01/18/2017 - Packet M.— p- Completeness Review
for Boards, Commissions
TIGARD and Committee Records
CITY OF TIGARD
CCAC - City Center Advisory Commission
Name of Board, Commission or Committee
January 18, 2017
Date of Meeting
I have verified these documents are a complete copy of the official record.
Joe Patton,Meeting Secretary
Print Name
p)Pq
gnature
February 16,2017
Date
14, City of Tigard
= City Center Advisory Commission Agenda
s � .
MEETING DATE/TIME: January 18, 2017 — 6:00 to 7:35 p.m. (Business meeting)
7:35 to 7:40 p.m. (Light dinner and introductions)
7:40 to 9:00 p.m. (Goal Setting/Retreat)
MEETING LOCATION: Town Hall, 13125 SW Hall Blvd., Tigard, OR 97223
1. CALL TO ORDER Carine 6:00
2. CONSIDER MINUTES Carine 6:05
3. PUBLIC COMMENT Carine 6:10
4. PROJECT UPDATES Sean 6:15
5. SW CORRIDOR NEXT STEPS Sean 6:25
6. HOMELESS TASK FORCE AND DOWNTOWN Carine, Kent Wyatt 6:30
7. MARIJUANA IN THE DOWNTOWN Sean,Agnes Kowacz 6:45
Potential action item
8. DOWNTOWN STORY MAP Sean 7:05
9. CCDA/CCAC JOINT MEETING PLANNING Carine and Sean 7:15
10. ADJOURN BUSINESS MEETING Carine 7:25
*EXECUTIVE SESSION:The Tigard City Center Advisory Commission may 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.
LIGHT DINNER AND INTRODUCTIONS 7:25 to 7:40 PM
CCAC RETREAT AND GOAL SETTING 7:40 to 9:00 PM
Upcoming meetings of note:
Tuesday,February 7,6:30 p.m., CCDA-CCAC Joint Meeting,Town Hall
Wednesday,February 8,6:30 p.m., Regular CCAC Meeting,Red Rock Creek Conference Room
CITY CENTER ADVISORY COMMISSION AGENDA—January 18, 2017
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
CITY OF TIGARD
CITY CENTER ADVISORY COMMISSION
Meeting Minutes
January 18, 2017
Members Present: Carine Arendes (Chair),Joyce Casey,Josh Kearney,Tim Myshak, Gloria Pinzon
Marin, Kate Rogers, and Sarah Villanueva (Ex Officio).
Members Absent: Cameron Anderly, and Richard Shavey.
Staff Present: Redevelopment Project Manager Sean Farrelly,Associate Planner Agnes Kowacz, and
Administrative Specialist Joe Patton.
Others Present: Councilor John Goodhouse, Council Liaison to the CCAC, and resident Gus Guelet.
1. CALL TO ORDER
Chair Arendes called the meeting to order at 6:00 pm. The meeting was held in the Tigard Town Hall
Conference Room, at 13125 SW Hall Blvd.Joe recorded the roll call.
2. CONSIDER MINUTES
Approval of the November 9, 2016 CCAC Minutes was postponed as a quorum of members from that
meeting were not present.
3. PUBLIC COMMENT
Gus Guelet expressed his support for allowing the sale of marijuana in downtown Tigard.
4. PROJECT UPDATES
Sean gave a brief update on ongoing projects, included with the Agenda.
5. SW CORRIDOR NEXT STEPS
Sean noted the appointment of a Citizen Advisory Committee to the Southwest Corridor project. It
includes Chair Arendes and six other Tigard residents. They will be looking at a Draft Environmental
Impact Statement (DEIS) which will take approximately two years. In 2018, a bond measure will be on
the ballot to help fund the project. Historically this type of project has been funded 50 percent by the
federal government, though with the recent election the potential federal contribution is unclear. The
final route through Tigard is pending. If everything goes according to schedule light rail will reach Tigard
in 2025. A kickoff event will take place on February 2 in the Library Community Room.
6. HOMELESS TASK FORCE AND DOWNTOWN
This topic was postponed until the February meeting.
7. MARIJUANA IN THE DOWNTOWN
Agnes briefly discussed the information contained in the Agenda regarding the issue of allowing
marijuana facilities in the downtown area. It contained follow-up information requested during the
November CCAC meeting. After discussion, Commissioners agreed to convey a list of concerns about
downtown siting to the Planning Commission: the retail mix, a concentration of adult businesses in the
proposed area,proximity to the Tigard Street Heritage Trail and the park zone buffer, and
facade/potential design issues.
Page 1 of 2
CITY CENTER ADVISORY COMMISSION
January 18, 2017
8. DOWNTOWN STORY MAP
Sean shared the City Center Urban Renewal: Past,Present, Future webpage (https://goo.gl/9TPQYY),
which will be publicized on Tigard's website and social media accounts soon.
9. CCDA/CCAC JOINT MEETING PLANNING
A brief overview of the joint meeting format was given and the Recommendations for CCDA
Consideration were reviewed.
10. ADJOURNMENT
The meeting was adjourned at 7:27 pm.
Joe Vatton, CCAC Meeting Secretary
A ST: Carine Arendes, Chair
Page 2of2
Agenda Item 4
1/5/16 Downtown Project Updates
1. Fanno& Main (Saxony) project
RFP for property to go out in 4-6 weeks
Brownfields Grant environmental cleanup consultant under contract.
Demolition likely in spring 2017
2. Tigard Transit Center/Nicoli redevelopment study (Metro CET grant)
3 alternative concepts being studied
A) Nicoli property and part of the Transit Center
B) Ash Avenue site incorporating new Transit Center
C) Ash Avenue site adjacent to new Transit Center
3. Parking management
Internal parking group proposing new parking policies (2 hour limit) for Burnham Street
4. Developer recruitment
RFP for developers for Fanno & Main (Saxony) property
Met with potential developer Fanno & Main property
5. Ash/Burnham Redevelopment
Construction continues. Building 2 estimated completion-January 2017, Building 1
estimated completion- March 2017
6. Tigard Street Heritage Trail
ODOT still working on Intergovernmental Agreement/funding
RFP for design ready to go
Rotary Club proposing a partnership
7. Fanno Creek Park Improvements
CWS design, engineering underway. Project completion summer 2018
8. Community Engagement
Urban Renewal mailer send to every voter on upcoming ballot measures on City Center
Substantial Amendment and Tigard Triangle urban renewal
Downtown Story Map on website
mCity of Tigard
1011. Memorandum
To: City Center Advisory Commission (CCAC)
From: Agnes Kowacz,Associate Planner
Re: Agenda Item 2:Marijuana in Downtown
Date: December 7, 2016
At the November 9,2016 City Center Advisory Commission (CCAC) meeting,the Commission
instructed staff to provide additional information on the time and place regulations for marijuana
facilitates. Specifically, the Commission asked staff to research the following:
1. Reach out to the Woodstock Merchants Association (or similar) to talk about any impacts to
downtown.
2. Contact other cities, similar to Tigard, and discuss whether allowing marijuana has been
successful or not.
3. Police reports/activity from other jurisdictions.
4. Explore other suitable location for marijuana outside of the downtown/Main Street.
5. Any research on perceptions of marijuana businesses and whether they create fear (keeping
people from coming downtown).
1. Woodstock Community Business Association (WCBA)
I spoke with Ann Sanderson,who is the WCBA President, about the experiences that the Woodstock
neighborhood has had with marijuana businesses. Ms. Sanderson stated that the approach the WCBA
has taken is to embrace marijuana businesses as part of their community rather than alienate which
could cause other problems. From her perspective, there hasn't been any increase in crime and the
neighborhood doesn't look or feel any different because of the marijuana business.
2. Similar Communities
Staff contacted the communities of Milwaukie,Beaverton and Oregon City to talk about whether they
allow marijuana in their downtown and what impacts,if any,have resulted. The City of Beaverton does
not allow marijuana businesses in the downtown. The City of Oregon City has adopted regulations that
will go into effect January 2017. Marijuana business will be allowed in the downtown,however, the
school buffer will cover a majority of the downtown. The City of Milwaukie allows marijuana business
downtown,but there currently aren't any located in downtown.
3. Police Reports
Staff contacted the City of Beaverton, City of Hillsboro, City of Portland, City of Keizer and City of
Salem. Staff has not heard back from Portland and City of Salem reported that they are currently not
tracking the dispensaries in town.
The City of Beaverton stated that there are three retail facilities located in the City.Just using their
specific addresses, two of the locations haven't generated any calls of note since they opened
(Growing Releaf and Stone Age Farmacy). The other facility, Blooming Deals, has generated
additional calls,but nothing serious or that can specifically be pin pointed to the business. They had
an internal theft (employee stealing from business) and then a customer theft but the other stuff has
been nuisance calls from the neighboring businesses (dispensary customers parking in the other
businesses parking spots, being loud,leaving dogs in the car, etc.). There has been an increase in
suspicious person/vehicle/circumstances (SSP/SSV/SSC) calls,usually homeless/transient folks but
nothing that can be specifically pin to the dispensary. There's a Fred Meyer and larger strip mall
across the street from this location which tends to draw its own fair share of transient type folks as
well.
The City of Hillsboro provided information for the two marijuana dispensaries located in the City
between 11/1/2015-10/31/2016. There were 0 arrests and 0 person crimes. One police report was
taken last month for vandalism to a dumpster. Seven police calls for service that did not result in a
police report. Specifically:
1 call from a dispensary requesting phone contact from an officer to answer questions about
marijuana laws.
1 call from a dispensary regarding a pan-handler in front of the business.
1 alarm (cancelled by alarm company prior to police arrival).
2 traffic crashes in the parking lot of a dispensary.
1 call for a child left in a vehicle in the parking lot. (Vehicle not located. It is unknown if the adults
were customers at the dispensary or at another business in the plaza.)
1 call from a dispensary regarding an unruly customer.
The City of Keizer reported that the City currently has three medical marijuana facilities located in
Keizer. Since January 1,2016,there have been 16 separate calls for service amongst the three. Of those
calls, ten are likely unrelated to the business(es), and another three are possibly unrelated to the
business(es).
4. Maps
Two citywide maps have been provided with this memo identifying all the commercial and industrial
areas (blue areas) where marijuana facilitates could occur if they were not limited to parcels with
frontage on Pacific Highway (99W). On Map A, the areas identified in blue exclude the 1,000 foot
buffer from schools and marijuana retail facilities, 500 foot buffer from parks zones and library and the
downtown core (Mixed Use Central Business District). On Map B, the areas identified in blue exclude
the 1,000 foot buffer from schools and marijuana retail facilities and the downtown core (Mixed Use
Central Business District).
5. Perception Research
I was unable to find research concerning perception issues with marijuana and how these affect people's
behaviors.
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SAMPLE NEIGHBORHOOD AGREEMENT
(from the City of Portland)
Name of business and Neighborhood Association
Good neighbor agreement
date
1 .01 Background
Name of business is a restaurant on located within the
Neighborhood Association. This restaurant is located in an area with
heavy pedestrian traffic and activity that may have an impact on the
surrounding residents. The partners of this agreement are committed to
minimize the negative impact of this business and it's customers on the
livability of the neighborhood.
2.0 Formation of the Partnership
The following Good Neighbor Agreement is made between the under-
signed (hereinafter referred to collectively as the "Partners") for the
property d/b/a name and address (Restaurant), owned and operated
by Name of corp or applicant (Owner). The issues addressed in this
Agreement have been developed by the Owner, the
Neighborhood Association, the Office of Neighborhood Involvement
Crime Prevention (ONI) and the Police Bureau.
This Agreement is founded in the belief that a successful business
relies, in part, on the strength, cooperation, and support of the neigh-
borhood around it, and that the strength of the neighborhood relies, in
part, on the responsibility, vitality, and strength of the businesses oper-
ating within it.
The issues addressed in this Agreement have been agreed upon by all
of the parties mentioned above. We acknowledge that this document
represents the good faith effort by all parties to resolve the issues iden-
tified herein.
3.0 Duration
This Agreement shall begin and shall remain in effect
until all parties agree to dissolve the agreement. The parties shall meet
annually to review the status of the agreement.
42
1 .04 Goals of the Agreement
3.01 Maintain the livability and safety of the
neighborhood.
3.02 Minimize nuisance issues, crime and fear of
crime in and around the restaurant.
3.03 Develop and maintain clear communication
channels between all partners.
3.04 Restaurant Operating Policies
4.01 Operations
List operating hours - may include the type of license they will
hold/alcohol they can sell.
4.02 Outdoor Seating
In the event that the Restaurant allows outdoor seating, it shall be
allowed no later than 10 p.m. In the event that noise complaints arise
as a result of the outdoor seating, Owner agrees to work with the
neighbors and association to mitigate concerns.
4.03 Litter/Vandalism
Restaurant shall keep the exterior of the premises and the alley free of
litter, garbage and graffiti. The Owner or employees shall make every
effort to document the graffiti by taking pictures and/or writing down
descriptions of the graffiti before cleaning it off of the premises.
Restaurant shall share any pictures of graffiti with the Graffiti
Abatement Program and/or the police.
Restaurant shall utilize appropriate methods (such as locking dump-
sters) to minimize availability of garbage and recycling for transients
after hours.
4.04 Delivery Trucks/Garbage Haulers
Delivery trucks and garbage haulers shall not provide services to
Restaurant between the hours of 10:00 p.m. and 7:00 a.m.
4.05 Noise
The Owner shall take reasonable actions to manage and control the
noise level of patrons inside and outside the Restaurant. The residents
living and businesses working near the Premises that are disturbed by
noise caused by the Restaurant or patrons of the Restaurant should
contact the Owner/Restaurant Manager and can expect an immediate
43
response. The police and/or Noise Control Office will be notified of
any situation that shall warrant their attention.
Restaurant shall post signs inside and outdoors and make announce-
ments for departing parties (if appropriate) reminding patrons to be
considerate of residents and keep the noise down in the neighborhood.
4.06 Entertainment
Restaurant shall have live music no later than In the event
that noise from live or recorded music creates complaints from neigh-
bors, the Restaurant shall attempt to mitigate concerns and meet with
neighbors to discuss resolution if appropriate (keeping windows
closed, employing security, etc).
4.07 Troubleshooting
Restaurant shall maintain an incident/complaint log, which shall be
freely accessible to the partners. The log will include, but not be limit-
ed to, the following information:
• All disturbances, inside and outside the premises
related to Restaurant customers
• Names and/or descriptions of all persons denied
service and/or trespassed from the property (86d)
• All phone calls to law enforcement
1 .05 Roles/Duties of Partners
5.01 Restaurant agrees to:
• Include this agreement as part of their OLCC
operating and business plans
• Follow the operation guidelines agreed upon in the
previous section
• Maintain an ongoing relationship and open
communication with neighbors and partners
• Participate in follow up meetings
• Follow up promptly on neighbor concerns related to
the restaurant or it's customers
• Provide all employees with a copy of this agreement
5.02 Neighborhood Association and Neighbors
agree to:
• Support the granting and renewal of restaurant's
liquor license
44
• Report any nuisance issues to the restaurant
management
• Report any crime issues to the police and restaurant
management
• Document incidents occurring in and around
Restaurant and forward documentation to the appro-
priate partner and/or agency
• Participate in follow up meetings when appropriate
5.03 Office of Neighborhood Involvement Crime
Prevention Program agrees to:
• Maintain a copy of the Good Neighbor Agreement
and provide copies to the partners upon request
• Provide technical assistance
• Facilitate meetings and mediate minor disputes
among parties if requested
• Provide information and updates to partners
regarding problems in the area
• Provide follow-up training upon request
5.04 (OPTIONAL) Portland Police Bureau agrees
to:
• Patrol the area on a regular basis by the district car
• Conduct walk-throughs during business hours
whenever possible
• Provide advice and assistance to the restaurant where
necessary or requested
• Attend follow-up meetings as necessary
1 .06 Administration
6.01 Maintenance
The Crime Prevention Specialist will keep this agreement at the
Office. The ONI Crime Prevention Program shall maintain this
agreement and make it available to the undersigned partners at
their request.
6.02 Meetings
The partners may meet annually to continue to coordinate
efforts and evaluate the Agreement. These meetings will be
coordinated by Crime Prevention staff upon request. At any
other time, any of the partners may call a meeting on an as-
needed basis. Upon written request from a partner, Crime
Prevention staff will coordinate the calling of the meeting by
sending notice to all partners of this agreement. The notice will
45
include the date, time and place of the meeting. Every effort
will be made to ensure that the written notices are sent in a
timely fashion.
6.03 Sale of the Business
In the event that the Owner sells the Restaurant, the current
Owner agrees to give the buyer a copy of the Good Neighbor
Agreement. The Owner will make every reasonable attempt to
ensure/persuade the buyer to continue the Good Neighbor
Agreement and allow it to be incorporated into the contract of
the sale of the business. The Owner will give the Association
60 days notice of intent to sell the Restaurant.
7.04 Problem Solving
If a problem does arise, neighbors shall first attempt to
contact Restaurant management to resolve the problem.
Management will make every effort to address the concerns in a
timely fashion.
If the problem persists, neighbors shall contact the Crime
Prevention Specialist, Liquor Licensing Specialist and/or Oregon
Liquor Control Commission for assistance resolving the prob-
lems. Additional resources (mediation, other agencies) may be
utilized to resolve the problems.
All partners recognize that if problems involve illegal activities,
neighbors will contact the police to report the activity, as well as
following the steps outlined above.
1 .07 Signatures
By their signature, all parties agree to abide by the Good Neighbor
Agreement.
Owner Date
Neighborhood Assoc. Date
Crime Prevention Center, ONI Date
Portland Police Bureau Date
46
Chapter 18.735
MARIJUANA FACILITIES
Sections:
18.735.010 Purpose
18.735.020 Applicability
18.735.030 Compliance and Enforcement
18.735.040 Development Standards
18.735.010 Purpose
The purpose of this chapter is to:
A. Protect the general health, safety,property, and welfare of the public;
B. Balance the right of individuals to produce and access marijuana and marijuana derivatives consistent
with state law, with the need to minimize adverse impacts to nearby properties that may result from
the production, storage, distribution, sale, and/or use of marijuana and derivatives;
C. Prevent or reduce criminal activity that may result in harm to persons or property;
D. Prevent or reduce diversion of state-licensed marijuana and marijuana derivatives to minors; and
E. Minimize impacts to the city's public safety services by reducing calls for service. (Ord. 15-07 §3)
18.735.020 Applicability
A. Relationship to other standards. The regulations within this chapter are in addition to base zone
standards. Sites with overlay zones, plan districts, inventoried hazards, and/or sensitive lands are
subject to additional regulations. Specific uses or development types may also be subject to
regulations set forth elsewhere in this title.
B. When provisions apply. The provisions of this chapter shall apply to all marijuana facilities requiring
a state license or registration. (Ord. 15-07 §3)
18.735.030 Compliance and Enforcement
A. Procedure. All marijuana facilities requiring a state license or registration, and public places of
assembly where marijuana is consumed, shall demonstrate minimal compliance with these standards
through a Type I procedure as set forth in Section 18.390.030 of this title, using approval criteria set
forth in subsection B of this section.
B. Approval criteria. Development subject to the provisions of this chapter shall demonstrate compliance
with all standards set forth in Section 18.735.040 of this chapter.
C. Documentation. The following provisions shall apply at the time of minimum compliance review or a
request for enforcement:
1. When processing a minimum compliance review, the city may accept an evaluation and
explanation certified by a registered engineer or architect, as appropriate, that the proposed
Marijuana Facilities 18.735-1 Code Update:4115
development will meet the off-site odor impact standard. The evaluation and explanation shall
provide a description of the use or activity, equipment, processes and the mechanisms, or
equipment used to avoid or mitigate off-site impacts.
2. If the city does not have the equipment or expertise to measure and evaluate a specific complaint
regarding off-site impacts, it may request assistance from another agency or may contract with an
independent expert to perform the necessary measurements. The city may accept measurements
made by an independent expert hired by the controller or operator of the off-site impact source.
(Ord. 15-07 §3)
18.735.040 Development Standards
Development subject to the provisions of this chapter shall demonstrate compliance with all of the
following standards:
A. The proposed development complies with all applicable state requirements.
B. The proposed use is allowed in the underlying zone and complies with all applicable requirements of
this title.
C. The proposed development meets all of the following site location restrictions. All distances shall be
measured at the closest property lines between the proposed site and nearest lot or parcel containing
the specified use or characteristic.
1. Marijuana facilities are prohibited within the MU-CBD zone.
2. The proposed development is not within 1,000 feet of a public or private elementary school,
secondary school, or career school attended primarily by minors.
3. Sale-oriented retail and wholesale sales uses open to the public shall be subject to the following
restrictions:
a. Must be located on a lots or parcel with frontage along Pacific Highway (Oregon Route
99W);
b. Shall not be located within 2,000 feet of another state-licensed retail or wholesale marijuana
facility within or outside of city limits; and
c. Shall not be located within 500 feet of a public library or Tigard parks and recreation zone.
4. Non-retail uses and wholesale sales uses not open to the public shall not be located within 500
feet of one or more of the following zones or facilities:
a. Residential zone;
b. Parks and recreation zone;
c. Public library.
D. Hours of commercial operation shall be limited to the hours between 10:00 am and 8:00 pm. General
industrial uses with no on-site retail activity are exempt from this restriction.
Marijuana Facilities 18.735-2 Code Update:4115
E. Primary entrances shall be clearly visible from Pacific Highway(Oregon Route 99W).
F. The proposed development shall be located inside a permanent building and may not be located
within a trailer, shipping container, cargo container, tent, or motor vehicle. Outdoor storage of
merchandise,plants, or other materials is not allowed.
G. Parking lots, primary entrances, and exterior walkways shall be illuminated with downward facing
security lighting to provide after-dark visibility to employees and patrons. Fixtures shall be located so
that light patterns overlap at a height of seven feet with a minimum illumination level of 1.0
footcandles at the darkest spot on the ground surface.
H. Drive-through marijuana facilities are prohibited.
I. The proposed development shall confine all marijuana odors and other objectionable odors to levels
undetectable at the property line.
J. Marijuana or marijuana product shall not be visible from the exterior of the building or structure.
(Ord. 15-07 §3) ■
Marijuana Facilities 18.735-3 Code Update:4115
CCAC RETREAT AND GOAL SETTING
After the January 11 business meeting, the CCAC will hold its
annual retreat and goal setting. The following three documents are
for background to the discussion. The draft goals developed will
be discussed with the Board of the CCDA (City Council) on
February 7.
Exhibit A: Goal Setting Summary
Exhibit B: Recommendations for CCAC Consideration
Exhibit C: Draft Findings and Communication Recommendations
Goal Setting Exhibit A
CCAC Goals Summary 2009-2016
History of Goal Setting
The 2008 CCAC recognized that some kind of guiding document was needed to ensure goals
and objectives were addressed within the calendar year. In January of 2009, the commission
held its first annual retreat. From that 8-hour discussion, CCAC came up with a list of priorities
that were discussed at the March 11, 2009 meeting (Agenda Item #5, page 3 of 8 in the
Minutes).
A draft of CCAC goals was introduced at a business meeting for the first time on April 8, 2009,
Agenda Item #4. For a number of subsequent years, an annual full day retreat for CCAC goal
setting was held on MILK Day. After establishing a more fleshed out framework, goal planning
was shortened to 1-2 hour sessions preceding or following a regular business meeting. In 2014
and 2015 goals were drafted at the CCAC's January meeting, presented to CCDA at a joint
meeting the first week of February, and adopted by the CCAC at the February meeting.
2017 CCAC Retreat and Goal Setting
The January 2017 CCAC Retreat and Goal Setting is scheduled from 7:30-9 pm. The three
elements of the retreat will be Orientation, Goal Setting and Nominations.
How to Read This Document
A summary of the goals for each year was taken from adopted goals (2016) or 3rd Quarterly
Update (2009-2015). Main topic headings are in bold, and the information following the ":" is in
regards to how those goals were fleshed out or implemented.
From year to year, if a new goal was added, it is highlighted it in red. For example, in 2011, a
goal that was added and different from 2010 was "Economic Development" as a category. Thus,
in the 2011 section, it is highlighted in red.
From year to year, if a goal was removed, it is shown On strikethro gh. For example, in 2011,
"Long term goals" was not listed, thus in the 2011 section, Long term ^ is noted at the end
of the list.
Years are listed from 2009 to the present.
Revision History: 12/22/16 by Carine Arendes, CCAC Chair
1/2/16 by Linli Pao, CCAC Vice Chair
Goal Setting Exhibit A:
CCAC Goals Summary 2009-2016
CCAC Goals 2009
These goals were the ones that the "CCAC believ[ed] deserv[ed] specific attention" for 2009.
1. Downtown Land Use & Design Code: Review land use & design code, participate in
public hearing and open houses, and state a formal position to Council.
2. Downtown Circulation Plan: Participate in public/business outreach, participate in
open houses, and state formal position to City Council.
3. Main Street Green Street: Participate in public/business outreach, and provide on-
going feedback/recommendations to Council.
4. Storefront Improvement Program: Promote benefits and opportunities to business
community, and participate with staff in developing 2 project models (full fagade
development); 1 small budget (i.e. paint, awnings, planters)
5. Tigard Transit Center: Review study as presented to CCAC, and provide feedback &
recommendations to Council.
6. Review, participate as needed, and Provide on-going feedback/recommendations
for the following projects: Burnham Street, Lower Fanno Creek Park, Greenburg
Intersection, and 99 Urban Design + Hall/99 Intersection.
In addition, CCAC also set Long-Term Goals
1. Continually improve CCAC processes and procedures including, but not limited
to: (a) new member orientation, (b) efficiency of meetings and agendas, (c) annual
calendar development.
2. Increase our awareness of the impact our work has on the community: (a) on-going
outreach to businesses and local community (b) continually work to increase
transparency with citizens (c) continually work to improve communication with Council
and staff.
3. Perform other duties as assigned by CCDA
CCAC Goals 2010
7. Project Infrastructure: Green Street, Plaza site, Burnham Street Completion, Lower
Fanno Creek, Transit Center Redevelopment
8. Development: incentivize development with a focus on residential, advise CCDA on
exploratory findings of incentives, improve knowledge of downtown "built" environment.
9. Fagade Improvement Program: implementation of phase 1, refine/expand program
10. Circulation Plan: TTAC liaising created,
11. Branding/Marketing of Downtown: encourage branding identification, determine CCA
role in promotion/branding of downtown
12. Communication: establish Council liaison visits, engage in ongoing communications
with neighborhoods, liaise with other boards/committees
13. Long-Term Goals: continually improve CCAC processes and procedures, increase
awareness of impact of work in community, and perform other duties as assigned by
CCDA.
Page 2 of 5
Goal Setting Exhibit A:
CCAC Goals Summary 2009-2016
CCAC Goals 2011
1. Project Infrastructure: 2010 + full utilization of public transit
2. Economic Development: advocate implementation of approved plan; work with Metro
consultant to develop marketing plan for downtown
3. Development: 2010
4. Facade Improvement Program: promote + expand program, collect evaluation metrics
on program success
5. Circulation Plan: Review before final adoption; continue discussion on "heart" of
downtown.
6. Communication: identified PRAB, HCTCAC as important boards to liaise with;
established CCAC attendance at Council/CCDA meetings as needed; establish
representation at downtown project meetings; published 5-year report on
accomplishment.
BrandiRg/Marketing of DOWRtOWR e I eRg term geolo
CCAC Goals 2012
1. Project Infrastructure: 2011 + public parking lot on Burnham street and Tigard Street
Trail
2. Economic Development: support downtown businesses owners and property owners
to better market the area; ensure Main Street Green Street constructed with as little
economic impact on downtown businesses.
3. Development: 2011
4. Facade Improvement Program: 2011 + make necessary adjustments
5. Land Use & Transportation Planning: 2012 + advocate on behalf of priority
connectivity plan elements, continue defining "heart" of downtown, monitor and
encourage a solution for the RR crossing at Ash Avenue, and begin a long-range plan to
cover the 5, 10, and 15 years left in the URD.
6. Communication: identified PRAB, HCTCAC as important boards to liaise with;
established CCAC attendance at Council/CCDA meetings as needed; establish
representation at downtown project meetings; published 5-year report on
accomplishment.
7. Ongoing Processes: CCAC received training on ethics laws (conflict of interests and
executive session protocols); advocated making this training an annual event and
mandatory for all new commissioners.
Page 3 of 5
Goal Setting Exhibit A:
CCAC Goals Summary 2009-2016
CCAC Goals 2013
1. Prosect Infrastructure: 2012 implemented (parking lot, construction, negotiations
continue on acquiring open space using Parks Bond; Tigard Street Trail improvements +
99 year revocable lease) + consideration of a public restroom.
2. Economic Development: 2012 + receive reports from and monitor work of contracted
downtown facilitator; staff/CCAC attend Tigard Downtown Alliance meetings; apply
lessons learned from completed Burnham and Main Street; monthly update meetings
held at Max's Fanno Creek Brewpub backroom; Metro CET grant to City to complete
redevelopment feasibility studies for Public Works Yard and one additional Downtown
site.
3. Facade Improvement Program: 2012 + completed two projects, with five in progress.
Awarded first TIP to Jeffrey Allen for a $75,000 matching grant.
4. Land Use & Transportation Planning: 2012 + regular CCAC attendance at SW
Corridor planning meetings; begin action plan to cover remaining years left in the URD
(financial model completed)
5. Communication: 2012
Ongoing PFOGesse
CCAC Goals 2014
The chart system was not used this year. Goals were broader, some implementation/objectives
also less specific
1. Support URA Plan Projects: Participate in public process for design of Tigard Street
Trail & adjacent plaza and promote participation by other downtown stakeholders;
support staff and council efforts to acquire property for downtown plaza/public space and
advise on initiatives (including existing Brownfield program); support and advise CCDA
on parking management plan.
2. Support programs & staff work to facilitate identified URA Plan and City Council
Goals: support and advise CCDA regarding strategies to support residential
development in the URA (includes Vertical Housing Zone, private redevelopment
programs, public works developments, etc.), Support staff work to develop programs to
address private redevelopment and pursue options/develop recommendations regarding
incentive matrix for developers (e.g. permanent farmer's market location, arts facility,
etc.) support and advise CCDA on streetscape improvements that will attract, enhance
and increase recreational, shopping and transportation experiences in URA.
3. Communications and Economic Development: identify primary and secondary
liaisons to attend meetings, explore opportunities to enhance and improve city
sponsored URA communications, advocate on behalf of businesses to mitigate impacts
of Green Street Construction on businesses, and assess options for engaging in a
marketing and/or branding campaign and make a recommendation to CCDA.
Page 4 of 5
Goal Setting Exhibit A:
CCAC Goals Summary 2009-2016
CCAC Goals 2015
Re-adoption of Chart Method
1. Support implementation of current City Center Urban Renewal protects and
programs: (1) Projects —Ash/Burnham redevelopment, public spaces (Tigard Street
Trail, Fanno Creek Park Improvements), and Gateway Art (installed). (2) Attract
additional development—development incentives (new Ash/Burnham development
agreement includes incentives from matrix; new city transportation SDCs include special
downtown Transit Oriented Development rate).
2. Support planning for Medium/Long Term protects: Main Street/Green Street Phase 2
— looking for half the funding not from grant.
3. Urban Renewal Plan Review: Review City Center Urban Renewal Plan and prioritize
future projects.
4. Communications: Continue to liaise with other city boards and committees, as well as
other groups. Develop a communications plan to proactively engage with community on
downtown issues.
CnGnemin DeVelnnmen}
CCAC Goals 2016
Each goal includes Implementation tasks/actions not itemized below. Currently accessible
online here: http://www.tigard-or.gov/city hall/docs/goals.pdf
1. Support implementation of current City Center Urban Renewal protects and
programs: a. Monitor, review, and provide input on key projects. b. Monitor progress of
prioritized Urban Renewal Plan Projects
2. Identify and Discuss Long-term impacts of future development protects to the
downtown area: a. Housing availability b. Transportation & Circulation c. Improvement
Programs
3. Communications & Engagement: a. Liaise with other boards and committees, b.
Engagement to include development of a communication plan, increased engagement
with Tigard Downtown Alliance, focused communications with Council/CCDA Board,
and communication appropriate for all Tigard communities
4. Actively self-educate on topics of interest to the downtown, such as marketing to
developers and consumers, and affordable housing.
Note: the Topics of Interest (TOI) research resulted in a number of recommendations
including potential goals the 2017 CCAC may wish to consider during goal setting, see
Goal Setting Exhibit B: Recommendations for CCAC Consideration
Support planning fer Media rn/I eng Term preieGtS I IrbaR Renewal Plan Review
Page 5 of 5
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Goal Setting Exhibit B
RECOMMENDATIONS FOR CCAC CONSIDERATION
INTRODUCTION
The City Center Commission (CCAC), charged with advising on policy and projects related to the
City Center Urban Renewal Plan and Area, adopted a goal in 2016 to develop internal expertise
on topics of interest related to the City Center. Research on the topics of interest was intended
to allow commission members to develop a shared understanding of city center issues, identify
areas that warrant further investigation or research by the city or the commission, and help the
commission develop policy and spending recommendations for consideration by the City Center
Development Agency. The discussion of the research results was also expected to facilitate
development of content for a communication plan. In the course of these discussions, a
number of recommendations specific to the CCAC itself were also identified.
This document summarizes items that are appropriate for consideration by the CCAC. One
outstanding question is whether future CCAC compositions would find value in the group's
topical research summaries, if so the research summaries could be expanded on by future
commissions as a way to record on-going investigation into these topics over time.
POTENTIAL CCAC GOALS FOR FUTURE CONSIDERATION
Use findings from the 2016 research process to draft a CCAC Communication Plan
Support projects that encourage the development of a variety of transportation modes
in Downtown (infrastructure such as transit, trail and other active transportation
projects, as well as programmatic elements such as walkability campaigns, investigating
bike rental programs and city hosted recreational activities)
Engage in city efforts to preserving existing housing that is affordable to households
making less than median income and mitigate impacts to lower income households that
may be impacted by new development
Review specific policies related to affordable housing: provision of affordable housing
for families, voluntary production goals and Inclusionary Zoning, strategies that emerge
from the grant funded Equitable Housing project associated with the SW Corridor
alignment
Review specific policies related to accessible housing: programs to retrofit existing units,
aging in place, universal design, feasibility of locating assisted living downtown
Review city's incentive program(s) related to development
Investigate standards related to design and form. Could include reviewing existing code
standards related to design elements (lighting, facade, and signage), process to adopt
uniform design standards, and alternatives to current use-based code such form-based
code and lean-code
Page 1 of 2
City of Tigard Cit Cent sory Commission Research
RECOMMENDATION PROCESS
Early and frequent opportunities to provide input, from concept through design process
(before 15% and thereafter), as well as implementation, of road projects within the City
Center URA
Review should include input\ideas on how to mitigate impact on businesses and other
existing uses
Annual demographic snapshot to capture housing and economic trends update (Spring)
STAFF BRIEFINGS
In addition to project-specific briefing by redevelopment staff, CCAC members identified the
following areas of interest that merit regular informative briefings and feedback opportunities
at least every 6 months:
Economic Development Manager for matters related to business development
downtown and Main Street business activities, including the Tigard Downtown Alliance
Transportation Planner for matters related to parking, trail, transit, freight and
automobile issues in the Downtown area
Discussion with the Recreation Coordinator regarding recreational activities Downtown and
briefings from staff regarding the Budget process and the Capital Improvement Program is also
desirable at least once a year.
CCAC REVIEW PROMPTS
Review draft CIP, and comment as needed when projects occurring in or near the City
Center are proposed, recommended, and implemented
Reconsider policies related to subsidizing market-rate and affordable-housing annually
when reviewing staff provided annual demographic and economic trend information
Consider developing potential triggering events for review of specific topics (for
example to balance units of affordable and market rate housing produced)
CCAC LEADERSHIP/SUPPORT STAFF RESPONSIBILITIES
Monitor CIP process for downtown - related projects (Council Work Shop sessions)
Page 2 of 2 Goal Setting Exhibit B
Goal Setting Exhibit C
Findings and Communication Recommendations
INTRODUCTION
In September 2015,the CCAC was briefed by Rudy Owners,the city's communications manager on
communication by public bodies. He identified the first step in communications planning is formulating
content. CCAC then adopted a goal to develop communications plan for CCAC member engagement
with public for upcoming projects in 2016. As part of the Topics of Interest research, CCAC members
gathered information on each topic(findings) and suggested communication plan content on the topic
and/or made suggestions regarding how to communicate about the topic.This document collects
general findings and recommendations related to communications in anticipation that these materials
will assist in the development of a formal communications plan.
GENERAL FINDINGS AND COMMUNICATION SUGGESTIONS
Housing and Marketing to Developers: Nnk A4
The issues of creating housing in the downtown as an economic stimulus engine, affordability of
housing, and having an adequate supply of housing in the downtown area are interlinked.
Current market conditions suggest that there is not enough housing to fulfill existing demand, and
current housing prices are not affordable to those seeking housing.
Based on the real estate market trends identified, downtown should be well-positioned to satisfy
market demands for close-in,transit-oriented, mixed use development opportunities.
Housing development should continue to be a priority in the Downtown both because it is a competitive
use that has market support and because adding housing will provide benefits to downtown as a whole
(nearby residents support other desirable work/retail/dining uses)
City staff welcomes opportunities to connect and does regularly communicate with developers and
property owners.Staff looks forwarding to working with (you, property owners, stakeholders) on pre-
development planning to support redevelopment in the Downtown.
Redevelopment pipeline should be well-stocked (i.e. keep thinking about the next project). In light of
this future-orientation, gathering information on past events and contacts may not be informative or
necessary.
An active urban environment is an attractive amenity for real estate developers and investors.The city
should continue to promote downtown as an attractive walkable area.
Ensuring desirable development pencils out downtown may require public incentives in short-term. New
development now is a long-term investment in the revitalization of Downtown.
ri I IICR�M i ''I M
A downtown transit station will benefit all of the existing downtown businesses by providing access
options to shoppers and workers, as well as increase the desirability of living downtown and nearby
residents support businesses
Marketing and Branding/Economic Development
City supports efforts by publicizing events and business profiles, and on social media generating original
content as well as engaging in retweeting and FB shares.
There is a lot of interest in and many differing ideas regarding marketing downtown. In recent years,the
TDA has taken the lead in these areas.Tigard's Chamber of Commerce and other individuals are also
working on these types of activities.
Individual business owners use a variety of promotions strategies including: traditional media
advertising, social media engagement, email marketing campaigns, and street front signage of
promotions
The Tigard Downtown Alliance, as an official "Main Street" organization, works on and sets
annual goals for Promotions (one of the four points). Event include Art Walk, Street Fair,Treat
or Treat Main Street, and the annual Tree Lighting.
The city's role in Marketing is currently limited to supporting events and organizations. Increasing the
city's role in marketing on behalf of downtown businesses or financially supporting a shared branding
campaign is an important policy discussion.
The City supports Downtown as a Walkable Place (potential to do more). City can be a partner by
promoting Downtown as a walkable place with interesting destinations (including businesses), which
would support the Strategic Plan.
The current eclectic nature of businesses operating downtown suggests uniform design elements (such
as lighting,facade, or signage) may be challenging to implement. If required by code, changes will be
triggered by substantial projects or redevelopment, and will therefore take time to implement(15-40
years)
Speaking to Business Owners:
Getting more people downtown is a common goal we want to work on together.The CCAC is interested
in your success and we'd like to share some ideas with you if you're interested. What would be the best
way for use to do that?
Speaking to the Public:
CCAC works in partnership with the TDA
Tigard is a walkable city and getting Downtown by foot, bike or bus is easy
Explore Downtown on Facebook
Get the latest on Downtown's varied shops and services on exploredowntown.com
Parking
As downtown draws more people living, working, shopping, dining and playing Downtown, parking
demands will grow, however keeping downtown walkable may mean that cars and parking for cars are
not always the priority.
Page 2 of 4 Goal Setting Exhibit C
City of Tigard City Center Advisory Commission Research
While parking constraints aren't always pleasant,tight parking supply is a sign of growth and activation.
When peak parking is reached on the street, there may be a more incentive for shared parking
agreements and a more active market for off-street parking.
Certain redevelopment sites may be appropriate for the structured time-limited public parking.
Changing expectations about parking availability Downtown will likely be difficult but can be done. Walk
&Shop and Walk& Dine campaigns could help change perceptions and expectations about public
parking supply.
SW Corridor and Connectivity Plan
The Connectivity Plan includes the creation of smaller block to encourage and support the
walkable urban village envisioned by the Tigard Downtown Improvement Plan. This Plan
promotes the development of parallel streets to create efficient routes into and around
Downtown in order to accommodate the demand created by new Downtown development.
When redevelopment occurs Downtown, improvements and new construction are built to the
new standards. Streets may be extended and connected, and in areas with low connectivity
currently, completely new streets built.
More activity and people in the Downtown will provide customers for Downtown businesses ,
however as Downtown changes, we will experience some growing pains. Giving people
(employees and consumers) alternatives to driving personal vehicles will help reduce parking
pressures.
Investing in transportation options now is a good long-term strategy and positions Downtown
as an area with built-in customers (high-density housing) and a transportation hub that brings
new consumers to the area, and is accessible for employees.
Car ownership is declining among young people , and people of all ages are bicycling and
using transit more. Investing in transportation options today provides choices for people
later.
Baby boomers aren't going to be able to drive their own cars forever, we need to be
thinking ahead to how people will be getting around when they can no longer drive their
personal vehicles.
More people using alternatives means less competition for scarce highway\freeway
capacity.
Growth is inevitable, people and places do change , but planning for change allows us as a
community to decide how to grow and what to preserve. While congestion is not going to go
away, planning can mitigate its impacts.
Page 3 of 4 Goal Setting Exhibit C
City of Tigard City Center Advisory Commission Research
We have already built as much as we can to add lanes to HWY 99W and HWY 217 already and
construction to add capacity is extremely limited for the future.
CCAC should support efforts to provide a variety of transportation options in the Downtown.
CCAC should communicate the importance and value of SWCP and other efforts to advance
multi-modal transportation in the Downtown area.
CCAC should communicate the importance of redevelopment in the City Center Urban Renewal
Area for implementing the connectivity plan and improving multi-modal circulation
Page 4 of 4 Goal Setting Exhibit C
CITY OF TIGARD
CITY CENTER ADVISORY COMMISSION
January 18, 2017
Members Present: Carine Arendes (Chair),Joyce Casey,Josh Kearney,Tim Myshak, Gloria Pinzon
Marin, Kate Rogers, and Sarah Villanueva (Ex Officio).
Staff Present: Redevelopment Project Manager Sean Farrelly, and Senior Administrative Specialist Joe
Patton
Others Present: Councilor John Goodhouse, Council Liaison to the CCAC.
1. GOAL SETTING/RETREAT
The meeting started at 7:50 pm. The meeting was held in the Tigard Town Hall Conference Room, at
13125 SW Hall Blvd.
Sean gave a brief review of 2016 projects, the City Center Development Agency Organization chart, and
a description of the By-laws,Agency, Staff, CCAC and member responsibilities.
Members reviewed a summary of previous goals set by CCAC and discussed goals for 2017. Carine noted
there are consistent goals (support of current projects, mid/long term planning and communications).
Potential additional goals proposed were walkability, affordable/accessible housing,parking,
anchor/mixed-use businesses and hours/sector development.After discussion,it was agreed that the
2017 goals are:
GOALS DETAIL/EMPHASIS
1)Support/Track Current Projects • Main @ Fanno Creek
9 Urban Lofts/TriMet Station
• Tigard Street Trail
2)Mid/Long Term Planning • Civic Center Facility Plan
• SW Corridor
3)Communications and Engagement • Liaisons
• Activities
4)Walkability and Parking • Learn more to develop recommendations that
support the Strategic Plan and Urban Renewal
Plan
Carine was nominated to serve as CCAC Chair and Kate for Vice Chair for 2017.
2. ADJOURNMENT
The meeting was adjourned at 9:00 pm.
k "I
Jo atton, CCAC Meeting Secretary
Page 1of1
City
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0 9
2016 Year in Review
City Center Advisory Commission a !
January 18, 2017 CODA
I 1,, Tigard City Center Development Agency
Downtown URA ,Work Plan Bubble Chart
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Remeander Railroad Crossing
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at Fanno Planning
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CCAC Role 1* n Urban
Renewal
Tigard Citizens
Board of the City Center
City Attorney Development Agency
(City Council)
City Center
Executive Director of the Advisory
CCDA Commission
Mart Wine
Community
Finance Director Development Director
Toby La France Kenny Asher
Redevelopment
Project Manager
Sean Farrelly
DevelopmentCity Center Organizational Chart
By Laws of CCAC
Acts as an Advisory Board to the Citi Center
Development Agency on:
.1
• Implementation and tax increment fund
allocations
• Policy, budget, implementation of urban renewal
projects
• Provide recommendations with regard to
amendments
• Other duties as assigned by the Agency
• May form sub committees
Agency, CCAC and Staff
• The elected body (Agency Board) establishes
policy, adopts budgets, decides on projects, and
makes final decisions. They are the people who
must respond to the public on issues.
The CCAC provides input/recommendations for
those Agency Board decisions.
Staff has the responsibility for details and
implementation.
Member Responsibilities
• Attend meetings and contribute
• Consider and discuss from aCity-wide perspective,
as well as of particular stakeholder interest
• Strive to reach consensus on matters
• Act with respect and consideration for viewpoint
of others
• Review and provide comments on reports,
presentations, recommended policies or strategies
• Vote on motions
RECOMMENDATIONS FOR CCDA CONSIDERATION
The City Center Commission (CCAC), charged with advising on policy and projects related to the City Center
Urban Renewal Plan and Area, adopted a goal in 2016 to develop internal expertise on topics of interest related
to the City Center. More information about the research process used to develop recommendations is below
and the recommendations are listed bycategory onthe following page.
Research on the topics of interest was intended to allow commission members to develop a shared
understanding of city center issues, identify areas that warrant further investigation or research by the city or
the commission, and lead to actionable policy recommendations to forward to the City Center Development
Agency. Aaadopted February 10, Z8l6,the [[4Cproposed to: "Actively self'educoteontopics o/interest to the
downtown, such as marketing to developers and consumers, and affordable housing"and identified the
following steps tn implement this goal:
o. Identify topics ufinterest
b. Identify resources such ussto/f, information sources, existing programs, etc. related to topics of interest,
c.After reviewing materials, consider making recommendations regarding topics.
Over the course of business meeting' commissioners brainstormed topics of interest and prioritized five issues
to focus on.These five topics of interest identified were housing, marketing (to developers and consumers), and
circulation and transportation (focused on the SW Corridor Plan, parking and the 2007 Connectivity Plan).
Topical research results and subsequent CCAC discussions of the topics have been captured in the public
record.'
A large number of recommendations were identified in discussion by CCAC members during the research
process. Draft policy and investment recommendations to date were shared with CCDA at the joint CCDA/CCAC
meeting in September 2016. While Council took action on a number of short-term recommendations at that
time, they also directed CCA[tn refine or prioritize recommendations, identifying those related to existing
policy and differentiating those requiring direction from Council.
This document is not an exhaustive list of all the recommendations CCAC considered; more than twenty policy,
program and project recommendations were identified by the CCA[during the year long research process.The
final set of recommendations listed are intended to support existing policies and programs, leverage existing
resources, increase communication and collaboration, and deliver responsive and efficient services.
In order to group and prioritize recommendations the following categories, described on the next page,were
used:
VVa|kabiUty
Impactful
Responsiveness
'Transcripts ofpublic meeting may be requested through n public records request,while meeting minutes and agenda packets can be
viewed online here:
Walkabillity:these recommendations are considered strategic priorities that will further the city's goal to become
the most walkable community in the Pacific NW.The City can be a partner to businesses by promoting Downtown as
awalkable place in support ofthe Strategic Plan,without adopting new policy. Desirable walkable areas provide
interesting destinations including services, shopping and dining provided by downtown business, but also trails,
parks and other public spaces. Promoting walking Downtown supports the strategic plan, reduces pressure on
existing parking in south end, and encourages more window-shopping, and utilizes existing policies, programs and
staff.
Schedule more Tigard Walks in the Downtown Area (themes could include: nature, art, recreation, etc)
Support recreational activities downtown through the recreational program:family friendly scavenger hunt
downtown,family friendly fitness-themed activity passport (i.e. swing three times at this location, do ten
pushups infront ofthat|ocation), etc.
Communications and outreach such as walk and talks with city staff or elected officials, sharing elected
favorite walks downtown on social media and/or on Tigard Maps!, developing a Coryl US2 photo hashtag
promotion Walk and Dine or Walk and Shop campaigns (showcase people at Corylus, at library with books,
atVVESstop, with shopping bags, atFarmer's Market, etc).
Bonus!'walking activities can help shift perceptions regarding appropriate parking distances
Impactfull:these recommendations are for short term achievable projects exemplified by Tigard's Lighter,
Faster, Cheaper (LQC) program. LQC projects are "inexpensive and impactfulactions that inpnuvew/olkobildy,
connectivity and health in Tigard".They are intended to ahieve progress without adding significant costs.
Add signage for off-street parking visible from the public street (distinguish between public parking and
parking for customers)
Develop and deliver a proactive action plan for communicating core messages regarding Walkable
Downtown. Plan should set concrete social and traditional media targets, provide staff/elected with talking
points, coordinate with Legislative Advocacy and Redevelopment staff, etc
Consultant work related to implementation of urban renewal in the Triangle should also consider
downtown
Responsiveness:these recommendations are intended to address perceptions and clarify concerns that have
previously been raised. Although the final two recommendations may be considered outside of the CCAC's
direct charge, housing and economic development have considerable overlap with URA policies.
Provide easy access to information relating to development Downtown online and in print materials at
events. Consolidate incentive information onasingle webpa8e.
Use planned surveys of downtown businesses to assess interest and capacity in shared promotions and
branding, adoption of uniform design elements, shared parking agreements, and establishing Business
Improvement District
Consider setting city-wide voluntary achievable Affordable Housing goals
Consider feasibility and value of an Economic Development advisory commission or board
2 Corylus is the scientific name for the local hazelnut and title of the twin gateway art pieces anchoring Main Street at Highway 99 which
portray the hazelnut flower.
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