on Main Street,
66 non-retail uses in the Burnham district, and 57 non-retail uses in the Hall/99W region. In the
Burnham district non-retail uses are the only licensed businesses on record. In the Hall/99W region,
they take nearly equal weight with retail uses (57 non-retail to 58 retail uses), while on Main Street
they outnumber retail uses (49 vs. 35).
Ownership of non-retail uses tends to be primarily registered as local. On Main Street, 41 out of 49
are "local"; in the Burnham district, 46 out of 66 are "local", and in the Hall/99W region, 41 out of 57
are "local".
Employment Downtown. Of the 308 registered businesses downtown, only 23 have ten or more
employees. The largest employer is Magno-Humphries, a manufacturer of vitamins and dietary
supplements, with 97 employees. The second and third highest are Luke-Dorf Inc, a healthcare
related firm with 74 employees, and Russ Chevrolet with 70 employees.
Limitations. This data is imperfect. In some cases, beauty salons (counted here as retail uses) have
multiple business licenses, one for each practitioner. Also, some duplications were noted in the data,
which was obtained from the City of Tigard's Geographic Information System (GIS), most likely
attributed to one business going out of business, and another taking it's place within a short time
span. Most of these discrepancies were in retail uses. Also, some businesses may be operating
either without a business license, or using a license listed at a location outside the URD.
Lastly, this survey of business license data only paints part of the picture, as it does not address
ownership of property, only of businesses and tenants.
Summary. Three notable facts stand out:
Most businesses in the URD are not retail. Non-retail uses outnumber retail uses even on Main
Street.
There is a significant geographic split. Burnham is entirely without retail businesses, and is
oriented towards auto repair and construction. Main Street is primarily non-retail uses -- mostly
professional offices -- with retail coming in second. Hall/99W, with its high visibility, has the highest
concentration of business activity, and is evenly split amongst retail and non-retail uses
54 of 128- 10/06/11
City of Tigard / Downtown Associations in Oregon... 7
There are few big employers downtown. Most employers have less than ten employees. Small
offices are typical of employment downtown.
Downtown Strategy -- Existing Conditions
In an appendix of the Downtown Strategy, the Leland Group include a summary of existing
conditions in downtown Tigard. Among their findings are:
Low overall improvement to land value ratio. The current value of commercial land in the URD was
estimated to be between $20 and $24 per square foot in 2007 dollars. This reflects "substandard"
conditions. As a result rates of rent are low, generally $12 to $18 per square foot, which is too low to
attract developers.
Broad land use mix. Leland identified Burnham as primarily industrial in nature, with Main and the
Hall/99W region being the primary commercial areas.
Large lot locations. Most lots over one acre in size are located either in the Burnham district or in the
Hall/99W region. These areas would be most attractive to developers.
Downtown Strategy -- Developer Interviews
In order to assemble the Strategy, Leland Consulting Group interviewed a group of developers in the
Portland area, asking for input on redevelopment in the URD. A summary of these interviews was
attached to the Strategy as Appendix B. Among the mentioned items were:
Business mix. A series of business types were mentioned as being needed in the URD, including
specialty grocers and other high quality and specialty retailers.
Property owner engagement. It was recommended that the property owners need to be engaged
by the City to discuss alternative means of redeveloping sites that will bring profit to existing owners
while benefitting the community.
Downtown ombudsman. It was suggested that the City have a key individual whose sole role is
communicating with downtown business and property owners with a goal of championing retenanting
or improving businesses.
55 of 128- 10/06/11
DRAFT
City of Tigard / Downtown Associations in Oregon... 8
LELAND'S CONTEXT(DRAFT)
Research Question:
What is Leland's broader context for providing a recommendation that
the city support financing an association at this juncture?
Development Strategy for Downtown Tigard, Oregon ("Leland Report")
Funding and support of a downtown focused association was identified as a recommended project
by the Leland Group In the Development Strategy for Downtown Tigard, Oregon, dated October
2007. Leland identifies this project as a short term, high priority project which would cost the city
approximately $40,000 annually, with the primary responsibility being in the private sector
(Redevelopment Strategy, p. 18).
Leland suggests that such an organization would take on a leadership role to champion projects In
the private sector, They further note that the existing association, the Tigard Central Business District
Association, lacks both broad membership and funding, while the Tigard Chamber of Commerce lacks
a focus on downtown. They advocate an association that Is born from the private sector and then
initially funded by the City, with an eventual goal of being completely self-winding from the private
sector. This forms recommendation takes the form of Organizational Task 1 in the Strategy.
The "Leland Memo"
In late 2007, the Tigard City Council requested from Leland a list of projects that they would advise
be undertaken with the first six months or first $500,000. In a memo dated 19 November, 2007,
Leland replies with a series of recommendations pulled from the Strategy. Although organizational
tasks such as increasing outreach are Identified, Organizational Task 1 was not identified as a priority
for the early implementation of the Strategy. (Letter is attached as Appendix INSERT)
Q&A With Leland
The subcommittee forwarded to Leland a series of questions seeking greater context for their
recommendations. In one of their responses, they note that a downtown association can take on
projects that the city cannot complete on their own, such as marketing, outreach, and advocacy.
Regarding timing, Leland notes that "the timing of forming such an organization is a consideration
that Tigard will have to figure out". (Memo from Sean Farrelly to CCAC, dated 2 June 2008).
Leland also stated that the City should set criteria against which to measure performance of such an
organization before dispersing funds.
(Incomplete, INSERT -- Additional Q&A results).
56 of 128-10/06/11
�1
Z
. , �
MEMORANDUM
TO: Alice Ellis Gaut, CCAC Chair
FROM: Sean Farrelly, Associate Planner
RE: Downtown Leadership Capacity/ questions to Leland
Consulting
DATE: July 7, 2008
In response to a memo dated May 30, 2008 from the CCAC Subcommittee on
Leadership Capacity in Downtown, staff contacted Chris Zahas of Leland
Consulting on July 1, 2008. The following is a summary of the conversation
that also draws on previous conversations from staff memos to the CCAC dated
June 2, 2008, and June 8, 2008.
1) Why is the establishment of an association recommended at this stage,
despite the fact that much of our redevelopment still lies ahead of us?
2) Why does this recommendation deserve this level of priority?
4) Page 17 of the strategy mentions the importance of strengthening private
leadership. What role would an association play in this, especially
regarding property owners?
A: The most important reason for establishing a downtown organization is that
the City cannot do everything alone-particularly marketing, business outreach,
and advocacy. Organizations with professional paid staff can accomplish more.
Having an organization also gives the private sector a chance to "put their
money where their mouth is" by forming a BID or other membership funding
and eventually becoming self-sustaining. The organization would also foster
leadership and create a dialogue between the City and downtown interests.
Chris said that the timing of funding an organization is an open question that
the City will have weigh and decide on.
57 of 128-10/06/11
3) Considering the importance of residential uses to the redevelopment of
downtown Tigard, what role is there in an association for residential matters?
A: Residential can be part of the mission, as better retail and amenities would
attract more residential development and increase their value. Residential
development would have positive effect on many Downtown businesses,
especially retail and services. If a BID was formed it is conceivable that owners
of multi-family developments would pay into it, as their properties would
benefit from downtown improvements. It would be a harder sell to get
individual condo owners to pay in, although they would also benefit.
5) On p. 13 it mentioned that downtown needs an organization to "champion
and implement projects." Considering the strong role in downtown
redevelopment played by the City/CCDA , what would private sector
"championing" and "implementation" look like?
A: The City can't do it alone. When the CCDA takes action that could be
controversial, a private Downtown organization could play a critical role in
fostering communication. An organization could serve as a forum to work
through contentious issues and to resolve differences between parties before
they "go public." Staff and other representatives of the City may be perceived
as having interests that are at odds with business and property owners, so an
organization can be a credible advocate.
There are also private projects that the organization can implement that are
independent from City projects- for example marketing the downtown and
attracting a desirable business or development.
6) Do you know of any downtowns with similar aspects such as business mix,
urban renewal, single retail street, early stages of development, etc. that might
serve as a comparison?
A: He mentioned Oregon City and Sherwood as cities with downtown urban
renewal districts in the early stages of development.
7) What information sources can you recommend for other models of
associations than the typical Main Street Program model?
58 of 128-10/06/11
A: The Main Street Program is a good model; however there is a spectrum of
associations from small ones made up a few volunteers, to a large scale operation
like the Portland Business Alliance.
Another model is Public/ Private Economic Development Associations, but
they usually have a larger scope than just a downtown- city or region wide.
One idea would be to include 99W corridor businesses in a broader organization
that could pool resources.
8) What can Leland tell us of associations or any models that have failed and
why?
A: Chris said that the main reasons organizations fail is lack of funding and lack
of leadership. Bellingham, WA is an example of a Downtown organization that
had early success, but later struggled. The City provided seed money for a
couple of years, but after that was phased out there was no stable funding, since
a BID was never formed. There was early committed leadership, but when that
person left, the organization declined. There has to be a pool of individuals in a
downtown who are willing to step up and lead.
Overall Recommendation:
His belief is that Downtown Tigard could really use an organization and the
City should play a role in forming it. It could start with a part time director
with seed money from the City. It should eventually support itself with a BID,
which the City (as a major property owner) would be a part of. Early projects
to focus on could be grant writing (Main Street and arts grants), developing a
website, helping to develop a parking plan, and improving city-business
communication.
59 of 128-10/06/11
DRAFT
City of Tigard / Downtown Associations in Oregon... 9
COMPARABLE CITIES (DRAFT)
Research Question:
What are "comparable"cities doing in their downtowns; was an
association involved in those efforts, and if so how?
Initial Comparison Factors
Three factors were used to identify key cities with similarities to Tigard; population, budget, and size.
Due to limitations on population number availability, data used dates to 2006/2007.
In 2006, Tigard was home to 41,223 people. It has a surface area (citywide) of 10.86 square miles.
Its total adopted city budget for Fiscal Year 2006/2007 was $77.7 million.
Cities with similar populations
Cities with similar populations to Tigard were chosen based on total populations ranging from 35,000
to 60,000 residents. This resulted in just four other cities:
City 2000 Pop 2006 Pop
Albany 40,852 46,610
Corvallis 49,322 53,900
Lake Oswego 35,278 36,350
Springfield 52,864 57,065
TIGARD 41,223 46,300
Of these four, two are freestanding cities (Albany and Corvallis) while the other two are suburbs (Lake
Oswego to Portland, Springfield to Eugene).
Albany has a significant historic district and a downtown plan crafted In the 1980s that was very
ahead of its time. To accomplish their goals, the city created an Urban Renewal District (URD) of over
900 acres, including the waterfront, the traditional downtown, and large swaths of adjacent areas
that are industrial or strip commercial in nature. Although significantly larger than Tigard's URD,
Albany's major geographic diversity is similar in character to Tigard.
Albany has a downtown association known as the Albany Downtown Association (ADA). The
association concentrates just on the traditional downtown and not the entire URD. The city provides
ADA with funding by allowing the association to run the city's parking meter program downtown and
keep the revenue for operating expenses. The ADA also relies on funding via an Economic
Improvement District (EID) that assesses properties in the traditional downtown area. This EID is a
voluntary EID, meaning that individuals can opt out via remonstrance. Although there are a
significant number of remonstrances the association has managed to receive significant funding from
this source.
Corvallis has a downtown association but no urban renewal district. Their association, like Albany's,
utilizes a voluntary EID to fund their programs. The association also receives a stipend of less than
$90,000 annually from the City.
Currently Corvallis is seeking to create an urban renewal district that will encompass both the
traditional downtown and nontraditional areas where the City hopes to expand their urban core into.
The Downtown Corvallis Association is a key player in advocating for urban renewal. The city gave
grant money to the DCA to create a downtown plan and an urban renewal plan. Once the process
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City of Tigard / Downtown Associations in Oregon... 10
begins, however, it is foreseen that the DCA will step away from this role and that an advisory
commission will be appointed for the URD.
Lake Oswego has a thriving urban renewal district located in their historic downtown core. Most
buildings, however, are more modern in both age and character. The city does have a downtown
association, the Downtown Business District Association, formed after the urban renewal plan was
enacted by local businesses. They have had little to no role in the URD's redevelopment efforts, and
are completely self-funded.
Currently the City has been looking into the Main Street program put out by the National Trust for
Historic Preservation. The City is currently leaning against participation as it feels the program is
duplicative and redundant with efforts the City has already taken on.
Springfield has many similarities to Tigard. Their URD is relatively new and encompasses a traditional
downtown main street of 6-8 blocks long as well as light industry, strip-mall development, and a
mobile home park. This creates a significant geographic diversity within the URD.
Springfield did have an association until recent times, known as the Springfield Downtown
Association. The SDA was formed in the late 1970s and was a strong promoter of downtown projects
with a close working relationship with the City. They were dependent on a single leader, however,
who succumbed to Cancer last year. As a result the association foundered and has been unable to
revive itself.
In addition there is a private nonprofit in Springfield known as the Springfield Renaissance
Development Corporation. The SRDC is privately funded and does not focus exclusively on
downtown, but has placed a lot of its projects in the downtown area.
When the advisory board for the URS was created, the City was swamped with over forty
applications. The City hopes to capture the enthusiasm of those applicants and get them involved in
the formation of a new association of some kind. In the meanwhile, their advisory board has a strong
majority representation of stakeholders within the downtown area.
Cities with similar budget numbers
Cities with similar budget size to Tigard were chosen based on adopted budget numbers for FY
2006/2007 between $70 million and $100 million. This resulted in seven other cities:
City FY 2006/2007 Budget (Millions)
Ashland $84.4
Beaverton $93.5
Corvallis $84.1
Grants Pass $97.9
McMinnville $86.7
Redmond $92.2
Tualatin $91.5
TIGARD $77.7
Of these seven, only two are suburbs (Beaverton and Tualatin, both suburbs of Portland). In
addition, Corvallis also appeared on the list of cities with similar populations to Tigard. Interestingly,
only three cities have urban renewal: Grants Pass, Redmond, and Tualatin.
Ashland has no urban renewal and no downtown association. The City does have a historic district
defined and administered by the City, and protected by a design standard developed by the City.
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City of Tigard / Downtown Associations in Oregon... 11
Beaverton has no urban renewal and no downtown association. There used to be an association
but it became inactive five or more years ago, and most promotional work that it used to do is now
undertaken by the Beaverton Chamber of Commerce.
Corvallis was described in the section above dealing with cities with similar populations to Tigard.
Grants Pass has an urban renewal district but it is scheduled to sunset within the next few years.
The City considers it to be successful and is considering starting another. There is no active
downtown association, instead the City contracts with the local Chamber of Commerce to provide
outreach and soft services.
McMinnville has no urban renewal but has a strong downtown association. They receive the bulk of
their funding through an EID and an associated Business Improvement District. The City also
provides a small stipend of approximately $15,000 annually to the association.
Redmond has urban renewal and has a young downtown association. At present the City is
attempting to determine a role and a funding level for the association, which is fully funded by the
City at this time. The association recently made a request for a five-year, $500,000 stipend from the
City to be used primarily for overhead and for organizational development. City staff are proposing a
significantly lower number over a shorter three-year period and are requesting the association spend
more time on events to get shoppers to return to the downtown.
Tualatin has an urban renewal district encompassing its downtown. It does not, however, have an
association, nor does it have a citizens advisory group for the URD.
Cities with similar citywide size
Cities with similar surface area size to Tigard were chosen based on a surface area between 8 and
12 square miles. This number was pulled from the 2000 U.S. Census, the most recent number
available. This resulted in nine other cities:
City Surface Area (2000)
Coos Bay 10.59
Lake Oswego 10.35
McMinnville 9.9
Newport 8.88
Oregon City 8.14
Pendleton 10.05
Redmond 10.24
Roseburg 9.22
The Dalles 8.45
TIGARD 10.86
Of these nine, only two are suburbs (Lake Oswego and Oregon City, both suburbs of Portland). In
addition, Lake Oswego also appeared on the list of cities with similar populations to Tigard, and
McMinnville and Redmond both appeared on the list of cities with similar budget sizes to Tigard. All
but two -- Coos Bay and McMinnville -- have urban renewal.
Coos Bay has no urban renewal but has an association, the Coos Bay Downtown Association.
CBDA is funded through dues and is stand alone from the city.
Lake Oswego was discussed under cities with similar populations, above.
McMinnville was discussed under cities with similar budget sizes, above.
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City of Tigard / Downtown Associations in Oregon... 12
Newport had an urban renewal district that included part of downtown, called the North District. This
URD sunsetted recently and the City is now only paying down debt. Newport does have an
association, the City Center Newport Deco District. This association is completely self funded.
Oregon City has an urban renewal district encompassing the traditional downtown as well as larger
expansion areas. There also was a preexisting downtown association focused on events.
Currently the City is looking at becoming involved in the Oregon Main Street Program, part of the
overall program overseen by the National Trust for Historic Preservation. The City contacted the
preexisting association to determine if they were interested in participating but they decided they
would rather retain their autonomy and focus on events. To administer the program the City is helping
to form a new nonprofit. This involved getting many stakeholders both within and adjacent to
downtown to meet and get on board with the project. The bylaws of the new association are crafted
to explicitly require the association to work with the URD and be a partner with the City. They also
have a very carefully crafted board makeup that includes representation from the City, the Chamber
of Commerce, the two largest employers citywide, and various arts, culture, and preservation
interests. Representatives from the business community are to be voted on by the businesses, and
property representatives are similarly voted on by area property owners.
Pendleton has an urban renewal district that encompasses downtown plus expansion areas. They
did have a merchants association but it faltered many years ago.
Redmond was discussed under cities with similar budget sizes, above.
Roseburg has an urban renewal district that encompasses its downtown as well as various
expansion areas, including the airport. There are also two separate business associations within the
URD, the Roseburg Town Center Association, and the Downtown Business Association. Neither
receives funding from the City.
The Dalles has urban renewal encompassing downtown and other areas. They also have an
association, the Downtown Business Association. DBA is freestanding and receives no City funding.
Overview
In the cities listed above, when both a URD and an association are present, in very few cases did the
associations provide any meaningful impact on urban renewal efforts. It is only Corvallis that stands
out as an example where the association had a direct hand in the formation or implementation of
urban renewal.
Cities with successful and established downtowns such as Ashland and Lake Oswego have weak or
nonexistent downtown associations, but so too did cities with unfocused downtown efforts, such as
Beaverton. Common to these cities is a reliance on capital investment and centralized control.
Cities actively pursuing the establishment of an association tended to be cities with significant
difficulties in achieving redevelopment goals, such as Oregon City and Springfield, or cities with very
young programs, such as Springfield (again) and Redmond.
McMinnville has a very strong downtown program that takes the lead in downtown matters. This
seems to be an aberration, with most programs being either weak and freestanding, or a small er
scope partner in a URD, such as with Albany.
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City of Tigard / Downtown Associations in Oregon... 13
Key example cities to watch
Albany. Although larger by many times than Tigard's efforts, Albany has a similar land use mix within
its URD and is focusing on similar URD goals. Their association focuses just on the smaller traditional
downtown rather than the entire URD.
Springfield. Similar in population to Tigard, Springfield hosts a URD with a similar land use split,
including the concentration of the traditional downtown on a single, 6-8 block long strip within the
URD. Springfield's URD is also a fairly new one, and they are dealing with many of the same outreach
challenges.
Oregon City. Similar in physical size to Tigard, Oregon City has an older URD which has experienced
many challenges over the years. To achieve goals, the City is establishing a new association that is
broad based, with a carefully composed board of directors aimed at ensuring high quality and
cooperation between all parties. Although the historic character of Oregon City is not evident to any
great extent in Tigard, their approach to achieving downtown leadership goals has application to
Tigard's fractured status.
Similar Downtowns
DRAFT--TBD.
64 of 128- 10/06/11
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65 of 128 10/06/11
,:
Important Discussion and/or Comments: Lisa Olson, WES Week Event Coordinator,
updated the Commission on the grand opening of the Westside Express Service (WES)
commuter rail. She advised that the opening is tentatively scheduled for the week of November
10th. A copy of her PowerPoint presentation and notes are attached as Exhibits A and B.
It was asked if there would be a place to put a Welcome to Tigard sign and maybe a map of the
Downtown showing business locations. Olson said she was hoping to put a map in the Tigard
tent. There has not been a specific plan for a big banner other than possibly putting something
on the back of the tents. She said there will be a banner to advertise WES week and there will
be a fold out map showing business locations. With regard to a permanent Welcome to Tigard
sign and a Downtown map, Phil Nachbar noted that this had been discussed in context with the
platform station and the shelter. He said this is a possibility and the Commission can look at
that later.
Commissioner Pao asked if there was anything planned to attract high school or middle school
students to the Downtown. She thinks this would be a good time for students to get to know
their Downtown. Olson agreed that this is worth exploring.
It was suggested that TriMet market their commuter rail to multi-family housing. Olson will
check on this. She noted that TriMet is marketing safety information to the kids around the
area.
Action Items (Follow-Up or Votes): None
AGENDA ITEM #4: Organizational Leadership & Capacity in Downtown
(Subcommittee / Discussion)
Important Discussion and/or Comment: Chair Ellis Gaut asked the Commissioners to
think about all the materials received and discussions held so far on this topic. She would like a
list of items that the Commissioners think are intriguing or important to look at again and
important to discuss further. The intention is not only to hear the things that Commissioners
personally endorse or are committed to, but those things that have crossed their minds a few
times during this process. The Commissioners provided the following comments:
• Need to look long term; need a longer view of a partnership with a business association—
make a 20 year plan in shorter increments (5, 10 years)
• Don't do anything as an option?
• Business development focused
• Social development for the community
• Market driven
• High value for businesses
CCAC Meeting Minutes for August 13, 2008
Page 2 of 7
66 of 128-10/06/11
• Top down imposed structure or bottom up (organic) entity
• What does the leadership look like?
• Broad net, inclusive, high representation/participation (define)
• No special interests or exclusions
• Transparency
• Pros and cons of shopping and doing business Downtown
• Define characteristics of Downtown: who, what is Downtown Tigard, what do we want
it to be (business association's mission to do this)
• Funding source(s) —voluntary, imposed, hybrid
• How is membership determined?
• What is the organizational structure (LLC, non-profit, 5016, 501c6)?
• Operating/governing structure
• Relationship with City government; Chamber of Commerce; existing entities
• Ongoing organization that focuses on specific tasks
• Communication style
• Interaction with other regional/national organizations (League of Cities, Main Street
program)
• Mission, articles, by-laws
• Accountability
• Staff— paid vs. volunteer
• Timetable
• Enforcement;implementation of decisions
• Advocacy body? Political or apolitical—will it lobby, will it testify before City Council?
• Would there be a representation from the City in the organization; what representation
from the organization might be in a City body, such as the CCAC?
• Consensus —what is the decision making process (consensus, majority rule)
• Fund raise? If so, what structure does it have to be to get grants, public/private money?
• Advocacy— organization advocacy on behalf of the businesses (furthering the interests of
businesses)
• Marketing/promotions of Downtown
• What is the communication path between the City and the organization?
• Would there be cross representation?
• Membership fees, participation levels, benefits
• Events
• Ombudsman — a moderator to gather the facts
Action Items (Follow-Up or Votes): The Commissioners will revisit this at a later date.
Once it's known what an organization will look like and how it will function, the
CCAC Meeting Minutes for August 13, 2008
Page 3 of 7
67 of 128-10/06/11
Commissioners will be better able to make decision about whether they want it and decide if it's
something they want to pursue.
AGENDA ITEM #5: Burnham Street Joint Meeting (Status Update / Discussion)
Important Discussion and/or Comments: Chair Ellis Gaut advised that as a result of the
June 17th joint meeting with the CCAC and City Council, a decision was made that the Mayor
and a member of the CCAC would endeavor to meet with individual Burnham Street property
owners. At the July CCAC meeting, the Commissioners remarked that no one had heard
anything more about meeting with the property owners. After that meeting, Vice Chair Lilly
sent a letter on behalf of the CCAC to the Mayor asking if there was anything that Council
would like the CCAC to do with regard to Burnham Street. There was no response to the letter.
Chair Ellis Gaut advised that the TCBDA sent a letter to the Mayor on July 22nd requesting a
meeting with the Mayor, President of the Council, and Chair of the CCAC so TCBDA members
could voice their concerns about the Burnham and Ash projects. That meeting was held on
August 7th. She reported that shortly after the meeting, she and the Mayor began meeting with
property owners. Overall, the meetings so far have been very positive and productive. She is
very hopeful that future meetings will also be productive.
Vice Chair Lilly asked why there was no response to the CCAC letter, but the TCBDA received
an immediate response to their letter. Staff did not know why the Mayor didn't respond to the
CCAC letter. The Commission expressed their disappointment over the lack of
communication.
Commissioner Barkley noted that this has happened in the past when the Commission asked for
a meeting with the people doing the graphics for the Downtown design review. At the time,
staff had said the group would provide a report to the Commission on work they had completed
to date, but the Commission would not be working with them. The TCBDA asked for a
meeting with the group and got one. The Commission received a presentation on what was
done so far; the TCBDA had a meeting where they could ask questions and provide input. Phil
Nachbar said it was his understanding that the meeting with the TCBDA was a presentation
much like the one given to the CCAC, not to obtain input. Commissioner Barkley advised that
the two meetings were very different. The CCAC subcommittee was not allowed to give input
into the process; the TCBDA was given an opportunity to have input into the process.
Chair Ellis Gaut stated that there is a request from the CCAC for some clarification in terms of
the lines of communication between City Hall and the Commission. When the Commissioners
make a request for a comment or ask for a chance to give input, they would like to have an
official response, would like to have an opportunity to dialogue about it, and would like to be
CCAC Meeting Minutes for August 13,2008
Page 4 of 7
68 of 128-10/06/11
In the meantime, the City can collect information that's readily available. Phil Nachbar has
already been asking other staff about affordable housing. He focused on affordable housing,
but if the Commissioners are interested in other housing types, he can also look into that.
He advised that the Transit Center site will have a development feasibility study which will
include some market feasibility of housing on that site. It might be possible to expand on
that and address the larger Downtown.
AGENDA ITEM #S: Organizational Leadership — Downtown (Subcommittee /
Discussion)
Important Discussion and/or Comments: The Commissioners used the list of important
organizational leadership concepts that they put together at the last meeting. Each
Commissioner had 10 votes to choose their top priorities. The votes will be used to rank the
top 5 priorities.
Commissioner Craghead prepared a memo that grouped the original list of concepts into
similar categories (Exhibit C). The memo also includes findings from research he already
had.
The votes were tallied and grouped together according to similarity. The top 5 concepts
were:
■ #1 (16 votes) —Broad net, inclusive, high representation/participation; no special
interests or exclusions; membership fees, participation levels, benefits
■ #2 (14 votes) —What is the organizational structure (LLC, nonprofit, 5016, 5016);
fund raise; funding sources —voluntary, imposed, hybrid
' #3 (12 votes) —Transparency; accountability
■ #4 (10 votes) —Top down imposed structure or bottom up (organic) entity
■ #5 (9 votes) —Relationship with City government, Chamber of Commerce, existing
entities;interaction with other regional/national organizations; representation from
City in the organization/representation from organization in a City body; cross
representation
It was decided to include the sixth choice in the group,which was not on Commissioner
Craghead's memo —Business development focus (8 votes). The Commissioners will discuss
these top concepts next month. They will be considering if there are any actions needed to
CCAC Meeting Minutes for September 10,2008 Page 5 of 8
69 of 128- 10/06/11
take to flesh these out, should there be further study on what we want to look into,what can
staff help us look into. We will be looking to a time when we may be ready with some
characteristics we feel are important in an association that we can partner with and work
with as we go forward. We'll be crafting a policy decision.
Action Items (Follow-Up or Votes): Staff was asked to begin identifying some neutral
expert who could review the first draft and offer some suggestions on what we might be
missing or over-emphasizing. The Commission wants an outside opinion from someone
with expertise in this area; someone who is familiar with how these organizational structures
work, what works and doesn't work, and be able to provide general feedback on the draft
criteria.
AGENDA ITEM #d: Project Updates
Important Discussion and/or Comments:
A. Median Landscaping— Phil Nachbar reported that purpose of the solid concrete
median on Main Street is for safety, to prevent left turns on Tigard Street so people
would not cue up on the tracks. Staff looked to see if there was a way to retrofit the
median and do some landscaping. He advised that ODOT is against doing anything
with the median because of their standards. It could take political will and a lot of
push back to move it forward. Nachbar thinks they might allow some low-growing
landscaping, but no trees. He noted that, if you look around, there are examples of
exceptions, such as in Lake Oswego.
It was advised that ODOT has jurisdiction over railroad crossings. It was also noted
that the train in Tigard is a passenger train with a higher speed limit than freight
trains. Nachbar said there are City funds to pay for landscaping, but this has to do
with ODOT standards. The Commission asked for a copy of the standards.
Commissioner Barkley supports safety issues around the crossing and asked if we
have done a study on the safety issue and why ODOT doesn't want the trees. It was
asked if there was anything the CCAC could do. Chair Ellis Gaut asked staff to share
communications with the CCAC,in addition to a citation to the standard.
B. Potted Trees — For short term beautification in the Downtown, the CCAC had
talked earlier about installing some street trees. Nachbar noted that the
Commissioners did not want to put in permanent trees that would be ripped out, so it
was decided to look at potted trees that could be moved around or planted later.
CCAC Meeting Minutes for September 10,2008 Page 6 of 8
70 of 128-10/06/11
Ex - C
,4 B. C L,11�
12205 S.W.HALL BOULEVARD alexander.croghead@gmail.com
TIGARD OR 97223.6210 503.347.4059
September 10, 2008
MEMO
To: City Center Advisory Commission, City of Tigard
Re: Organizational Leadership discussion of 8/13 CCAC meeting
As I was unable to attend the CCAC meeting of August 13,
2008, I would like to provide some insight into the issues raised at
that meeting as captured in the minutes.
First a general note. In many places the term "downtown
association" and "business association" are used interchangeably. I
would caution the CCAC against interchanging these terms. A
business association it a very specific form of organi.Zation
designed to be membership driven and to only further the
interests of its members. They are not inclusive community
organizations. A better term to use is "downtown organization" as
that is a far more inclusive term.
Secondly, I'd like to provide some responses to the comments
on potential criteria that were made on the 8/13 meeting. These
responses reflect the research the subcommittee has been doing.
Don't do anything as an option. Some cities do not have a
downtown organization to partner with in revitalizing their core. To
achieve success, these cities have had to directly take on strong roles
in economic development as well as capital investments.
Social development for the community. This is not
typically a primary role for a downtown organization.
Top down imposed structure or bottom up (organic)
entity. Although both forms of organization exist in Oregon, ��
typically topdown imposed structures are stronger in nature and
more successful Bottom-up organizations usually lack funding, �V
political. support, and high participation. This may be attributed to
weak funding and lack of organizational skills.
20080910ccac.cwk/September 10 2008:City Center Advisory Commission t of 3
71 of 128-10/06/11
Broad net, inclusive, high representation/participation
(define). (Also, no special interests or exclusions; also
membership fees, participation levels, benefits.) Inclusivity
was a hallmark of successful associations. Most officials interviewed
during the subcommittee research indicated that they expected their
associations to represent the area the association operates in, not
just tubo paid membersbips. Again, these are not business
associations, but community organizations. Memberships are
offered primarily as a method of fundraising.
Transparency. (Also, Accountability.) These notions are
generally considered high for any organization receiving government Jk�S
funding. Clear and objective measures must be devised to avoid Z J
confusion on the part of either the municipality or the organization.
Define characteristics of Downtown: who, what is
Downtown Tigard, what do we want it to be (business
association's mission to do this). (Also, Marketing /
promotions of downtown.) These are typical activities that would
be expected of an association in any event.
What is the organizational structure (LLC, nonprofit,
5016, 501c6)? (Also, Fund raise? If so, what structure does it
have to be to get grants, public/private money; also, Funding 5
source(s) -- voluntary, imposed, hybrid.) Most organizations are
charitable nonprofit to make them flexible for accepting donations i
a �
and grants, utilizing a 501c3 format. Most receiving funding through
a combination of grants, taxing districts, and memberships. A
surprisingly high number use voluntary taxing districts.
Operating/governing structure. (Also, Mission, articles,
bylaws., also, Consensus, what is the decision making process
(consensus, majority rule).). Operating structure, mission
statements, bylaws, and voting rules are usually determined by the
organization within the framework of statutory guidance on their
form of structure. the existence of such elements is generally
required.
Relationship with City government; Chamber of
Commerce; existing entities. (Also, Interaction with other
regional/national organizations (League of Cities, Main ( �p
Street program); also, Would there be representation from (I\
the City in the organization; what representation from the
organization might be in a City body, such as the CCAC; also,
what is the communication path between the City and the
organization; also, would there be cross representation?). It
is typical of such organizations to have liaison members with each
other. It is common for there to be a voting or nonvoting
20080910ccac.cwk/September 10 2008:City Center Advisory Commission 2 of 3
72 of 128-10/06/11
representative of the city on an organization's board. It is less typical
for there to be a member of the organization on specific city boards.
Staff, paid vs. volunteer. Generally it is up to the
organization to decide whether to have a staff member and if they
compensate that person, however, it is typical that most groups with
stable funding and a successful program have a paid staff member.
Advocacy body? Political or apolitical -- will it lobby,
will it testify before City Council? (Also, Advocacy --
organization advocacy on behalf of the businesses
(furthering the interest of businesses).) Typically these
organizations will lobby both their own municipality as well as other
local, state, and regional governments. This is one of the primary
benefits of such organizations as they can assist in advocating for
funding/approval of projects at other levels of government.
Again, it is typically expected that such groups represent an area
or an interest, not a membership pool. These organizations are tied
to geographic areas, rather than being membership-based social
entities.
Lastly, a word about criteria generation. It would be helpful to
think of these criteria as strategic standards and measures of an
organization, rather than a call for specific tactics. As an example,
"clear and stable funding source" might be a strategic criteria, while
"use of a Business Improvement District"would be a funding tactic.
What tactics a third-party organization uses are the purview of that
organization, so long as they meet the outlined strategic criteria.
—AC
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There was a suggestion to do a Build-Out Study and get some estimates. There was also a
suggestion that Portland Development be contacted to see if they have any numbers they
could share so far as projecting the inclusion of housing into an urban renewal district.
Nachbar said he has some contacts there and will talk directly to them about it.
After a lengthy discussion, Ellis Gaut summarized the gist of what was being said by saying:
"What I'm hearing is that there are essentially two distinct paths being suggested: 1. Pursue
the data so they have some basis for making an evaluation, eventually, about numbers - or at
least enough to know what further data we might need, and from where; and 2. to do a
brainstorm either beginning soon, or delayed a bit until we get some of the data that would
have the goal of ending up with a list of principles related to housing and what this body
feels are important to consider as the City goes forward with redevelopment in Downtown."
The Commissioners were in agreement with those two thoughts. They said, yes —both of
those things would be going on— they are equally important. They're related,but vastly
different.
Ellis Gaut made a suggestion as to a way to proceed— first to Nachbar—What can you
capture from your contacts at PDC and anything that is readily available, and if that's
something that's able to be accomplished by the next meeting, that's great— or as much of it
as possible so we can get started looking at that. I think it will give us some ideas, and if you
can pull the Jerry Johnson stuff for the folks who might not already have it, and put it in the
packets again, that would be wonderful. Then perhaps next time we can begin discussing
that with a view towards the following meeting beginning to do a brainstorm of sorts.
Action Items (Follow-Up or Votes): Nachbar will email the costs that may be associated
with the projects he'd updated and will include where the money is scheduled to come from.
He will also talk to his contacts at Portland Development regarding projections of the
inclusion of housing into an urban renewal district. Next time the group will discuss this
with a view towards doing some brainstorming. Nachbar will include the Jerry Johnson
material in the next set of packets for those who don't already have it.
AGENDA ITEM #4: Organizational Leadership —Downtown (Subcommittee /
Discussion)
Important Discussion and/or Comment:
Ellis Gaut thanked Alternate Commissioner Craghead, and Commissioners Shearer, &
Murphy for the 9/18/08 Research Report on Downtown Associations in Oregon
(Attachment 2).
CCAC Meeting Minutes for October 8;2008 Pa-ae 3 of 6
74 of 128-'-10/06/11
There were two easels set up with information for the Commissioners to discuss. The first
had a set of:
Three Fundamental Questions:
1. Would a Downtown association benefit the city?
2. (If"yes" to #1) what would it look like? Would the City offer support?
3. (If"yes") how would City support (including funding and/or in-kind) be provided?
The second easel listed the following"Top Six Concepts:"
1. Broad net, inclusive, high representation
2. Organizational structure LLC, 5016, 501c6...
3. Transparency, accountability
4. Top down?—imposed / Bottom up? —organic
5. Relationship with City chamber, other organizations
6. Business development focus
There was some discussion as to whether the word "city" in the first question should be
replaced with the word "business" — as the intention was that they wanted the city—that is
Downtown Tigard / the Community—to benefit—not "the City" as in "City Hall or City
Staff."
The question was asked as to whether there is an advantage to an Association for the non-
retailers i.e. anything not retail... professional... repair... a broad mix. That's the group that
has to be sold on the idea if we're trying to have a successful Downtown organization with
participation.
They listed some of the advantages and disadvantages of having a business association for
the Downtown.
Advantages:
• Marketing the City/Downtown—possible use of a "business directory"
• Adequate Parking/Maintenance of streets (Practical)
• It would be a "Uniter"—become a voice on behalf of businesses
• Promoting and drawing of people to Downtown
• Making sure concerns &issues are heard and addressed
• Traffic issues could be addressed
• Create a "brand"image for Downtown Tigard— sense of community
• Program events at the Plaza—Possibly Farmer's Market or other events
CCAC Meeting Minutes for October 8,2008 Page 4 of 6
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Disadvantages:
® Cost—businesses will not want to pay membership dues but there will most likely
have to be membership dues.
• Possible political mayhem... it becomes another body having to fight for "airtime"
® Some people may want to use it as a personal platform
® There appears to be no nexus in the research done between successful urban renewal
and a successful Downtown Association
At this point, one of the commissioners turned the attention of the meeting to the audience
members present and asked for their input into this subject:
Lisa Olson emphasized the fact that it was not "The City" that was responsible for getting
Urban Renewal, rather it was the citizens, in the form of PAC's (Political Action
Committees), who were responsible for doing the work for Urban Renewal. She noted that
the City has been there to provide meeting space, staff assistance, housekeeping tasks, etc. to
help with the process of selecting consultants, and providing education on how urban
planning works, etc. Olson said she's received a good education on urban planning and sees
that there's hope and a reason why it's important to institute an improvement plan.
Marland Henderson spoke a bit about reused water. He said he's appreciative of the City
pursuing grants in this regard. He brought this up as an example of the City talking to
citizens and working together to accomplish goals. He said he'd like to see this committee
work together with the City to accomplish other goals in equally successful ways.
Mike Marr said he's been working to improve the Downtown for about 20 years. He noted
that years ago it appeared the City wanted nothing to do with Downtown—it was a
neighborhood they'd just as soon ignore. He said a number of people, early on, were
participants, but they burned out—got tired of waiting for the City to do something. He
said that finally in 2001 or 2002 word came out that commuter rail was coming. Within the
association there was conversation about the impact that could have. As members of the
association talked about this, the City heard about it - and that was the creation of the Task
Force for Commuter Rail which led to the Task Force for Downtown Improvement. For
the next 4 years (not without some hard fights) the City stepped up to the plate and we had a
tremendous working relationship which resulted in the Downtown Improvement Plan
(TDIP). The Downtown Association has been, since its inception, for the representation of
the business and property owners. It's not another committee of the City,it's downtown
representation. Marr said he thinks any successful downtown, for its own promotion, for the
benefit of the property owners, needs to have some forum by which they can come together
as one voice to speak to the City; because the City is not made up of business people making
decisions that necessarily reflect their best interests. Marr believes there's a need for an
CCAC Meeting Minutes for October 8, 2008 P
76 of 12e 15
IRU1
Association— that we have a diamond in the rough [in the Downtown] just waiting for the
right group to make some things happen. He said we need to get through some thresholds
with regard to cooperation. He thinks the City needs to be more of a "listening post" rather
than a "talking post" and pay attention to what the needs of business are and work with
them. He noted the Downtown Association never intended to be an adversary-— our whole
nature of inner relationship with the City has been trying to get some things done - but the
City—up until 2001, 2002, never even recognized that they had a partnership role in an
urban renewal environment—with or without urban renewal. He said that Tigard, in many
respects,is a few years behind most other communities and the TCBDA [Tigard Central
Business District Association] is there representing as many businesses & property owners as
possible to guide this process along. It's not that we have all the answers, that's what we seek
out consultants for, but we keep urging the City to move forward with these programs. He
said a vibrant downtown has a positive impact on the community.
Action Items (Follow-Up or Votes): It was decided to carry this discussion over to
another meeting. Nachbar will email the pros and cons the group had come up with. As a
placeholder for coming back to the discussion, the group agreed to change question number
1 to read: "Would a working relationship with a Downtown Business Association benefit
Downtown business?"
AGENDA ITEM #5: Other Business Items
Important Discussion and/or Comments: There was no other business discussed.
Action Items (Follow-Up or Votes): None
AGENDA ITEM #6: Adjourn
Important Discussion and/or Comments:
Commissioner Murphy moved to adjourn the meeting, Commissioner Hughes seconded the
motion. All were in favor. Chair Ellis Gaut adjourned the meeting at 9:10 pm.
Dor Laughlin, drain. Specialisti vi
ATTEST:
Chair Alice Ellis Gaut
CCAC Fleeting Minutes for October 8, 2008 Page 6 of 6
77 of 12a 10/06/11
City of Tigard
City Center Advisory Commission
Research Report
on
Downtown Associations in Oregon
September 18, 2008
Prepared by
Subcommittee on Leadership Capacity in Downtown
Members: Alexander Craghead
Thomas Murphy
Elise Shearer
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City of Tigard / Downtown Associations in Oregon... 2
CONTENTS
Executive Summary 3
Research Questions 4
Needs Assessment 5
Leland's Context 8
Comparable Cities 10
Different Models 15
URD Only Models 19
Web Solutions 20
Failures 21
Appendix 22
Bibliography & Acknowledgments 25
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City of Tigard I Downtown Associations in Oregon... 3
EXECUTIVE SUMMARY
In 2007, the City of Tigard hired the Leland Consulting Group to assist in the creation of a strategy
for implementing revitalization in its downtown core. In the resulting Downtown Strategy, Leland
recommends the creation of a downtown organization aimed at fostering private sector leadership.
This recommendation was forwarded by the City Council to the City Center Advisory Commission
(CCAC), with the charge of deterring if the recommendation should be implemented, and if so how.
The CCAC has been concerned with the complexity of such an effort, and created a subcommittee in
May of 2008 to investigate the issues surrounding the establishment of or support of a downtown
association. This document was created by that subcommittee to assist the CCAC in making a
recommendation on this subject.
What this document is not is a recommendation regarding the establishment or support of a
downtown organization. It provides no recommendation, and puts forth no specific opinion in favor of
or in opposition to downtown associations.
Summary of Findings
Downtown Tigard is a diverse environment with many interests and little community. This makes
communication between stakeholders and the city, as well between the stakeholders and other
stakeholders difficult. It also means that a coordinated vision of the future of downtown does not now
exist amongst staekholders.
The Leland Group made a recommendation of supporting an association partly in response to such
concerns. Additional concerns included providing a forum independent of the city government for
advocacy and conflict resolution, as well as a venue for the private sector to demonstrate their
support of downtown revitalization. While leland strongly favors an association, no specific form or
timeline for such an organization was advocated, except that such groups sometimes take time to
formulate.
A number of comparable cities exist within the state. In examining them, there is no clear route that is
chosen more than others; in short there are multiple ways of achieving revitalization goals. Some
cities have chosen to participate in established, traditional forms, such as the National Trust's Main
Street program, while others have chosen to create their own, innovative programs tailored to their
specific needs.
In very few cases did associations have a direct impact on urban renewal efforts, however, by their
nature they are often positioned well to undertake routine efforts such as promotion, maintenance,
advocacy, business outreach, and other "soft" skills that cities without economic development
departments general lack.
Failure is common in such associations, and is usually the result of a lack of broad leadership
(reliance on one or too few individuals), a lack of vision or purpose, and a lack of stable funding.
Funding levels seem less important than funding stability.
Conclusion
The creation or support of a downtown association in Tigard would be a challenging effort. Making
matters more complex is the high degree of failure rates that these associations experience, along
with the broad path of options available. One important fact to note is that regardless of whether the
city chooses to take a traditional role, or a more innovative path, there are other cities in the state
with similar experiences and with whom the city would likely be able to share knowledge for mutual
benefit.
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RESEARCH QUESTIONS
At the May 14 meeting of the CCAC, the subcommittee was tasked with researching leadership
capacity within downtown Tigard. At the subcommittee's May 21 2008 meeting, seven research
questions were developed based on the questions raised by the CCAC, as well as on further
discussion within the subcommittee. They are as follows:
1.) Needs assessment. What are the needs of the downtown property owner, business owners, and
residents within downtown Tigard that are currently not being filled by the city? Also the reverse: what
are the needs of the city downtown that are not currently being addressed by downtown business
and property owners?
2.) Leland's Context. What is Leland's broader context for providing a recommendation that the city
support financing an association at this juncture?
3.) Comparable Cities. What are "comparable" cities doing in their downtowns; was an association
involved in those efforts, and if so how?
4.) Different Models. What are some different models of associations? How do they work, &c?
5.) URD only models. What are other cities (of any size/make-up) doing that have urban renewal but
do not have an association?
6.) Web solutions. How many associations utilize web-based solutions, and how?
7.) Failures. What are some examples of cities with associations that failed, and what are the
reasons for such failures?
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NEEDS ASSESSMENT
Research Question:
What are the needs of the downtown property owner, business
owners, and residents within downtown Tigard that are currently not
being filled by the city?Also the reverse: what are the needs of the
city downtown that are not currently being addressed by downtown
business and property owners?
Downtown Survey 2004.
In Spring of 2004, the City conducted a citywide survey regarding Downtown Tigard. This survey took
the form of a single sheet of 8.5x11 inch paper that combined a multiple choice section, a scaleable
answer section, and an open-ended question section. Its focus was to determine how often and why
people visit downtown, as well as their impressions of it, Also on each survey sheet was a check box
interface asking if the respondent was a downtown property or business owner. Surveys were
distributed at the Tigard Farmer's Market, the library, selected downtown businesses, at Tigard
Chamber of Commerce meetings, and through the City's newsletter, the Cityscape. Survey data was
utilized during the formation of the Tigard Downtown Improvement Plan,
Of the 563 returned surveys, 22 came from individuals who identified themselves as either a property
owner in downtown, a business owner downtown, or a combination of both. Of these 22, three were
duplicates, making 20 unique respondents from the area.
Four (4) respondents indicated that the area needed more housing or offices in order to stimulate
economic activity. Generally these sorts of projects come as a result of city regulations (zoning,
design standards), city incentives (tax breaks, grants, subsidized property sales), and private sector
interest. Associations usually do not have a role in such projects, although they could provide
promotion and developer outreach that could lead to deals.
Another four (4) respondents identified parking, traffic, and pedestrian access as key areas that
need improvement in downtown. These are capital projects that are usually undertaken by a
government or an urban renewal agency, rather than an association.
Eight (8) respondents mentioned business mix as a primary concern. Typical requests came for
small specialty retailers, bakeries, coffee shops, and the like. Business recruitment is usually a task
handled by private property owners on a property by property basis, or by third party nonprofits such
as business or merchants associations.
One respondent utilized the survey as an opportunity to state his opposition to the City's plans and
his belief that the survey was a total waste of time. Another respondent mentioned opposition to any
plan that included tax breaks.
City of Tigard GIS Data 12008
The City Center Urban Renewal District consists of 193.71 acres, divided up into 183 parcels, and
hosting approximately 308 businesses.
According to records of business licenses issued in the URD, of the 308 businesses in place at
present, less than half(144) are registered with ownership shown as Tigard locations. Of these, most
show the same location as the place of business. Of the remainder of the businesses in the URD,
about half show owners registered at addresses in the Portland metropolitan area, while the
remaining half show as being registered out of state.
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Of the 308 businesses registered in the URD, a little over a third (116) are retail in nature. The bulk of
businesses registered in the downtown core are service based or are professional offices.
Retail Uses. There are 116 retail type uses in the URD. These are defined as businesses where a
storefront is essential to business, and thus includes barbers, salons, and showrooms as well as
traditional retail stores, but does not include medical offices or the like.
Most retail uses are concentrated in the Hall/99W region (58), with another large concentration
located along Main Street (35). Notably there are no registered retail businesses in the Burnham
district. However, in both areas, retail uses are outweighed by non-retail uses, with the most striking
example being Main where the ratio of non-retail to retail begins to approach 2-to-1.
Ownership of retail tends to be primarily locally registered, with 27 out of 35 being "local" on Main
Street, and 40 out of 58 registered as "local" in the Hall/99W region.
Non-Retail Uses. There are 192 non-retail uses in the URD. These are defined as businesses of any
type that do not require a storefront presence. This includes a span from automotive repair to
industrial manufacturing to offices to professionally managed apartments.
Non-retail uses are fairly evenly spread across the URD. There are 49 non-retail uses on Main Street,
66 non-retail uses in the Burnham district, and 57 non-retail uses in the Hall/99W region. In the
Burnham district non-retail uses are the only licensed businesses on record. In the Hall/99W region,
they take nearly equal weight with retail uses (57 non-retail to 58 retail uses), while on Main Street
they outnumber retail uses (49 vs. 35).
Ownership of non-retail uses tends to be primarily registered as local. On Main Street, 41 out of 49
are "local"; in the Burnham district, 46 out of 66 are "local", and in the Hall/99W region, 41 out of 57
are "local".
Employment Downtown. Of the 308 registered businesses downtown, only 23 have ten or more
employees. The largest employer is Magno-Humphries, a manufacturer of vitamins and dietary
supplements, with 97 employees. The second and third highest are Luke-Dorf Inc, a healthcare
related firm with 74 employees, and Russ Chevrolet with 70 employees.
Limitations. This data is imperfect. in some cases, beauty salons (counted here as retail uses) have
multiple business Licenses, one for each practitioner. Also, some duplications were noted in the data,
which was obtained from the City of Tigard's Geographic Information System (GIS), most likely
attributed to one business going out of business, and another taking it's place within a short time
span. Most of these discrepancies were in retail uses. Also, some businesses may be operating
either without a business License, or using a license listed at a location outside the URD.
Lastly, this survey of business license data only paints part of the picture, as it does not address
ownership of property, only of businesses and tenants.
Summary. Three notable facts stand out:
Most businesses in the URD are not retail. Non-retail uses outnumber retail uses even on Main
Street,
There is a significant geographic split. Burnham is entirely without retail businesses, and is
oriented towards auto repair and construction. Main Street is primarily non-retail uses -- mostly
professional offices --with retail coming in second. Hall/99W, with its high visibility, has the highest
concentration of business activity, and is evenly split between retail and non-retail uses
There are few big employers downtown. Most employers have fewer than ten employees. Small
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City of Tigard / Downtown Associations in Oregon... 7
offices are typical of employment downtown.
Downtown Strategy -- Existing Conditions
In an appendix of the Downtown Strategy, the Leland Group include a summary of existing
conditions in downtown Tigard. Among their findings are:
Low overall improvement to land value ratio. The current value of commercial land in the URD was
estimated to be between $20 and $24 per square foot in 2007 dollars. This reflects "substandard"
conditions. As a result rates of rent are low, generally $12 to $18 per square foot, which is too low to
attract developers.
Broad land use mix. Leland identified Burnham as primarily industrial in nature, with Main and the
Hall/99W region being the primary commercial areas.
Large lot locations. Most lots over one acre in size are located either in the Burnham district or in the
Hall/99W region. These areas would be most attractive to developers.
Downtown Strategy -- Developer Interviews
In order to assemble the Strategy, Leland Consulting Group interviewed a group of developers in the
Portland area, asking for input on redevelopment in the URD. A summary of these interviews was
attached to the Strategy as Appendix B, Among the mentioned items were:
Business mix. A series of business types were mentioned as being needed in the URD, including
specialty grocers and other high quality and specialty retailers.
Property owner engagement. It was recommended that the property owners need to be engaged
by the City to discuss alternative means of redeveloping sites that will bring profit to existing owners
while benefitting the community.
Downtown ombudsman. It was suggested that the City have a key individual whose sole role is
communicating with downtown business and property owners with a goal of championing retenanting
or improving businesses.
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LELAND'S CONTEXT
Research Question:
What is Leland's broader context for providing a recommendation that
the city support financing an association at this juncture?
Development Strategy for Downtown Tigard, Oregon ("Leland Report")
Funding and support of a downtown focused association was identified as a recommended project
by the Leland Group in the Development Strategy for Downtown Tigard, Oregon, dated October
2007. Leland identifies this project as a short term, high priority project which would cost the city
approximately $40,000 annually, with the primary responsibility being in the private sector
(Redevelopment Strategy, p. 18).
Leland suggests that such an organization would take on a leadership role to champion projects in
the private sector. They further note that the existing association, the Tigard Central Business District
Association, lacks both broad membership and funding, while the Tigard Chamber of Commerce lacks
a focus on downtown. They advocate an association that is born from the private sector and then
initially funded by the City, with an eventual goal of being completely self-funding from the private
sector. This recommendation takes the form of Organizational Task 1 in the Strategy.
The "Leland Memo"
In late 2007, the Tigard City Council requested from Leland a list of projects that they would advise
be undertaken with the first six months or first $500,000. In a memo dated 19 November, 2007,
Leland replied with a series of recommendations pulled from the Strategy. Although organizational
tasks such as increasing outreach are identified, Organizational Task 1 was not identified as a priority
for the early implementation of the Strategy.
Q&A With Leland
The subcommittee forwarded to Leland a series of questions seeking greater context for their
recommendations. In one of their responses, they note that a downtown association can take on
projects that the city cannot complete on their own, such as marketing, outreach, and advocacy.
Regarding timing, Leland notes that "the timing of forming such an organization is a consideration
that Tigard will have to figure out". (Memo from Sean Farrelly to CCAC, dated 2 June 2008).
Leland also stated that the City should set criteria against which to measure performance of such an
organization before dispersing funds.
One of the primary roles that Leland sees such an association fulfilling is an advocacy role. An
association, being made up primarily of members of the private sector, can advocate for projects with
the public and other staekholders to a greater degree than can staff. Leland notes that an
association "could serve as a forum to work through contentious issues and to resolve differences",
and also notes that they can engage in marketing and economic development activities for which the
city is not as suited (Memo from Sean Farrelly to CCAC, dated 7 July 2008).
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Additional Leland Recommendations
Leland added a condensed recommendation as follows:
His belief is that Downtown Tigard could really use an organization
and the City should play a role in forming it. It could start with a part
time director with seed money from the City. It should eventually
support itself with a BID, which the City (as a major property owner)
would be a part of. Early projects to focus on could be grant writing
(Main Street and arts grants), developing a web site, helping to
develop a parking plan, and improving city-business communication.
(Memo from Sean Farrelly to CCAC, dated 7 July 2008).
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COMPARABLE CITIES
Research Question:
What are "comparable"cities doing in their downtowns; was an
association involved in those efforts, and if so how?
Initial Comparison Factors
Three factors were used to identify key cities with similarities to Tigard; population, budget, and size.
Due to limitations on population number availability, data used dates to 200612007.
In 2006, Tigard was home to 41,223 people. It has a surface area (citywide) of 10.86 square miles.
Its total adopted city budget for Fiscal Year 2006/2007 was $77.7 million.
Cities with similar populations
Cities with similar populations to Tigard were chosen based on total populations ranging from 35,000
to 60,000 residents. This resulted in just four other cities:
City 2000 Pop 2006 Pop
Albany 40,852 46,610
Corvallis 49,322 5.3,900
Lake Oswego 35,278 36,350
Springfield 52,864 57,065
TIGARD 41,223 46,300
Of these four, two are freestanding cities (Albany and Corvallis) while the other two are suburbs (Lake
Oswego to Portland, Springfield to Eugene).
Albany has a significant historic district and a downtown plan crafted in the 1980s that was very
ahead of its time. To accomplish their goals, the city created an Urban Renewal District (URD) of over
900 acres, including the waterfront, the traditional downtown, and large swaths of adjacent areas
that are industrial or strip commercial in nature. Although significantly larger than Tigard's URD,
Albany's major geographic diversity is similar in character to Tigard.
Albany has a downtown association known as the Albany Downtown Association (ADA). The
association concentrates just on the traditional downtown and not the entire URD. The city provides
ADA with funding by allowing the association to run the city's parking meter program downtown and
keep the revenue for operating expenses. The ADA also relies on funding via an Economic
Improvement District (EID) that assesses properties in the traditional downtown area. This EID is a
voluntary EID, meaning that individuals can opt out via remonstrance. Although there are a
significant number of remonstrances the association has managed to receive significant funding from
this source.
Corvallis has a downtown association but no urban renewal district. Their association, like Albany's,
utilizes a voluntary EID to fund their programs. The association also receives a stipend of less than
$90,000 annually from the City.
Currently Corvallis is seeking to create an urban renewal district that will encompass both the
traditional downtown and nontraditional areas where the City hopes to expand their urban core. The
Downtown Corvallis Association is a key player in advocating for urban renewal. The city gave grant
money to the DCA to create a downtown plan and an urban renewal plan. Once the process begins,
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however, it is foreseen that the DCA will step away from this role and that an advisory commission will
be appointed for the URD.
Lake Oswego has a thriving urban renewal district located in their historic downtown core. Most
buildings, however, are more modern in both age and character. The city does have a downtown.
association, the Downtown Business District Association, formed after the urban renewal plan was
enacted by local businesses. They have had little to no role in the URD's redevelopment efforts, and
are completely self-funded.
Currently the City has been looking into the Main Street program put out by the National Trust for
Historic Preservation. The City is currently leaning against participation as it feels the program is
duplicative and redundant with efforts the City has already taken on.
Springfield has many similarities to Tigard. Their URD is relatively new and encompasses a traditional
downtown main street of 6-8 blocks long as well as light industry, strip-mall development, and a
mobile home park. This creates a significant geographic diversity within the URD.
Springfield did have an association until recent times, known as the Springfield Downtown
Association. The SDA was formed in the late 1970s and was a strong promoter of downtown projects
with a close working relationship with the City. They were dependent on a single leader, however,
who succumbed to Cancer last year. As a result the association foundered and has been unable to
revive itself.
In addition there is a private nonprofit in Springfield known as the Springfield Renaissance
Development Corporation. The SRDC is privately funded and does not focus exclusively on
downtown, but has placed a lot of its projects in the downtown area,
When the advisory board for the URD was created, the City was swamped with over forty
applications. The City hopes to capture the enthusiasm of those applicants and get them involved in
the formation of a new association of some kind. In the meanwhile, their advisory board has a strong
majority representation of stakeholders within the downtown area.
Cities with similar budget numbers
Cities with similar budget size to Tigard were chosen based on adopted budget numbers for FY
2006/2007 between $70 million and $100 million. This resulted in seven other cities:
City FY 2006/2007 Budget (Millions)
Ashland $84.4
Beaverton $93.5
Corvallis $84.1
Grants Pass $97.9
McMinnville $86.7
Redmond $92.2
Tualatin $91.5
TIGARD $77,7
Of these seven, only two are suburbs (Beaverton and Tualatin, both suburbs of Portland). In.
addition, Corvallis also appeared on the list of cities with similar populations to Tigard. Interestingly,
only three cities have urban renewal: Grants Pass, Redmond, and Tualatin.
Ashland has no urban renewal and no downtown association. The City does have a historic district
defined and administered by the City, and protected by a design standard developed by the City.
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Beaverton has no urban renewal and no downtown association. There used to be an association
but it became inactive five or more years ago, and most promotional work that it used to do is now
undertaken by the Beaverton. Chamber of Commerce.
Corvallis was described in the section above dealing with cities with similar populations to Tigard.
Grants Pass has an urban renewal district but it is scheduled to sunset within the next few years.
The City considers it to be successful and is considering starting another. There is no active
downtown association, instead the City contracts with the local Chamber of Commerce to provide
outreach and soft services.
McMinnville has no urban renewal but has a strong downtown association. They receive the bulk of
their funding through an EID and an associated Business Improvement District. The City also
provides a small stipend of approximately $15,000 annually to the association.
Redmond has urban renewal and has a young downtown association. At present the City is
attempting to determine a role and a funding level for the association, which is fully funded by the
City at this time. The association recently made a request for a five-year, $500,000 stipend from the
City to be used primarily for overhead and for organizational development. City staff are proposing a
significantly lower number over a shorter three-year period and are requesting the association spend
more time on events to get shoppers to return to the downtown.
Tualatin has an urban renewal district encompassing its downtown. It does not, however, have an
association, nor does it have a citizens advisory group for the URD.
Cities with similar citywide size
Cities with similar surface area size to Tigard were chosen based on a surface area between 8 and
12 square miles. This number was pulled from the 2000 U.S. Census, the most recent number
available. This resulted in nine other cities:
City Surface Area (2000)
Coos Bay 10.59
Lake Oswego 10.35
McMinnville 9.9
Newport 8.88
Oregon City 8.14
Pendleton 10.05
Redmond 10.24
Roseburg 9.22
The Dalles 8.45
TIGARD 10.86
Of these nine, only two are suburbs (Lake Oswego and Oregon. City, both suburbs of Portland). In
addition, Lake Oswego also appeared on the list of cities with similar populations to Tigard, and
McMinnville and Redmond both appeared on the list of cities with similar budget sizes to Tigard. All
but two -- Coos Bay and McMinnville -- have urban renewal.
Coos Bay has no urban renewal but has an association, the Coos Bay Downtown Association.
CBDA is funded through dues and is stand alone from the city.
Lake Oswego was discussed under cities with similar populations, above.
McMinnville was discussed under cities with similar budget sizes, above.
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Newport had an urban renewal district that included part of downtown, called the North District. This
URD sunsetted recently and the City is now only paying down debt. Newport does have an
association, the City Center Newport Deco District. This association is completely self funded.
Oregon City has an urban renewal district encompassing the traditional downtown as well as larger
expansion areas. There also was a preexisting downtown association focused on events.
Currently the City is looking at becoming involved in the Oregon Main Street Program, part of the
overall program overseen by the National Trust for Historic Preservation. The City contacted the
preexisting association to determine if they were interested in participating but they decided they
would rather retain their autonomy and focus on events. To administer the program the City is helping
to form a new nonprofit. This involved getting many stakeholders both within and adjacent to
downtown to meet and get on board with the project. The bylaws of the new association are crafted
to explicitly require the association to work with the URD and be a partner with the City. They also
have a very carefully crafted board makeup that includes representation from the City, the Chamber
of Commerce, the two largest employers citywide, and various arts, culture, and preservation
interests. Representatives from the business community are to be voted on by the businesses, and
property representatives are similarly voted on by area property owners.
Pendleton has an urban renewal district that encompasses downtown plus expansion areas. They
did have a merchants association but it faltered many years ago.
Redmond was discussed under cities with similar budget sizes, above.
Roseburg has an urban renewal district that encompasses its downtown as well as various
expansion areas, including the airport. There are also two separate business associations within the
URD, the Roseburg Town Center Association, and the Downtown Business Association. Neither
receives funding from the City.
The Dalles has urban renewal encompassing downtown and other areas. They also have an
association, the Downtown Business Association. DBA is freestanding and receives no City funding.
Overview
In the cities listed above, when both a URD and an association are present, in very few cases did the
associations provide any meaningful impact on urban renewal efforts. It is only Corvallis that stands
out as an example where the association had a direct hand in the formation or implementation of
urban renewal.
Cities with successful and established downtowns such as Ashland and Lake Oswego have weak or
nonexistent downtown associations, but so too did cities with unfocused downtown efforts, such as
Beaverton. Common to these cities is a reliance on capital investment and centralized control.
Cities actively pursuing the establishment of an association tended to be cities with significant
difficulties in achieving redevelopment goals, such as Oregon City and Springfield, or cities with very
young programs, such as Springfield (again) and Redmond.
McMinnville has a very strong downtown program that takes the lead in downtown matters. This
seems to be an aberration, with most programs being either weak and freestanding, or a smaller
scope partner in a URD, such as with Albany.
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Key example cities to watch
Albany. Although larger by many times than Tigard's efforts, Albany has a similar Land use mix within
its URD and is focusing on similar URD goals. Their association focuses just on the smaller traditional
downtown rather than the entire URD.
Springfield. Similar in population to Tigard, Springfield hosts a URD with a similar land use split,
including the concentration of the traditional downtown on a single, 6-8 block long strip within the
URD. Springfield's URD is also a fairly new one, and they are dealing with many of the same outreach
challenges.
Oregon City. Similar in physical size to Tigard, Oregon City has an older URD which has experienced
many challenges over the years. To achieve goals, the City is establishing a new association that is
broad based, with a carefully composed board of directors aimed at ensuring high quality and
cooperation between all parties. Although the historic character of Oregon City is not evident to any
great extent in Tigard, their approach to achieving downtown leadership goals has application to
Tigard's fractured status.
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DIFFERENT MODELS
Research Question:
What are some different models of associations? How do they work?
Association Roles.
Downtown associations perform a variety of roles, but generally most take on economic development
functions for their districts. As Catherine Corner, Economic Development Director for the City of Canby
puts it, an association "can tackle projects that aren't capital projects. You can't use urban renewal
funds for promotion or maintenance." Canby, which currently has an urban renewal district but no
downtown association, is considering the establishment of an association to help with these non-
capital projects.
One way of looking at it is that while a URD can invest in building things over a long period of time,
associations are seen as a way of taking care of day-to-day tasks. "Urban renewal is focused on
larger economic restructuring and major projects," says Oregon City's Christina Robertson-Gardiner.
"Urban renewal has the power of the purse, but the association is more advocacy."
In his white paper, Mead outlines a typical "ideal" association:
The most logical and effective structure is that of a Board of Directors
and a dedicated Association paid staff person. The Board would have
at least one city staff liaison position. The Board, association and city
staff and other stakeholders/members create a vision, goals, and an
implementation strategy and associated tasks.... (Mead, 2008).
According to the web site for the National Trust for Historic Preservation, most programs nationwide
are less than a decade old (63%), affiliated with a statewide program (90%), and organized as a
501 c3 (61%), with the next most common organization method being the form of a government
agency (17.4%). Nationally, most programs receive public sector funding via grants or general fund
expenditures from their local municipalities, (38% and 42% respectively), as well as private sector
funding, mostly from memberships, sponsorships, and events. Nationwide, relatively few (16%) utilize
special taxation districts.
Baker City & McMinnville.
Advocates of downtown associations in Oregon frequently point to Baker City and McMinnville as
examples of the strengths of the model. While both cities do indeed have strong associations,
research has shown that these cities are the exception and not the norm. Both cities are county
seats of non-urban counties with populations between 10,000 and 25,000. Neither city has an urban
renewal program.
Additionally, both Baker City and McMinnville have a strong tourism market, with the former being in
the middle of major recreational opportunities, and the latter being in the middle of Oregon's "wine
country". Both cities also have strong historic downtowns consisting of multiple blocks of large vintage
structures. Both began their downtown programs decades ago to combat a plague of empty
storefronts and vacant buildings.
Sadly, research shows that the typical association in Oregon is a standalone association with weak
power, little membership, and poor funding, focused on the occasional public event.
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Funding Associations.
Downtown associations achieve their funding in a variety of ways. Most are self-funded, either
through memberships and donations, or through assessment programs such as Economic
Improvement Districts. Very few receive direct funding from their municipal governments.
The predominant form of funding for associations in Oregon is the Economic Improvement District
(EID). This is a form of assessment similar to a tax, assessed against properties within a defined
district. Ids are usually administered by the local municipality, however, the program is usually
instigated by the association. Ids can be made voluntary -- allowing a property owner to opt out if
he/she feels the program will not benefit them --or involuntary, where all properties in the district must
pay if the EID survives passage.
Adoption of an EID usually consists of an EID proposal being made by an association to their local
municipality. The municipality then handles the paperwork for formation, and notifies the land owners
within the proposed district of the assessment and gives them the option of declining, known as
remonstrance. If property owners representing up to or in excess of 33% of the proposed assessed
value remonstrate, the EID can not be implemented. Surprisingly, very few associations are using
involuntary Ids, and those using voluntary Ids have reported respectable compliance levels.
Another funding method similar to the EID is the Business Improvement District. This is a form of
assessment similar to a business license tax, assessed against businesses within a defined district.
BIDs are usually administered by the local municipality, however, the program is usually instigated by
the association. BIDs can be made voluntary -- allowing a property owner to opt out if he/she feels
the program will not benefit them -- or involuntary, where all properties in the district must pay if the
BID survives passage.
Adoption of BIDs usually consists of an BID proposal being made by an association to their local
municipality. The municipality then handles the paperwork for formation, and notifies the business
owners within the proposed district of the assessment and gives them the option of declining, known
as remonstrance. If business owners representing up to or in excess of 33% of the proposed
businesses in the district remonstrate, the BID can not be implemented. The BID seems to be a less
popular funding choice, perhaps due to the lower dollar amount that is usually assessed by them.
Initial research seems to indicate that few associations are using both EID and BIDs together.
Some cities provide direct stipends to their associations. Oregon City, Albany, Hillsboro, and Corvallis
all provide direct funding, but in almost every case officials from the local governments described this
funding as "a small stipend", usually ranging between $10,000 and $50,000 annually. Currently,
Redmond is considering a request from their association for a 5-year, $500,000 stipend.
In some cases, the local municipality provides funding assistance to their associations through
indirect means. As an example, Albany allows their association to implement a parking meter program
and retain the profits for their operations. In Grants Pass, the city contracts out visitor information and
tourism services as well as the administration of a downtown historic district program to its local
Chamber of Commerce. Hillsboro has created a Local Improvement District (LID) to fund capital
projects that support the vision of their downtown association.
Many associations receive no stable funding source, relying on memberships and/or donations to
continue operations. Such groups rarely can afford to hire a staff person, and most of their funds
tend to go towards public events. In most of these cases, the association either had no working
relationship with their local municipality, or had a history of conflicts with the municipality.
None of these methods provide significant funding. In most cases, the funding raised is just enough
to cover the costs of association staffing, overhead, and events. Major programs -- including
storefront grant programs -- tend to be paid for through the local municipality.
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Membership & Business Associations vs. Downtown Associations.
Membership, as mentioned above, is sometimes relied upon as a funding source for downtown
associations. it should be noted that this is the primary role of membership in such organizations.
Business associations and downtown associations or downtown organizations are not the
same. Unlike a business association, downtown associations exist to represent geographic areas,
not just their members. Although the ability to vote or hold office in the organization is typically tied
to membership, most municipalities will expect that a downtown association will represent the interest
of their entire downtown, not only their paid members.
The term "business association" and "downtown association" should not be used as if they are
interchangeable, due to this fundamental difference.
Main Street Programs.
Associations are welcome to join the Main Street program from the National Trust for Historic
Preservation (NTHP). This program is aimed towards downtowns with a strongly historic character that
have need of both physical and economic improvement. This program provides benefits such as
technical assistance and training. In exchange, the program requires extensive record keeping that
must be submitted to the NTHP, who use it to monitor the performance of the nations downtowns as
well as use it as support for advocacy with national policymakers.
The program consists of the so-called "four points" approach. These four principles are considered
absolutely required by the NTHP, and consist of organization, promotion, design, and economic
restructuring.
Baker City's Don Chance notes that their historic district had been very successful in partnering with
the city and disbursing grant money to renovate the city's downtown. Many of the structures in the
area were empty or derelict when the district began its efforts more than twenty years ago.
In Oregon, the program is currently administered by the Oregon Economic & Community
Development Department (OECDD). The program had a good track record of many years, but fell
victim to budget cuts in the late 1990s. Governor Kulongoski's 2007-2009 budget has provided
money to reestablish the program.
The reaction of various cities in the state has been mixed. While some cities are embracing the new
program, others -- such as Lake Oswego -- are choosing not to. Partly this is due to the fairly rigid
structure of the national program, and its focus on historic matters.
The Oregon program, however, is somewhat more flexible. Program coordinator Gary Van Huffel
indicated that he is open to modifying the state's program to meet the needs of individual
communities. Although cities with a modified program would likely not meet the requirements of the
full national program, they would still enjoy certain advocacy and support benefits with the state.
Oregon City's highly tailored version of the Main Street program -- mentioned earlier -- is an example
of such a modification. With many towns lacking a surviving historic center, as well as some cities
(such as Damascus) starting from scratch, such flexibility will be needed.
Leland on Other Models.
Leland notes that there are numerous other models besides the Main Street program. Other models
include public/private economic development associations, Another idea that was suggested was to
include the 99W corridor businesses in a broader organization, as this would allow pooling of
resources. (Memo from Sean Farrelly to CCAC, dated 7 July 2008).
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Additional Models of Note
A number of cities both in and outside of the region are notable examples of differing approaches
and may warrant further investigation. The following list includes links to profiles for these cities, for
further reading:
Holland, MI: Main Street/Downtown Development Authority
http„//www.main$treet.,or�c/content.aspx?pAge=6 75§ion=3&kbentr - 1700
New Bern, NC: Swiss Bear, Inc.
htte://www.mainstreet_ora//content_asDx?Daae=7132§ion=3&kbentry=1706
Pittsburgh, PA: Pittsburgh Cultural Trust
http://www.mostlivable.org/paying-for-it/pittsburah-cultural-trust,html
St, Paul, MN: Lowertown
http:/lwww.mostlivablg.org/leadership/lowertown.htmi
http/lwww,.lc�wer#,Qwn,.,ory;/
Sonoma, CA: Sonoma County Business Environmental Alliance
htt ///www.mostliv.able.org/ggyynq for-itlsonoma-cour)ly—k siness-environmental-all ance.html
http://www.sonoma-county.orci/bea/
Winston-Salem, NC: Winston-Salem Alliance
htti)://www.livab[E,.com/Drams_model/.leadership/Winton Salem.html
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URD ONLY MODELS
Research Question:
What are other cities (of any sizelmake-up) doing that have urban
renewal but do not have an association?
URD Without Associations.
A number of cities utilize urban renewal programs to enhance their downtowns without using a
downtown association component. These towns tended to be small and rural, as in Brookings,
Coquille, and Pendleton -- or suburban, as in Canby, Keizer, and Tualatin. In interviews with
members of city staff in these communities, each city had a strong urban renewal program, or had a
strong economic development department. A significant financial commitment towards infrastructure
from the city was a common feature of these models.
When a city did have both urban renewal and a downtown association, there was rarely any
coordination between the association and the city. Few Oregon associations receive funding from
their local municipalities, and many were described by city staff as being "in existence" but "not doing
much"; rarely was an association described as a vital or highly active partner.
Regarding the use of urban renewal and downtown associations, Don Chance, planning director at
the City of Baker City had some interesting comments. He mentioned that, in retrospect, they wish
they had not gone the historic downtown association route, and had instead concentrated on urban
renewal. According to Chance, there are a number of streets within downtown that are adjacent to
the historic district but not included within it. The city is considering the use of Urban Renewal to
finance and revitalize these streets. Said Chance: "we've been wondering if we had just included all
this in one urban renewal district years ago rather than going the historic district route if we could
have just done all this under one umbrella".
Non-URD, Capital Intensive Programs.
Some cities have neither an association nor urban renewal, but still have a financial commitment to
their infrastructure or to historic preservation efforts. In Beaverton's case, the city has invested
significant funds into their downtown through direct expenditure, without using urban renewal; this is
the result of a city charter that forbids the use of urban renewal financing. (Currently there is an effort
to rewrite or remove this provision.) At the opposite end of the spectrum is Ashland, which has no
urban renewal and which has concentrated on historic preservation. In Ashland's situation, the
historic preservation program is coordinated entirely "in house" at the city in a topdown approach.
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WEB SOLUTIONS
Research Question:
How many associations utilize web-based solutions, and how?
General Comments.
As a general statement, most associations have some form of web presence, but rarely do these
presences go beyond a simple web site. There are many different web-based tools -- such as e-mail
lists and online forums -- that would be available to an association, but their use does not seem
common at this time.
Further research into this subject would be of use to an existing or prospective association, however,
such research was precluded due to a shortage of time for this report.
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FAILURES
Research Question:
What are some examples of cities with associations that failed, and
what are the reasons for such failures?
Typical Failures.
Over the course of this research, it is undeniable that more associations in Oregon have experienced
or are experiencing failure than are not. As a clarification, such failure tended to be defined as:
• Inadequate funding to continue operations
• Inadequate membership
• Lack of leadership from more than one individual within the association
• Lack of leadership in general in the association
• Lack of association vision or purpose
• Poor organization
Such features are typical of most associations in the state. Only a very few associations have
remained strong enough to avoid such failures. They have tended to be associations in historic,
stand-alone cities such as Baker, McMinnville, or Albany.
The most common problem encountered surrounded leadership issues. Springfield, for example, had
a strong association, but it was built around the leadership of a single individual. When that individual
passed away, the association failed. Sometimes, leadership failure occurs when personalities
become stronger than issues. In Grants Pass, for example, personal conflicts came between the
leadership of the association and members of city staff, disagreements that were not resolved until
there were personnel changes on both sides.
Leland on Association Leadership.
Leland echoes these concerns, noting that leadership -- along with funding -- are crucial to
maintaining an association's health. Leland points out as an example Bellingham, Washington. "The
City provided seed money for a couple of years, but after that was phased out there was no stable
funding, since a BID was never formed. There was early committed leadership, but when that person
left, the organization declined." Leland further notes that there needs to be not just a single
individual, but a pool of people capable of providing leadership (Memo from Sean Farrelly to CCAC,
dated 7 July 2008). This sentiment is echoed by Oregon City, whose efforts to create a very broad-
based board of directors is an attempt to engineer an environment that will promote a healthy
spectrum of Leadership.
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APPENDIX
The following are summaries taken from Main street renewal:A handbook for citizens and public
officials. This book is an extremely valuable resource, and cannot posibly be sumarized in only three
pages, however, the following material stood out as particularly relevant to this fact-finding mission.
Ten Myths of Downtown Revitalization
Myth Reality
1. Build it and they will come! (Physical Need a market analysis & business plan
improvement approach). implemented by newly formed partnership of
city hall and businesses,
2. Demolish it and they will come! (Clean it up Building preservation combined with intensive
approach). business recruitment does attract developers.
3. Complete a major project and they will Sucess requires multi-faceted effort
come! (Build in isolation approach). addressing all of downtown's key issues.
4. Need a department store to anchor the Redefine anchors as government complexes,
downtown! (Traditional anchor approach). cultural/entertainment facilities, tourist draws,
housing units, specialty retail, office buildings.
5. If there is no department store, then no Specialty retail works. Bringing pedestrians
retail of any kind can flourish. (Big retail or downtown requires a mix of services, retail,
no retail approach). and dining/entertainment facilities that adress
needs of customers.
6. Competition is bad business. (Head in the Sucessful commerical districts have similar &
sand approach). compatible businesses in groupings (clusters
such as antique stores, furniture, clothing,
auot, personal services, professional services,
............ .
etc....)
7. Downtown must keep uniform business Not advantageous to retailers as hours
hours. (Lets pretend we're a mall should be "market driven" to serve needs of
approach). targeted customers. Shift to different hours
rather than keep Longer hours.
8. Be lenient or developers won't do business Developers will do business in communities
with us. that demand quality projets as their
investments are protected.
9. Be tough as possible or developers will Unreasonably stringent & demanding
take advantage of us. communities cause developers to Locate
projects elsewhere.
10. If we had more parking, they would come! Successful businesses found you need to
(Scapegoat approach). provide what the customer wants (special
products, great service, unique atmosphere)
in order to get customers to come downtown
and use the parking.
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Seven Secrets of Success
• Form partnerships among businesses, with the public sector, civic organizations, and
community residents.
• Have a defined clear vision of where you want to go shared by all in body.
• Be market driven! Who are your customers, potential customers, & what do they want today
and what will they want tomorrow? Provide for them!
• Create & use a business Plan! City could help businesses to develop business plans (as well
as the commissioned body having a written visionary plan) with 5, 10 & 20 outlooks.
• Dare to be different. Carve a market niche in the marketplace, so you don't compete with
malls and descanters.
• Focus! Concentrate resources in well-defined focus areas as resources are scarce. Results
will become more visible quickly. What resources are already available for you to share? See #1.
• Follow the "5 M's"
Management of downtown should be like a business.
Marketing campaigns for downtown
Maintenance of private and public property
Market knowledge to create niche
Money for ongoing enhancement
Lessons from Birmingham
The following are key points from the Birmingham, Alabama "Beacon" project:
• Revitalize active merchant's associations
• Reduce blight caused by existing businesses and vacant space
• Preserve the historic character of the neighborhoods
• Recruit new tenants that enhance the quality of the neighborhoods
and promote cohesiveness
• Encourage development transactions within the districts
• Assist entrepreneurs in opening Local businesses
• Receive, buy and develop key properties
For more information on the Beacon project, see:
http://www.livable,com/grgms model/place/BEACON Initiative.html
http./lwww;ma.instregt�h_am:orq!
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Goals & Vision
Some possible goals for an association might include:
• Vision — 5, 10 & 20 year plans
• Economic Stability
• Use Current Business Management & Research Techniques
• Strategic Economic Development to build solid foundation
• Sound Priorities:
a) quality jobs
b) quality education
c) economic development
d) housing
The larger question is, how does Tigard see its downtown as relating to local, state, national, and
international economies? As shown by the needs analysis section of this report, non-retail uses are
predominate in the URD. In the global economy of the 21st century, many of these companies do
business not just Focally. but regionally, nationally, and beyond. What are their needs and how might
downtown Tigard be relevant to them?
One of the factors that town centers use to compete for business is the "quality of life" factor. This is
especially true of areas where housing is a key aspect of the downtown mix. Quality of life, however,
has many definitions. Nationally, the term is usually defined as a loop that starts with jobs and
economic development, Finked to quality education, which then links back to jobs. In the Pacific
Northwest, quality of life is usually seen as a trifecta of housing, education, and employment.
A key goal of an association in downtown Tigard might be to define what quality of life means for this
specific place. Such a definition might include housing, access to healthcare, culture & cultural
amenities, the environment, and transportation.
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BIBLIOGRAPHY
Farrelly, S., City of Tigard, memo to City Center Advisory Commission dated June 2, 2008.
Farrelly, S., City of Tigard, memo to City Center Advisory Commission dated July 7, 2008.
Kemp, R. Main street renewal:A handbook for citizens and public officials (2nd ed.). Jefferson, North
Carolina: McFarland & Company, 2006.
Leland Consulting Group. (October, 2007). Development Strategy for Downtown Tigard.
Marcus Mead / City of Tigard. (April, 2008). Summary of Research on Downtown Associations:
Structure, Funding, Effectiveness.
National Trust for Historic Preservation Main Street Program (Web site), Retrieved from
hU.-,Zjwww.,m.a,i_n st reft..arg/
Oregon Department of Revenue. (April, 2007). Oregon property tax statistics: Fiscal year 2006-2007.
Population Research Center, Portland State University. (December 15, 2006). PRC Certified Cities.
State of Oregon. Oregon Blue Book Online (Web Site). Retrieved from httP://bIuebook,_state..Or.us/
U.S. Census Bureau. (2000). Oregon -- place GCT-PH1. Population, housing units, area, and
density: 2000. Washington, D.C.
Zahas, C., Leland Consulting Group. Letter to Tigard City Council, dated November 19, 2007/
ACKNOWLEDGMENTS
Many people helped in the creation of this report. it is not possible to thank them all, but the following
individuals should be acknowledged for their contributions:
Jacki Yoder, Oregon Economic Development Department
Arthur Fish, OEDD
Linda Ludwig, League of Oregon Cities
Stephanie Foley, LOC
Gary Van Huffel, OEDD
Don Chance, City of Baker City
Catherine Comer, City of Canby
Sean Farrelly, City of Tigard
Courtney Griesel, City of Springfield
Christina Robertson-Gardiner, City of Oregon City
Chris Zahas, Leland Consulting Group
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Action Items (Follow-Up or Votes): Staff will provide information as to how many
current residential units there are in the urban renewal area.
AGENDA ITEM #6: Report from Council Business Session — Downtown
Leadership
Important Discussion and/or Comments: Chair Ellis Gaut reported on the October 14`h
meeting with City Council. The purpose of the meeting was to update Council on what the
CCAC is doing with respect to the downtown leadership study and dialog that's going on.
She said the Councilors are aware that there are 2 groups in the downtown at this point,
neither one very large. The Councilors were interested in outreach and generating interest in
non-retail businesses.
Councilor Buehner was interested in outreach to the property owners as part of the process;
Councilor Wilson wants to generate interest with non-retail businesses; the Mayor talked
about creating an equal opportunity for everybody to engage in the dialog; Councilor
Woodruff wants to keep the dialog open because people think things are happening faster
than they in fact are.
It was noted that the study done by the U of O students would be a good way to present
information to people to generate discussion about the project. Staff advised that posters of
the vision document will be displayed during WES week, February 2°`'-6`h
Action Items (Follow-Up or Votes): None
AGENDA ITEM #7: Organizational Leadership — Downtown
Important Discussion and/or Comments: Alternate Commissioners Craghead and Pao
facilitated discussion on organizational leadership. Commissioner Craghead noted that there
would not be any decision made tonight. The purpose of the discussion will be to get any
issues in the Commissioners' minds about downtown leadership out on the table.
The Commissioners had the following comments:
■ The responsibility of the City to fund or provide funding and make a choice on a
particular organization when there could be competing organizations — how do we
direct the City to make that choice? Once the funding is used up, what happens from
there? How does the organization sustain itself and grow?
CCAC Meeting Minutes for November 12,2008 Page 4 of 10
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■ To be successful, the organization needs strong leadership; the leadership starts with
the City's point person and all the issues come through that person. Also, that person
can be a facilitator for property owners to get their point of view and help them to be
a good organization and focus on important issues.
® It seems like we're not capable of answering the question, "Do we need a downtown
organization?" This is always the question that we're left not answering. Nobody
wants to commit to saying yes, it's obvious the City would benefit with some sort of
downtown organization. I would answer it yes, because it's obvious it could benefit.
Now, what does it look like, that's the discussion. I want that question verbalized and
put in writing, yes it could benefit.
■ It appears there are hurt feelings or unspoken things. There are businesses, entities,
and people at work and at play in this downtown process that maybe have a history of
fear, pain, or hurt because of whatever the past is. I would like to address that more
openly and understand what the real underpinnings are.
■ There isn't a very direct link with any kind of leadership organization and the success
or failure of downtown redevelopment. We should drop it until somebody can show
a significant benefit of having an organization vs. not having one. We should
abandon it until someone can demonstrate that there's a link. I disagree with the
Leland study due to lack of evidence.
■ I'd like to consider what the external conditions are to a downtown organization that
maximize both the prospects for success of that downtown association and also
maximize the potential contribution of that downtown association to the urban
renewal process. We brainstormed a lot about what a downtown association looks
like; most of that was viewed at the interior of the association or the operation/action
of the association. I don't think we paid very much attention to the environment in
which that association would be introduced. That environment is made up of a lot of
things: partly of the timing, the history of downtown, and a lot of other things. I
would like to think about what an association needs in its environment to thrive and
also contribute.
■ I don't think this is the right time for an association to be funded. We have a series of
projects on the timeline that are going to be developed and built. We do not have a
positive economic climate at this time to draw more businesses into the downtown.
Once some of the projects are finished, maybe some more businesses will be
interested in locating down here. At that point, we could have a successful EID or
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BID that could fund an association. We're looking at a minimum of 5 years out.
■ We are not necessarily looking at any particular immediate or not immediate
movement. The question that we're trying to answer is fairly open ended—would
there be some benefit to having a cohesive downtown association. In my mind, the
answer is yes, whether it's now or 10 years from now. It boils down to what are the
external conditions that provide the fertility in which broad interest can develop in the
business community, whether that's business owners or property owners. Does the
City have an interest in trying to identify some of those conditions and be a sort of
promoter by saying, here are some conditions that are ripe, how can we facilitate this?
The U of O graphics might be a place to start generating discussion among people so
that we can get a sense of how broad the interest is. Initially, I would be interested in
exploring how we take that temperature and what are the circumstances that allow
that level of interest to come forth so that people feel like they do want to talk to one
another and make a decision.
■ What keeps coming to me are economic climate, funding, leadership, and
incentivizing. They succeed with a lot of incentivizing, proper funding, and proper
leadership. Given what we have to do over the next several years, we might be
spreading our minds and energy too thin to make this work right now. I am for it, but
I agree that it should be delayed. For us to spend more time going through the pros
and cons, we could probably put our time to better use.
■ I think a downtown association needs to be self-standing, self-developed by the
businesses and property owners in the district. I don't think the City should be
funding or kick-starting any organization. The business owners and property owners
should kick start it or it's not going to happen. I don't think that we should be
deciding whether there is an organization. I think there will be one if one is formed,
whether we have any move in it or not. I feel the City shouldn't be funding it; it
should be self-standing.
Commissioner Craghead advised that there are five options to determine what sort of
involvement the City would have in forming or supporting a downtown association. He
noted that an association is one potential tool to solve a problem; it is not the only tool to
solve the problem of retail uses or improvements in the downtown.
Funding an association is not critically linked to urban renewal. This doesn't mean it won't
help it, it just means that it's not something you can't live without. Whatever policy is
eventually crafted, the CCAC will continue to work with any and all associations in the
downtown.
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The five options are:
Option 1: Absolute Yes — the City would provide seed money and support to help an
association to form now.
Option 2: Absolute No — it's not appropriate; not the City's place to intervene; the market
needs to do it; the group needs to be self-motivated; no connection between successful
urban renewal and a downtown association; the City would be more passive.
Option 3: Conditional Yes —it's a great idea; we support the idea, but we don't support
doing it now because .. . (could be many reasons for not doing it now, e.g., the time isn't
appropriate, the economic conditions aren't correct right now, waiting for more leadership
to show up in the downtown before we're ready to do that, etc.). Commissioner Craghead
referred to a timeline for downtown (Exhibit E), showing where we've been, as well as
where we're going. One argument might be to wait until some of the key wins happen
before launching a downtown association effort. He noted that City funding doesn't
necessarily mean cutting a check. It could also could mean helping to administer things or
taking on certain financial items for the association.
Option 4: Take a Different Approach all other possible ways of solving a problem, e.g.,
economic development director, consultants on retainer for business development, etc.
Option 5: Fail to Make a Recommendation —kick it upstairs, we don't make the
decision. Commissioner Craghead remarked that Council has the ultimate power. They will
probably take any reasonable course that the CCAC recommends, but they could also
disagree and take a different route.
The Commissioners discussed pros and cons for each option:
Option #1, Yes to Seed Money (from City to existing Business Association)
Pros
■ If the assumption is that a BA is good for the URD, then #1 is out only option
■ Keeps plan moving in spite of economic conditions, with a long term view
■ Perceptible accomplishment of Urban Renewal
■ Provides recognition/endorsement of BA by City
Cons
■ Let's move on to TRUE work, with attention on Urban Renewal
■ There is NO demonstrated nexus between BA and UR, therefore it = distraction
■ BA couldn't act independently from the City
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■ Strings attached to funding
■ Association is just an association
■ If it can't stand on its own, then it won't stand.
■ The money can be put to better use.
■ Not enough info for an informed decision
■ Not enough money
■ No evidence that funding guarantees success
■ Insufficient interest from business community
■ Perception of this as a city organization
■ No incentive (to find their own funding)
Option #2, No, It's Not Appropriate (for City to intervene)
Pros
■ None, as this is an absolute statement
Cons
■ Never say never!
■ Saying "no" doesn't give the City the opportunity to support the business community
■ Is it a delivered message?
Option #3, Conditional Yes (to funding) — but not now
(Conditional upon criteria, representation, timing, economics)
Pros
■ Interested parties of existing association(s)
■ Waiting until more is accomplished, in order to know more about leadership
■ Waiting for leaders to appear/step-up
■ Question as to whether a BA is beneficial, conditions could be myriad? City should not be
an initiator, but could be beneficial if BA needs seed money to kick-start. Needs to function
in tandem with the City
■ Identify conditions in which BA could thrive and figure out how to nurture those conditions
■ Take interim steps
Lcavc options open
■ New businesses coming in at a later date will be more excited. There will be new people,
fresh approaches, no history, new leadership possible. They will be seeing UR successes,
e.g., Burnham St. reconstruction, Tigard Plaza, WES Light Rail, new housing development
(City utility yard?)
■ Attracting, but not pushing it, as an invisible idea, needs money, people want to wait and see
(insurance)
■ Needs critical mass (evolutionary divergence)
■ Let's stick to what we do until people show up
■ If they think it, they will come
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Cons
■ Makes CCAC look indecisive
■ Does/Doesn't answer the question (sets up another debate)
■ Delays things further (implementation and definitions)
Option #4, Take A Different Approach
Pros
® Focus on the actual improvements and trusting that the market will cough up an
organization that can succeed
® Could be a subset of Option #2 or #3 as an instead or interim
■ Support existing business while UR is happening, as a form of outreach by City
■ Funding could be used for something else
■ Lots of ways to support business besides a BA
■ Flexibility of not taking this option now
Cons
■ If you believe that you're trying to create rapport with businesses, not having one won't help
■ Too time-consuming (adds to agenda)
■ Who makes the decisions on this approach? (Is it too complex?)
■ There are already lots of approaches
Option #5 (CCAC) Fails to Decide or Recommend
Pros
■ CCAC not subject to criticism
■ Off our plate
Cons
■ So much time spent, so little accomplished
■ Not following up on recommendation by Leland Report
® Compromised mission of CCAC?
Action Items (Follow-Up or Votes): Commissioner Shearer will type up the pros and
cons and send to Commissioner Craghead to wordsmith. At a future meeting, the
Commissioners will be able to make a decision on what approach they want to take.
AGENDA ITEM #8: Other Business and Adjournment
Important Discussion and/or Comments: At the request of Commissioner Hughes,
[amended at the December 10, 2008 CCAC meeting] Chair Ellis Gaut provided a brief update on
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downtown, focusing on Main Street. Staff will try to have a draft of the program details for
the next CCAC meeting. Staff would also like to talk to downtown businesses to see if they
are interested in participating in the program. Staff will research the average amount for
grants of this nature.
Phil Nachbar provided an update of the pots for downtown. He advised that there was an
opportunity to buy some 4' pots from the City of Portland. It was determined that the pots
are too wide for Main Street sidewalks. Other options might be considered.
There was discussion about removing the existing concrete canisters with signage in the
downtown. The Commissioners would like to see the canisters removed. It was decided to
give businesses the option of having the canisters removed or not. Possible options for
reusing the canisters will be explored.
Action Items (Follow-Up or Votes): As noted in discussion.
AGENDA ITEM #7: Organizational Leadership — Downtown
Important Discussion and/or Comments: Alternate Commissioner Craghead led the
discussion on where to go from here with regard to the 5 options for organizational
leadership in the downtown. He provided a timeline of the process (Exhibit B), including
public comment periods and outreach work. He reviewed the timeline with the
Commission. He advised that in January, the Commission will nail down a preliminary
recommendation to take to Council. For public outreach, Chair Ellis Gaut noted the
importance of going downtown to talk with property owners personally rather than just
sending out a letter or survey.
On the timeline, "implementation phase" was changed to "refinement phase."
The Commissioners decided to eliminate Option #1 (absolute yes — the City will provide
seed money and support to help form an association now) and Option #5 (don't make a
recommendation). Commissioner Craghead clarified that the subcommittee will analyze the
remaining 3 options and the CCAC will pick one as the final recommendation to present to
Council.
Action Items (Follow-Up or Votes): The subcommittee will analyze the 3 options and
come back on January 14`h with 3 separate draft recommendations for Council. They will
also give their individual opinions about the options. The CCAC will review the
recommendations and choose which one to take to Council on February 10`h
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Phil Nachbar provided a quick overview of the budget calendar and the CIP budget
(Exhibits A-C). He noted there would be more time at the next meeting to look more
closely at the budget and perhaps make specific recommendations.
The Commissioners advised that they would like to have early public participation for the
Downtown gateway feature —possibly a committee to provide input at the beginning of the
process.
With regard to the facade program, Phil Nachbar said he would like to contact Downtown
property and business owners to see what their level of interest is for the program.
Action Items (Follow-Up or Votes): The Commissioners will discuss budget
recommendations at their next meeting.
AGENDA ITEM #7: Organizational Leadership — Downtown
Important Discussion and/or Comments: It was noted that Options #2 and #4 are
essentially different ways of doing the same thing— the City would be available and be
supportive, but would not actually fund an association. Option #2 is more passive; #4 is
more proactive. The Commissioners voted to go forward with Option #4 as the
recommendation for Council's consideration.
The Commissioners worked to wordsmith the recommendation. It was noted that some of
the wording in Options #2 and #3 could also be included in Option #4. After discussion,
the Commissioners recommended that the following wording:
Preliminary Recommendation
The option that the Commission recommends is Option 4:
Take a different approach. This option contemplates that the best way of achievinga the foals set out for the
Commission is to utilise a vane of approaches as outlined below, rather than funding a specific association..
After careful consideration, the CCAC believes that there are other approaches to better
achieve organization and leadership capacity in Downtown Tigard.
The last sentence in the next paragraph on page 5 was deleted: The reahty is that the
business eliffiate in Downtown is highly individualistie, and the likeliheed ef an
being able to ehange that climate is sliffi, r-egafdiess ef funding 1&v
CCAC Meeting Minutes for January 14, 2009 Page 4 of 7
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The next 2 paragraphs are unaltered.
There are specific actions that the CCAC recommends the City take to help foster an
environment in which all stakeholders may thrive. These include:
® Setting of a Downtown business strategy/policy. Although the CCAC has made
many recommendations for Downtown projects as part of the Urban Renewal
District, so far the Commission has not developed an area business policy for the
City. Yet Urban Renewal projects will greatly shape land use, rent rates, and the
character of the business environment within Downtown. The CCAC feels that it
should take the time as soon as practical to examine what its economic development
goals are within Downtown, including what kind of businesses it is hoping to retain
and/or attract, and then use this policy as an approach to shape Urban Renewal
activities.
• Fast-tracking URD catalyst projects. The City should make catalyst projects such
as the public plaza and various street improvements their number one priority and do
everything within reason to achieve them in the near term. This may include being
willing to undertake an unusually high degree of stakeholder communication as well as
using a greater variety of approaches to complete these projects.
■ Improve the local business climate. The City should examine the local business
climate with an eye towards making improvements that would lead to greater success
in Downtown. Actions might include the revision of"red tape" in Downtown to
make doing business easier, as well as engaging directly in marketing and economic
development activities.
■ Improve public outreach efforts. The City can work towards fostering better
relationships between itself and stakeholders by utilizing creative approaches to public
input that would maximize communications. This might include greater one-on-one
communication with key stakeholders, as well as using less traditional input
approaches such as charrettes and public workshops.
■ Consideration of a project-based grant program. The CCAC recognizes that third
parties such as associations frequently are able to field interesting project ideas that are
beneficial to Downtown. The CCAC therefore recommends that if the City wishes to
fund such activities within Downtown, that it establish a clear and fair grant-based
approach to the process. This would allow any organization meeting qualifying
criteria to apply for and potentially receiving funding for activities on a project basis.
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This approach would largely eliminate many of the political pitfalls of direct funding
and further would clearly measure the disbursement of funds against the clear goals
for Downtown.
Under the Action Plan, the following sentence was added to the April/May timeline: This
will be especially critical in determining what obstacles currently exist in Downtown, as well
as what the business strategy/policy for Downtown ought to be.
Bullet points from the June-September action plan in Option #2 were added to Option #4.
The remainder of the recommendation was unchanged.
[NOTE: The revised preliminary recommendation, as prepared by Commissioner Craghead, is inchsded as
Exhibit D.]
Visitor Mike Marr asked who the City is going to hire as the Economic Development
Director to carry out the recommended goals. He does not believe that current City staff is
equipped to pursue economic development action. He hopes this will be a step forward for
the City seeking a professional, experienced Economic Development Director.
Chair Ellis Gaut acknowledged that the Commission has talked about this issue over the
years. In as much as these are preliminary recommendations to Council, perhaps this may
be one of the flags that they see. Commissioner Murphy asked if it might be appropriate to
add a comment that would suggest an Economic Development Director be hired by the
City.
Action Items (Follow-Up or Votes): Motion by Commissioner Kutcher, seconded by
Commissioner Wong, to recommend Option #4 as revised here tonight as our
recommendation to City Council. The vote passed unanimously.
AGENDA ITEM #8: Other Business
Follow-up Items (information only)
■ Matrix of Downtown Projects
■ Letter to Main St. Property Owners — re: removal of signage / canisters
■ FY 09-10 Budget Schedule
Important Discussion and/or Comments: Phil Nachbar advised that he has drafted a
letter to Main Street property owners about removing the sign canisters. He will send the
Commissioners a copy of the letter after he has mailed it to the property owners.
CCAC Meeting Minutes for January 14,2009 Page 6 of 7
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4
Preliminary Recommendation
to the
City of Tigard
Organizational Leadership and Capacity in Downtown Tigard
January 14, 2009
Prepared by:
City Center Advisory Commission
OLCD Subcommittee:
Alexander Craghead
Thomas Murphy
Elise Shearer
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CCAC Preliminary Recommendation on 2
Organizational Leadership and Capacity in Downtown Tigard
Context& Background
Downtown Tigard is a diverse environment with many interests and little community. This makes
communication between stakeholders and the city,as well between the stakeholders and other stakeholders
difficult. It also means that a coordinated vision of the future of downtown does not now exist amongst
stakeholders.
In 2007,the City of Tigard hired the Leland Consulting Group to assist in the creation of a development
strategy for the Tigard downtown core. In the resulting Downtown Strategy, Leland recommends the
creation of a downtown organization partly in response to the concerns previously mentioned.Additional
concerns included providing a forum independent of the city government for advocacy and conflict
resolution,as well as a venue for the private sector to demonstrate their support of downtown
revitalization.
This recommendation was forwarded by the City Council to the City Center Advisory Commission
(CCAC),with the charge of determining if the recommendation should be implemented,and if so how.
The CCAC has been concerned with the complexity of such an effort,and created a subcommittee in May
of 2008 to investigate the issues surrounding the establishment of or support of a downtown association.
This subcommittee conducted extensive research over the course of the summer,presenting their final
research report to the CCAC on September 18,2008.
Following the receipt of this report,the CCAC conducted a series of meetings to discuss the matter
further. In December 2008,the CCAC asked the subcommittee to reconvene and draft three options for a
recommendation to the CCDA.These recommendations were considered by the CCAC at the January 14,
2008 meeting, at which this preliminary recommendation was chosen.
Goals&Objectives
This recommendation seeks to address concerns raised by the Leland Consulting Group in their
Development Strategy for Downtown Tigard. Leland recommends a series of specific options to
"strengthen organization and leadership capacity in Downtown Tigard".They state the basis as follows:
Successful downtowns are the result of strong leadership and great champions at both the public and
private levels. While the city council is solidly behind downtown,private sector leadership is more
fractured. Strengthening the private sector organization and improving communication between the City
and the private sector is a prerequisite to successful redevelopment.
Leland provides a somewhat more specific view of this issue in the strategic framework section of their
report. They state that a"strong organization" is needed to"champion and implement projects" as
"downtowns must be managed at both the public and private levels."They further support their
recommendations by stating that it is critical to"[bring] these stakeholder groups of varied interests and
perspectives together[as]...an integral part of Place Making strategy for Downtown Tigard."They
conclude by stating that their specific recommendations are aimed at"strengthening relationships among
existing(and future)stakeholder groups."
Leland's specific statement of support for funding a downtown association states that the goals of this
funding would be to subsidize the costs of an executive staff member for the association who would"lead
initiatives and outreach, [and] actively[engage]business and property owners."
Thus,we conclude that the objectives of any City funded effort at strengthening organizational leadership
and capacity in Downtown Tigard would be to:
1.Better champion and implement projects;
2. Manage the downtown at both the private and public levels;
3. Bring stakeholders together for Place Making;
4. Strengthen relationships and improve communication between City and stakeholders.
In examining the options before the CCAC,these four goals are vital.
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CCAC Preliminary Recommendation on 3
Organizational Leadership and Capacity in Downtown Tigard
Summary of Research
The subcommittee's research determined that there is no clear route that stands out above all others; in
short there are multiple ways of achieving revitalization goals. Some cities have chosen to participate in
established,traditional forms,such as the National Trust's Main Street program,while others have chosen
to create their own, innovative programs tailored to their specific needs
In very few cases did associations have a direct impact on urban renewal efforts;however,by their nature
they are often positioned well to undertake routine efforts such as promotion,maintenance,advocacy,
business outreach,and other"soft"skills that cities without economic development departments generally
lack.
Failure is common in such associations, and is usually the result of a lack of broad leadership(reliance on
one or too few individuals), a lack of vision or purpose,and a lack of stable funding. Funding levels seem
less important than funding stability.
The subcommittee's conclusion was that the creation or support of a downtown association in Tigard
would be a challenging effort. Making matters more complex is the high degree of failure rates that these
associations experience, along with the broad path of options available. One important fact to note is that
regardless of whether the city chooses to take a traditional role,or a more innovative path,there are other
cities in the state with similar experiences and with whom the city would likely be able to share knowledge
for mutual benefit.
Summary of Alternatives
The CCAC identified five primary options for action.They are:
Option 1: Begin finding immediately. Under this option, it is conceived that the City ought to
immediately begin funding the development of a downtown association.
Option 2: Do not fund an association. Under this option, the position is that it is not an appropriate use
of City finds to help an association to develop itself,
Option 3: Consider funding an association but not until certain conditions are met. Under this option, it
is contemplated that an association would need to meet certain criteria in order to be viable and thus a
sound investment of public funds.
Option 4: Take a different approach. This option contemplates that the best way of achieving the goals
set out.for the Commission is to utilize a variety of approaches rather than funding a specific
association.
Option 5: Make no recommendation. This option contemplates the inability to reach consensus on the
matter,
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CCAC Preliminary Recommendation on 4
Organizational Leadership and Capacity in Downtown Tigard
Evaluation of Alternatives
Option 1: Begin funding immediately. Under this option, it is conceived that the City ought to
immediately begin funding the development of a downtown association:
Analysis, The CCAC identified some positive reasons to support this option, including recognition of the
business community and a sense of keeping the plan moving in spite of economic conditions. However,
the body found far more arguments could be made against this route,including but not limited to:
• The research report demonstrated that there is no nexus between a successful downtown association and
a successful urban renewal effort.
• Funding an association at this time may be premature and simply set up the association for failure once
city funds cease.
• Issues regarding incentive,perceived political endorsement,and lack of sufficient interest in the existing
business community.
Option 2: Do not fund an association. Under this option, the position is that it is not an appropriate use
of Cityfunds to help an association to develop itself.
Analysis.The primary principle under this option is that any association that would be strong and healthy
would need to come from the community itself Funding of an association before there is demand or
critical mass would not be helpful but rather would be setting that association up for failure once city
funding ceased.
The CCAC also identified numerous other reasons to support this option. The subcommittee's research
showed,for example,that there was no demonstrable nexus between the existence of an association and
success in an urban renewal project such as that the CCAC is charged with overseeing,thus making the
extension of seed money to an association both a distraction and outside the purview of the CCAC.
Numerous additional reasons were also contemplated suggesting that funding the formation of an
association would be a poor use of City funds.
Option 3: Consider funding an association but not until certain conditions are met. Under this option, it
is contemplated that an association would need to meet certain criteria in order to be viable and thus a
sound investment ofpublic.funds.
Analysis. The CCAC found many reasons to support this option. The commission felt that this option
best reflected the realities of the current conditions within downtown while leaving the door open for a
more activist role for the City in the future. In the meanwhile,the City would be strongly encouraged to
undertake activities that would lead towards conditions more hospitable to the flourishing of an
association.
The CCAC did identify a few negatives to this route,including the appearance of being ineffective and the
potential for introducing delays into the process.
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CCAC Preliminary Recommendation on 5
Organizational Leadership and Capacity in Downtown Tigard
Option 4: Take a different approach. This option contemplates that the best way of achieving the goals
set out for the Commission is to utilize a variety of approaches rather than funding a specific
association.
Analysis. This was the widest ranging of options, considering the possibility that the needs identified by
Leland would be better met by approaches other than an association. It would free the City to focus on
more tangible improvements and projects.
An almost equal amount of weaknesses were identified as well,most notably that,due to its custom
nature, the identification and implementation of a "third way" would be time consuming for the CCAC.
Option 5: Make no recommendation. This option contemplates the inability to reach consensus on the
matter.
Analysis. This option anticipated that the commission would be unable to reach consensus on the decision
of funding an association. The CCAC believes no further analysis of this option is necessary.
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CCAC Preliminary Recommendation on 6
Organizational Leadership and Capacity in Downtown Tigard
Preliminary Recommendation
The option that the Commission recommends is Option 4:
Take a different approach. This option contemplates that the best way of achieving the goals set
out for the Commission is to utilize a variety of approaches[as outlined below]rather than
funding a specific association.
After careful consideration,the CCAC believes that there are other approaches to better achieve
organizational and leadership capacity in Downtown Tigard,
The CCAC believes that this approach would invest far too much time,money,and effort in organizational
development,rather than making direct and meaningful improvements in the concerns outlined in the goals
section of this recommendation. However,the CCAC also believes that the City does have a role in
supporting the development of downtown that goes beyond providing major infrastructure improvements.
These actions may include activities ranging from marketing and branding to maintenance,event hosting,
and the fostering of better communication.
The CCAC believes that the best way to achieve these goals is on a case-by-case basis with solutions
tailored to specific problems. While identifying a customized,unified strategy towards engaging the
downtown will take more time than an"off-the-shelf'approaches such as an association,a decentralized
approach has the benefit of being able to be implemented far quicker.Targeted efforts at outreach,business
support,and communication can be implemented and adjusted based on how staff resources are allocated as
well as on the project priorities of the City/CCDA.
There are specific actions that the CCAC recommends the City take to help foster an environment in which
all stakeholders may thrive.These include:
• Setting of a downtown business strategy/policy. Although the CCAC has made many
recommendations for downtown projects as part of the urban renewal district,so far the commission has
not developed an area business policy for the City.Yet urban renewal projects will greatly shape land
use, rent rates,and the character of the business environment within downtown. The CCAC feels that it
should take the time as soon as practical to examine what its economic development goals are within
downtown, including what kind of businesses it is hoping to retain and/or attract, and then use this
policy as as approach to shape urban renewal activities.
• Improve public outreach efforts.The City can work towards fostering better relationships between
itself and stakeholders by utilizing creative approaches to public input that would maximize
communications. This might include greater one-on-one communication with key stakeholders, as well
as using less traditional input approaches such as charrettes and public workshops.
• Improve the local business climate. The City should examine the local business climate with an eye
towards making improvements that would lead to greater success in downtown. Actions might include
the revision of"red tape"in downtown to make doing business easier, as well as engaging directly in
marketing&economic development activities
• Consideration of a project-based grant program.The CCAC recognizes that third parties such as
associations frequently are able to field interesting project ideas that are beneficial to downtown.The
CCAC therefore recommends that if the City wishes to fund such activities within downtown, that it
establish a clear and fair grant-based approach to the process.This would allow any organization
meeting qualifying criteria to apply for and potentially receiving funding for activities on a project
basis.This approach would largely eliminate many of the political pitfalls of direct funding and further
would clearly measure the disbursement of funds against clear goals for downtown.
• Fast-tracking URD catalyst projects.The City should make catalyst projects such as the public plaza
and various street improvements their number one priority and do everything within reason to achieve
them in the near term. This may include being willing to undertake an unusually high degree of
stakeholder communication as well as using a greater variety of approaches to complete these projects.
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CCAC Preliminary Recommendation on 7
Organizational Leadership and Capacity in Downtown Tigard
This recommendation meets the four goals identified earlier in this document:
1. Better champion and implement projects.By concentrating on making improvements directly"in the
ground"rather than on organization building,the City will be able to make a direct and beneficial
impact on Downtown Tigard more efficiently.
2. Manage the downtown at both the private and public levels.This recommendation recognizes the
inherently individualistic nature of Downtown Tigard's private sector. Rather than attempt to change
that, this option honors that uniqueness and instead works to find nontraditional solutions that will
encourage individual private sector stakeholders to manage their portions of downtown better.
3. Bring stakeholders together for Place Making.Rather than expending finds and time on the creation
of a new organization, the City has shown it is more than capable of bringing stakeholders together to
undertake Place Making, most notably through the award-winning TDIP process. The City would best
achieve Place Making by building on this experience and taking a central role in such efforts.
4. Strengthen relationships and improve communication between City and stakeholders. Currently
there are numerous URD projects and efforts that will require public input. The City should utilize these
requirements to take creative approaches that will build synergies between public input and community
building.
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CCAC Preliminary Recommendation on 8
Organizational Leadership and Capacity in Downtown Tigard
Action Plan
The CCAC suggests the following steps for refining the City's plans for supporting organizational and
leadership capacity in Downtown:
April/May, 2009: Seek out public input on this option. It is recommended that the CCAC develop a
public outreach program that will present Option 4 to key stakeholders and the public at large.The goal
will be to seek reactions, suggestions,and other forms of input from these groups to help refine the option.
This will be especially critical in determining what obstacles currently exist in downtown,as well as what
the business strategy/policy for downtown ought to be.
This outreach will also give the CCAC an opportunity to foster better communication between the City
and stakeholders. It is recommended that the City utilize nontraditional,participatory input methods that
may include tactics borrowed from the charrette model of input.
June-September,2009: Refine option.Following initial public input, the CCAC will refine this option
over the Summer to develop:
• A business strategy/policy.
• Improved public outreach policies. The CCAC will make a list of recommendations for improving
public outreach policy in the City, including but not limited to the handling of public input and the
opportunities to create relationship building synergies in public outreach programs.
• List of obstacles needing review.
• List of enforcement recommendations.
• List of"direct actions".The CCAC will identify a "menu" of possible non-capital activities that the
City could directly engage in that would benefit the downtown area.
• A grant program.
October 2009: Present draft plans to stakeholders,public.Following the refinement of this option,the
draft recommendation would be presented to the public to receive a final round of input and make any
necessary adjustments.
October/November 2009: Make final refinement of plan and present to Council.Present an actionable
plan to the Council for consideration.
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The Urban Renewal budget shows how money would be spent over the next 5 years
(Exhibit D). Staff reviewed the projects that would be paid directly from Urban Renewal tax
increment funds. This is another aspect of the budget that the Commission can endorse or
provide comment on.
Action Items (Follow-Up or Votes): Motion by Commissioner Lilly, seconded by
Commissioner Wong, to endorse the Capital Improvement and operating budgets for
Downtown projects for fiscal year 2009-10. The motion passed unanimously.
Motion by Commissioner Kutcher, seconded by Commissioner Barkley, to endorse to the
Urban Renewal budget to the CCDA as presented for fiscal year 2009-10. If adopted by the
CCDA, Commissioner Murphy asked to what extent it is binding as written. Phil Nachbar
said that basically, the CCAC is endorsing the use of funds to be paid with Urban Renewal
dollars. It doesn't specify that a bond has to be issued at a specified time.
Nachbar clarified that the CCAC would be endorsing this as a 5-year budget rather than a 1-
year budget. He advised that in fiscal year 09-10, the request is for $60,000 from general
fund money to be used for the facade improvement program and $60,000 from gas tax
funds to pay for the Main Street grant match. It would also endorse the use of Urban
Renewal dollars to pay back the general and gas tax funds and pay for the other projects
from a bond that would be issued at some point in time.
The motion was withdrawn. A new motion by Commissioner Kutcher, seconded by
Commissioner Barkley, to endorse the use of$60,000 of gas tax funds in fiscal year 09-10 for
the Main Street grant match, and the use of$60,000 in general fund dollars in fiscal year 09-
10 for the facade improvement program; we further endorse the proposed Urban Renewal
budget for fiscal years 09-14 as drafted as of February 5, 2009. The motion passed by a vote
of 8-0; Commissioner Hughes abstained.
AGENDA ITEM #7: Organizational Leadership — Downtown
Important Discussion and/or Comments: For the Council workshop next week, Chair
Ellis Gaut thought the subcommittee could begin the discussion with an overview of the
research that lead up to the final recommendation for Downtown leadership. Commissioner
Craghead anticipates that the CCAC could also update Council on their goal setting efforts.
To improve the lines of communication, the Commission would like to invite Kim McMillan
to give them a presentation on the Main Street project. They would also like to establish
personal relationships with more key players.
CCAC Meeting Minutes for February 11, 2009 Page 7 of 8
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Action Items (Follow-Up or Votes): Kim McMillan will be invited to attend the next
meeting to provide an update on Main Street.
AGENDA ITEM #8: Other Business
Important Discussion and/or Comments: Commissioner Lilly announced that she will
be moving out of the Tigard area on March 8'. It was noted that the bylaws don't address
what happens when a Commissioner moves out of the district in the middle of the term.
Action Items (Follow-Up or Votes): Staff will check with the Mayor on how he would
like to handle the vacancy.
AGENDA ITEM #9: Adjournment
Important Discussion and/or Comments: None
Action Items (Follow-Up or Votes): The meeting adjourned at 9:05 p.m.
Jerree Lewis, CCAC Secretary
i
ATTEST: ;
flair Alice Ellis Gaut
CCAC Meeting Minutes for February 11,2009 Page 8 of 8
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what's happening in the economy, and unless the City begins to do some serious things,
general fund revenues are at risk. As a result, we cannot use the general fund for things
associated with property acquisition, option agreements, and real estate services.
Council will decide whether and when to go out for a parks bond. If successful, there may
be future funding available for purchase of the property and all of the other associated costs.
The plaza is an important project, but it is now on hold pending acquisition of a funding
source.
Action Items (Follow-Up or Votes): None
AGENDA ITEM #7: Downtown Organization Leadership —Action Plan
Important Discussion and/or Comments: It was suggested discussing agenda items 7
and 8 together. The Commissioners reviewed Exhibits C and D. It was noted that a
committee would be able to work more efficiently than all of the Commissioners together
trying to wordsmith a document.
The bylaws committee will look over the current bylaws and make recommendations. It
may not be a long term commitment for the committee members. The Commissioners will
then look at the committee's recommendations, make changes if needed, and then forward
the recommendations to the CCDA for approval.
The stakeholder outreach committee will be developing the preliminary recommendation
that was made to Council for organizational leadership into a final recommendation, which
will be part of a public process. As a component of that, committee members will also be
available to staff as a resource for outreach.
Action Items (Follow-Up or Votes): Motion by Commissioner Murphy, seconded by
Commissioner Shearer, to form the stakeholder outreach committee and the bylaws review
and revision committee. The motion passed unanimously.
Commissioners Craghead, Wong, Louw, and Barkley volunteered to serve on the
stakeholder outreach committee. Commissioners Murphy and Shearer and Chair Ellis Gaut
volunteered to serve on the bylaws review and revision committee.
AGENDA ITEM #8: CCAC Bylaws
Important Discussion and/or Comments: Included in Agenda Item #7.
CCAC Meeting Minutes for March 11, 2009 Page 7 of 8
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2009 Annual Report of the City Center Advisory Commission
In April 2009, the City Center Advisory Commission (CCAC) for the first time adopted
goals for calendar year 2009. A copy of those goals is appended to this report as
Attachment A. The agenda for the CCAC for the balance of 2009 was largely devoted to
developing and implementing those goals. This report is organized around that
framework. Unless otherwise noted, all dates occurred within calendar year 2009.
Goal No. 1 - Downtown Land Use & Design Code
o Review land use & design code
o Participate in public hearings and open houses
o State formal position to City Council
The joint TPC/CCAC Commission Advisory Team (appointed in 2007) completed its
work with consultants from SERA Architecture and Angelo Planning and presented a
draft code to the CCAC. The CCAC analyzed and debated the proposed revisions to the
land use and design in three meetings during June and July, and endorsed a revised
draft on July 8, and forwarded the draft code to the TPC for its consideration.
The proposed revisions of the land use and design standards for the URD were
presented and displayed to the public at an open house held in late July. CCAC
members and city staff were available to discuss the proposed revisions with Tigard
residents. The TPC unanimously endorsed the proposed code on October i9, and is
anticipated that the code will be placed before the City Council on December 8, 2009 for
final action.
Goal No. 2 - Downtown Circulation Plan
o Participate in public/business outreach
o Participate in open houses
o State formal position to City Council
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The CCAC began its work on a downtown circulation plan in two meetings in April by
discussing and marking up a conceptual diagram and identifying values to be served by
revisions to the transportation system. City staff then utilized the marked-up diagram
and the statement of values in orienting the work of the consultants retained to develop
the Plan. The CCAC worked with representatives from the project consultants, SERA
Architects, from July through September. The circulation plan concepts were also
presented to the public at an open house in July.
In September, the CCAC endorsed one of two options presented by the consultants.
With that endorsement, the circulation plan has been forwarded to be evaluated as part
of the Transportation System Plan (TSP) update and review by the City's Transportation
Advisory Committee. It is anticipated that the circulation plan will come before the
CCAC again for final consideration prior to the public hearing process leading to plan
adoption.
Goal No. 3 - Main Street Green Street
o Participate in public/business outreach
o Provide on-going feedback/recommendations to Council
Several members of the CCAC paired up with representatives of City staff during June to
contact Main Street businesses and property owners, to explain the Main Street Green
Street project, to hear their concerns and answer their questions. The outreach effort
produced generally positive responses. Questionnaires that were completed during the
interviews were forwarded to City staff. It is the CCAC's understanding that safety
concerns will be considered and addressed internally, while the balance of the public
input will be provided to the consultants to be retained by the City to oversee and
coordinate the project.
Information on the Main Street Green Street project was presented to the public at an
open house in July. CCAC members and City staff were present to discuss the project
and answer questions.
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It is anticipated the City will have a finalized work program with a consultant by the end
of the year. The CCAC will function as the Citizen Advisory Committee for that project,
and will continue to assist the consultant with public outreach.
Goal No. 4 - Storefront Improvement Program
o Promote benefits and opportunities to business community
o Participate with Staff in developing project models
The CCDA and the CCAC formed a joint subcommittee, which first met in June, to
develop and implement a pilot commercial facade improvement program in the URD.
Through the efforts and with the input of the subcommittee, the City issued a request for
qualifications and retained LRS Architects as the on-retainer architecture firm for the
facade improvement program. At its October meeting, the CCAC met with a
representative of the firm to discuss the program's goals and implementation. It is
anticipated that the program will be up and running and applications from eligible
property and business owners will be actively solicited starting in November.
Goal No. 5 - Tigard Transit Center
o Review study as presented to CCAC
o Provide feedback and recommendations to CCDA
In August, the CCAC heard the presentation and received the written report of Johnson
Reid, the consultant on land use economics retained by the City to analyze the feasibility
of high-density mixed-use development of the Tigard Transit Center site (as well as an
adjacent privately-owned parcel). The results were disappointing. The consultant
concluded that, in current market conditions, the contemplated development of the
Transit Center site would not generate sufficient income to offset the relatively high
costs of construction. The consultant's report was forwarded to the CCDA without a
recommendation.
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It is anticipated that the CCAC will return to the topic of development on the Transit
Center site in 20io. The parcel is central to the URD, both in location and in potential
significance. Tri-Met, the present owner, is apparently a willing seller (under the right
circumstances). The opportunity cannot be ignored.
Goal No. 6 - Review, participate as needed, and provide on-going feedback/
recommendations for the following projects:
• Burnham Street. The CCAC continued to monitor the Burnham Street project as a
follow-up to outreach undertaken in 2008 by CCAC Chair Ellis Gaut and Mayor
Dirksen. This outreach played a role in the ultimate acquisition of necessary
ROW, and the subsequent awarding of the construction contract and the
groundbreaking for the project on October 20.
• Lower Fanno Creek Park. Preliminary work was completed in August 2009 and
the CWS re-meander of creek and bridge replacement will start summer 2010.
This work implements recommendations of the Fanno Creek Park and Plaza
Master Plan which was worked on by members of the CCAC.
• 99W Urban Design. CCAC commissioners attended review meetings and
provided feedback to the University of Oregon graduate students working on the
project.
• Hall/99W Intersection work. Information on the reconfiguration of the
Greenburg Road/Pacific Highway and the Hall Boulevard/Pacific Highway
intersections were presented to the public at an open house in July. CCAC
members were paired with City staff for those presentations.
Long Term Goals
The CCAC continued to improve its processes and procedures through the year.
Currently the commission is working to create a new member orientation program. The
CCAC undertook a training session in August to improve its agenda setting and meeting
procedures. The adoption of goals for the first time in the commission's history is also
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an indication of its continuing commitment to self improvement. In January the CCAC
held its first retreat and currently the commission is planning another retreat for 2010.
Another long term goal is the continual improvement of outreach to businesses and the
local community. In 2009 this took the form of implementing many of the principles
contained within the Preliminary Recommendation on Organizational Leadership and
Capacity in Downtown, a report presented to the CCDA in February. An example of this
implementation is the outreach undertaken in support of the Main Street Green Street
project. Another example of principles contained within the preliminary
recommendation is the facade improvement program currently being formed.
The CCAC appointed a Stakeholder Outreach Committee in March and this committee is
preparing a survey on business conditions in downtown to be distributed before the end
Of 2009. This survey will help to shape a formal recommendation regarding business
and organizational policy in downtown. It is anticipated that the CCAC will return to this
topic in 2010.
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