Econorthwest ~ C200072 CITY OF TIGARD-CONTRACT SUMMARY FORM
Contract Overview
Contract/Amendment Number: C200072a2
Contract Start Date: 2/25/20 Contract End Date: 12 31 21
Contract Title: Washington Square Regional Center Update Project
Contractor Name: EcoNorthwest
Contract Manager: Susan Shanks
Department: CD
Contract Costs
Original Contract Amount: $300,000.00
Total All Previous Amendments: $17,500.00
Total of this Amendment: $10,000.00
Total Contract Amount: $327,500.00
Procurement Authority
Contract Type: Personal Services
Procurement Type: PCR 10.075 Contract Amendments
Solicitation Number: N/A
LCRB Date: N/A
Account String: Fund-Division-Account Work Order—Activity Type Amount
FY 22 100-3000-54001 $10,000.00
FY
FY
FY
FY
Contracts & Purchasing Approval
Purchasing Signature: d•—
Comments:
DocuSign Envelope ID: F0513BF8-E5BC-4231-9E28-8829D9A65060
CITY OF TIGARD,OREGON
AMENDMENT TO CONTRACT
C200072
WASHINGTON SQUARE REGIONAL CENTER UPDATE PROJECT
AMENDMENT #2
The Agreement between the City of Tigard,a municipal corporation of the State of Oregon,hereinafter called
City, and ECONorthwest, hereinafter called Contractor, entered into on the 25th day of February, 2020, is
hereby amended as follows:
1. SERVICES TO BE PROVIDED
The Scope of Services as detailed in Exhibit A of the Agreement are amended for Contractor to provide
support for the Alternative Community Engagement Strategy developed by the City in response to
COVID-19. Services include planning and coordinating the fifth and final round of community
engagement for the project consistent with project goals to elevate the voices of marginalized and
traditionally underrepresented community members.
Specific tasks include,but are not limited to, the following:
• Up to eight 1-hour meetings with community engagement team members (and other project team
members as needed) for coordination and planning purposes.
• Up to an hour of preparation or post-meeting follow-up for each meeting.
• Development of project evaluation questions for Stakeholder Working Group (SWG) community
members to solicit their feedback on the effectiveness of the project's engagement efforts.
• Interviews of SWG community members and a written summary of their feedback,including what
the project did well and areas for improvement.
The tasks described above are an extension of Subtasks 1.3 and 2.1 from the project's original scope of
work.
2. COMPENSATION
The total amount paid to the Contractor is increased by$10,000.00 for a total not to exceed contract
amount of$327,500.00.
Funding for this work has been approved by Metro and is covered by the additional $10,000 of Metro
grant funds provided to the City for the project pursuant to Metro-City of Tigard Intergovernmental
Agreement Addendum #1 dated July 31, 2020 for Contract#936295.
IN WITNESS WHEREOF, City has caused this Amendment to be executed by its duly authorized
undersigned officer and Contractor has executed this Amendment upon signature and date listed below.
CITY OF TIGARD ECONORTHWEST
Signature Signature
Steve Rymer Lorelei Juntunen
Printed Name Printed Name
8/9/2021 8/9/2021
Date Date
City of Tigard
CONTRACT CHANGE ORDER 13125 SW Hall Blvd.
ji
_ AMENDMENT SUMMARY Tigard,Oregon 97223
Phone- (503) 639-4171
• s FIELD CHANGE ORDER FORM Fax- (503) 684-7297
www.tigard-or.gov
Project Title: Washington Sq Regional Center Update Project Manager: Susan P Shanks
Contractor: ECONorthwest Original Contract#: C200072
Effective Dates: 03/02/2020— 12/31/2021 Chane Order/Amendment Amount: 17,500
Accounting String: Amendment Percentage Running Total: %
AMENDMENT DETAILS
.,amendment 1 included the following:
Provide additional community engagement services developed by the City in response to COVID-19
CHANGE ORDER DETAILS I UNIT QTY UNIT$ TOTAL$
Original Contract Amount $300,000.00
Contract Change Order I'S 1 $17,500.00 $17,500.00
Total Contract $317,500.00
REASONING FOR CHANGE ORDER/AMENDMENT
See Amendment Details
BUDGET IMPACT AND REQUIRED ACTIONS
This will be part of match for the Metro Grant and is available in the CD Budget
Ir REQUESTING PROJECT MANAGER APPROVING CLTY STAFF
Signature S nature
6/22/2020
Date Date
Contractor is hereby authorized by the City of Tigard to perform CONTRACTOR
the additional work described below in accordance with the terms
and conditions detailed in the original contract along with all
applicable rules,regulations,and laws that may be in effect for the Signature
work. The unit pricing in the original contract shall apply to all
additional work. A copy of this form, once completed, is to be
forwarded to the Purchasing Office to ensure all changes to the
encumbrances are met. Remember— the cumulative total of
Amendments cannot exceed theproject's FY budget. Date
CITY OF TIGARD,OREGON
AMENDMENT TO CONTRACT
WASHINGTON SQUARE REGIONAL CENTER UPDATE PROJECT
C200072
AMENDMENT #1
The Agreement between the City of Tigard, a municipal corporation of the State of Oregon,
hereinafter called City, and ECONorthwest, hereinafter called Contractor, entered into on the 25th
day of February, 2020,is hereby amended as follows:
3. COMPENSATION
The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit A.
The total amount paid to the Contractor by the City may not exceed Three Hundred`4iou;_na
Three Hundred Seventeen 'Thousand Fire Hundred and
No/100 Dollars (5317,500.00).
ADDITIONAL SCOPE
Provide additional community engagement services for the Washington Square Regional Center
Update Project in an amount not to exceed $17,500, for a total contract amount not to exceed
$317,500. Additional services are to support the Alternative Community Engagement Strategy
developed by the City in response to COVID-19 and include,but are not limited to, the following:
• Alternative community engagement plan development
o Develop detailed community engagement plans for each round of outreach (up to 5
rounds)
• Virtual meeting and online forum logistics and support
o Manage logistics and technology for SWG meetings (including any cohort meetings) and
prepare summaries (up to 5 meetings)
o Help moderate online SWG forum
• Stakeholder working group member support
o Support access to and participation in virtual meetings as needed
o Arrange and manage virtual meeting interpretation services as needed
• Project messaging and communications
o Prepare 3 mailings, 2 media releases, and social media content
• Online engagement activities
o Conduct and summarize 2 online surveys
• Planning and coordination meetings
o Additional coordination meetings related to community engagement planning beyond
those described in Task 2.1 (up to 10 total hours)
The original community engagement scope for this project (Task 2) remains largely intact. It is
expected that the community engagement services not described above will be performed within the
original budget for this task. The additional services described by this amendment are meant to
supplement and clarify the modified scope, budget, and roles and responsibilities for Task 2 in
response to the Alternative Community Engagement Strategy.
IN WITNESS WHEREOF, City has caused this Amendment to be executed by its duly authorized
undersigned officer and Contractor has executed this Amendment upon signature and date listed
below.
CITY of TIGARD ECONORTHWEST
Signature Signanire
Martha Wine (lar-ek-4
Printed Name Printed Name
6/22/2020
Date Date
CITY OF TIGARD,OREGON-CONTRACT SUMMARY FORM
{THIS PORmMUBTACCOMPAwEvERYCONTRACT)
Contract Title: Washington Square Regional Center Update Project Number: C200072
Contractor: ECONorthwest Contract Total: $300,000
Contract Overview: Work with the community to refine the land use and regulatory framework for the
regional center in response to market trends, city aspirations, and community
priorities for the purpose of updating all applicable plans,policies,programs, and
regulations associated with the portion of the regional center within Tigard.
Initial Risk Level: ❑ Extreme ❑ High ❑ 'Moderate X Low
Risk Reduction Steps:
Risk Comments:
Risk Signature:
Contract Manager: Susan P. Shanks Ext: 2454 Department: CD
Type: X Personal Svc ❑ Professional Svc ❑ Public Imp ❑ General Svc ❑ Coop Purchase
❑ Other: Start Date: 3/2/2020 End Date: 12/31/2021
Quotes/Bids/Proposal: FIRM - AMOUNT/SCORE
ECONorthwest 1
MIG Inc. 2
Fregonese Associates _ 3
Account String: Fund-Division-Account Work Order—ActivigN T=_ Amount
FY 19/20 100-3000-54001 Consultant Services $50,000
FY 20/21 100-3000-54001 Consultant Services $200.000
FY 21/22 100-3000-54001 Consultant Services $50,000
FY
FY
Approvals - LCRB Date: February 11 2020
Department Comments:
Department Signature:
Purchasing Comments:
Purchasing Signature:
City Manager Comments:
City Manager Signature:
After securing all required approvals, forward original copy to the Contracting and Purchasing Office along with a
completed Contract Checklist.
C200072
City ofTigard
s FINANCE AND INFORMATION SERVICES
Request for Proposal (RFP)
WASHINGTON SQUARE REGIONAL CENTER UPDATE
PROJECT
Proposals Due: Wednesday, November 27, 2019—2:00 p.m. local time
Submit Proposals To: City of Tigard—Contracts & Purchasing Office
Attn: Jamie Greenberg, Purchasing Specialist
13125 SW Hall Blvd.
Tigard, Oregon 97223
Direct Questions To: Susan P. Shanks
Phone: (503) 718-2454
Email: susansnae,tigard-oror.gov
City of Tigard 1 13125 SW Hall Blvd., Tigard, OR 97223 1 (503) 639-4171 1 www.tigard-or.gov
PUBLIC NOTICE
REQUEST FOR PROPOSAL
Washington Square Regional Center Update Project
The City of Tigard is seeking sealed proposals from qualified firms to provide personal services for the
Washington Square Regional Center Update Project. The City is interested in a firm or consultant team with
expertise in land use planning,multimodal transportation planning,housing and economic analysis,economic
development, anti-displacement strategies, and community engagement. Proposals will be received until 2:00
p.m. local time, Wednesday, November 27, 2019, at Tigard City Hall's Utility Billing Counter at 13125 SW
Hall Blvd.,Tigard, Oregon 97223.
Funding for this project is subject to Tigard City Council's acceptance of a$250,000 grant award from the Metro
2040 Planning and Development Grant Program. Council is tentatively scheduled to consider grant acceptance
on November 5, 2019. Assuming the grant award is accepted,the full budget for this project is $270,000 with a
$30,000 contingency. Release of contingency funds is subject to City Project Manager approval.
No proposal will be considered unless fully completed in a manner provided in the RFP packet. Facsimile and
electronic (email) proposals will not be accepted nor will any proposal be accepted after the stated due date and
time. Any proposal received after the closing time will be returned to the submitting firm unopened after a
contract has been awarded for the required services.
RFP packets may be downloaded from www.tigard-or.gov/bids or obtained in person at Tigard City Hall's
Utility Billing Counter located at 13125 SW Hall Blvd.,Tigard, Oregon 97223.
Proposers are required to certify non-discrimination in employment practices, and identify resident status as
defined in ORS 279A.120. Pre-qualification of proposers is not required. All proposers are required to
comply with the provisions of Oregon Revised Statutes and Local Contract Review Board (LCRB) Policy.
The City may reject any proposal not in compliance with all prescribed public bidding procedures and
requirements,and may reject for good cause any or all proposals upon a finding of the City if it is in the public
interest to do so.
PUBLISHED: Daily]ournal of Commerce
DATE: Wednesday, October 23,2019
RFP—Washington Square Regional Center Update Project Page 2
Close—November 27, 2019
TABLE OF CONTENTS
TITLE PAGE
TitlePage--------------------------------------------------------------------------------------------------------1
Public Notice 2
--------------------------------------------------------------------------------------------------
Table of Contents
SECTIONS
Section 1 Introduction 4
Section 2 Proposer's Special Instructions----------------------------------------------------------------------4
Section3 Background-----------------------------------------------------------------------------------------------------6
Section 4 Scope and Schedule of Work--------------------------------------------------------------------------8
Section 5 Proposal Content and Format_ _________ _________ _________ _________ _________ _____________21
Section 6 Proposal Evaluation Procedures------------------------------------------------------------------23
Section 7 Proposal Certification-----------------------------------------------------------------------------------25
Section8 Signature Page--------------------------------------------------------------------------------------------- 26
ATTACHMENTS
Attachment A Acknowledgement of Addendum----------------------------------------------------------------27
Attachment B Statement of Proposal----------------------------------------------------------------------------------28
Attachment C City of Tigard Personal Services Agreement------------------------------------------------29
RFP—Washington Square Regional Center Update Project Page 3
Close—November 27, 2019
SECTION 1
The City of Tigard is seeking sealed proposals from qualified firms to provide personal services for the
Washington Square Regional Center Update Project. The City is interested in a firm or consultant team with
expertise in land use planning,multimodal transportation planning,housing and economic analysis,economic
development, anti-displacement strategies, and community engagement. Proposals will be received until 2:00
p.m. local time, Wednesday, November 27, 2019, at Tigard City Hall's Utility Billing Counter at 13125 SW
Hall Blvd.,Tigard, Oregon 97223.
No proposal will be considered unless fully completed in a manner provided in the RFP packet. Facsimile and
electronic (email) proposals will not be accepted nor will any proposal be accepted after the stated due date and
time. Any proposal received after the closing time will be returned to the submitting firm unopened after a
contract has been awarded for the required services.
Proposers are required to certify non-discrimination in employment practices, and identify resident status as
defined in ORS 279A.120. Pre-qualification of proposers is not required. All proposers are required to
comply with the provisions of Oregon Revised Statutes and Local Contract Review Board (LCRB) Policy.
The City may reject any proposal not in compliance with all prescribed public bidding procedures and
requirements,and may reject for good cause any or all proposals upon a finding of the City if it is in the public
interest to do so.
SECTION 2
PROPOSER'S SPECIAL INSTRUCTIONS
A. PROPOSED TIMELINES
Wednesday, Oct 23, 2019 Advertisement/Release of Request for Proposals
Wednesday, Nov 27, 2019 (2:00 p.m.) Deadline for Submission of Proposals
Monday—Thursday,Dec 16—19,2019 Interviews (if necessary)
January 2020 Award of Contract by LCRB
February 2020 Commencement of Services
NOTE: The City reserves the right to modify this schedule at the City's discretion
B. GENERAL
By submitting a proposal, the Proposer certifies that the Proposal has been arrived at independently
and has been submitted without any collusion designed to limit competition.
C. PROPOSAL SUBMITTAL
The Proposal and all amendments must be signed and submitted no later than 2:00 p.m.,Wednesday,
November 27, 2019, to the address below. Each proposal must be submitted in a sealed envelope
and designated with the proposal title. The submittal must include one (1) original paper copy and
one (1) electronic .pdf copy on a portable USB drive (thumb drive). To assure that your proposal
receives priority treatment,please mark as follows:
RFP—Washington Square Regional Center Update Project
City of Tigard—Utility Billing Counter
Attn: Jamie Greenberg, Purchasing Specialist
13125 SW Hall Blvd.
Tigard, Oregon 97223
RFP—Washington Square Regional Center Update Project Page 4
Close—November 27, 2019
Proposer shall put their name and address on the outside of the envelope. It is the Proposer's
responsibility to ensure that proposals are received prior to the stated closing time. The City shall not be
responsible for the proper identification and handling of any proposals submitted incorrectly. Late
proposals, late modification or late withdrawals shall not be considered accepted after the stated bid
opening date and time and shall be returned unopened. Facsimile and electronic (email) proposals will
not be accepted.
D. PROTEST OF SCOPE OF WORK OR TERMS
A Proposer who believes any details in the scope of work or terms detailed in the proposal packet and
sample contract are unnecessarily restrictive or limit competition may submit a protest in writing, to
the Purchasing Office. A protest may be submitted via facsimile. Any such protest shall include the
reasons for the protest and shall detail any proposed changes to the scope of work or terms. The
Purchasing Office shall respond to any protest and,if necessary, shall issue any appropriate revisions,
substitutions, or clarification via addenda to all interested Proposers.
To be considered, protests must be received at least five (5) days before the proposal closing date.
The City shall not consider any protest against award due to the content of proposal scope of work
or contract terms submitted after the established protest deadline. All protests should be directed to
the attention of Jamie Greenberg, Purchasing Specialist,and be marked as follows:
RFP Specification/Term Protest
City of Tigard—Contracts and Purchasing Office
Attn: Jamie Greenberg, Purchasing Specialist
13125 SW Hall Blvd.
Tigard, Oregon 97223
If a protest is received in accordance with section above, the proposal opening date may be extended if
necessary to allow consideration of the protest and issuance of any necessary addenda to the proposal
documents.
E. PROPOSAL SUBMISSION AND SIGNING
All requested forms and attachments (Signature Page,Acknowledgment Addendum, Statement of
Proposal, etc.) must be submitted with the Proposal and in the required format. The submission
and signing of a proposal shall indicate the intention of the firm to adhere to the provisions
described in this RFP.
F. COST OF PREPARING A PROPOSAL
The RFP does not commit the City to paying any costs incurred by Proposer in the submission or
presentation of a proposal, or in making the necessary studies for the preparation thereof.
G. INTERPRETATIONS AND ADDENDA
All questions regarding this project proposal shall be directed to Jamie Greenberg, Purchasing
Specialist. If necessary,interpretations or clarifications in response to such questions will be made by
issuance of an "Addendum" to all prospective Proposers within a reasonable time prior to proposal
closing, but in no case less than 72 hours before the proposal closing. If an addendum is necessary
after that time, the City, at its discretion, can extend the closing date.
Any Addendum issued, as a result of any change in the RFP, must be acknowledged by submitting the
"Acknowledgment of Addendum"with proposal. Only questions answered by formal written addenda
will be binding. Oral and other interpretations or clarifications will be without legal effect.
RFP—Washington Square Regional Center Update Project Page 5
Close—November 27, 2019
H. BUSINESS LICENSE/FEDERAL TAX ID REQUIRED
The City of Tigard Business License is required. Chapter 5.4 of the Tigard Municipal Code states any
business doing business in the City of Tigard shall pay a City of Tigard Business License. Successful
Contract will be required to present a copy of their City of Tigard Business License at the time of
contract execution. Successful Contractor shall also complete a W-9 form for the City at the time of
contract execution.
I. CITY'S PROJECT MANAGER
The City's Project Manager for this work will be Susan P. Shanks, Senior Planner,who can be reached
by phone at (503) 718-2454 or by email at susansktigard-or.gov.
J. PROPOSAL VALIDITY PERIOD
Each proposal shall be irrevocable for a period of One Hundred Twenty(120) days from the Proposal
Opening Date.
K. FORM OF CONTRACT
A copy of the City's standard personal services agreement,which the City expects the successful firm
or individual to execute,is included as "Attachment C". The contract will incorporate the terms and
conditions from this RFP document and the successful proposer's response documents. Firms taking
exception to any of the contract terms shall submit a protest or request for change in accordance with
Section 2.D "Protest of Scope of Work or Terms" or their exceptions will be deemed immaterial and
waived.
L. TERM OF CONTRACT
The term of the contract shall be a period of two years (2) year with the mutual option to renew for
up to one (1) additional one-year period. The total term of the contract cannot exceed five (5) years.
M. TERMINATION
The contract may be terminated by mutual consent of both parties or by the City at its discretion with
a 30 days' written notice. If the agreement is so terminated, Contractor shall be paid in accordance
with the terms of the agreement.
N. PUBLIC RECORD
All proposal material submitted by the Proposer shall become the property of the City and is public
record unless otherwise specified. A proposal that contains any information that is considered trade
secret under ORS 192.501(2) should be segregated and clearly identified as such. This information
will be kept confidential and shall not be disclosed except in accordance with the Oregon Public
Records Law, ORS 192. The above restrictions may not include cost or price information, which
must be open to the public.
SECTION 3
BACKGROUND
Washington Square is one of eight regional centers in the 2040 Growth Concept. Regional centers are
described as "hubs of commerce and services serving hundreds of thousands of people" and characterized
by"compact employment and housing development served by high-quality transit."Washington Square
Regional Center (WSRC) is 827 acres in size and contains several unique large sites such as the Washington
Square Mall,Lincoln Center, and Crescent Grove Cemetery in Tigard and the RedTail Golf Course in
Beaverton. Approximately 35% of the regional center's acreage is within Tigard. Of Tigard's 288 acres,
RFP—Washington Square Regional Center Update Project Page 6
Close—November 27, 2019
Washington Square Mall occupies 105 acres. Most of the remaining acreage is within Beaverton,with some
in unincorporated Washington County.
WSRC has much greater potential for high-density residential and employment-rich development than has
occurred since the original vision and regional center plan was adopted in 2000. The project assumes that
the main tenets of the original vision—dense,walkable, mixed-use development—remain valid but that an
update is necessary given the significant changes in the business and housing sectors in the past 20 years.
The City desires to build on and refine the original vision in order to facilitate equitable development,
remove barriers to redevelopment, and create more regional housing and employment options that are
consistent with the City's strategic vision to be a walkable, healthy, and inclusive community.
The purpose of this project is to:
• Understand market trends and the City's ability to influence these trends.
• Work with the community to build on and refine the land use and regulatory framework for the
regional center in response to market trends, City aspirations, and community priorities.
• Lay the groundwork for updating all applicable plans,policies, programs, and regulations associated
with the portion of the regional center within Tigard and the Tigard WSRC Plan District.
Specific development goals for this project include, but are not limited to:
• Supporting more compact and efficient use of the Washington Square Mall site, the largest single
land use and property owner within the Tigard portion of the Washington Square Regional Center;
• Facilitating more centrally located housing at a variety of price points and protecting existing
market-affordable housing wherever possible;
• Updating zoning and regulations that result in more redevelopment and expansion opportunities for
existing conforming and nonconforming businesses; and
• Identifying transportation, transit, and utility infrastructure needs for development and creating a
prioritized list of strategic public and private infrastructure investments.
Funding for this project is subject to Tigard City Council's acceptance of a$250,000 grant award from the Metro
2040 Planning and Development Grant Program. Council is tentatively scheduled to consider grant acceptance
on November 5, 2019. Assuming the grant award is accepted, the full budget for this project is $270,000 with a
$30,000 contingency. Release of contingency funds is subject to City Project Manager approval.
This project is timely and a priority for Tigard for the following reasons:
• The region is experiencing a housing supply and affordability crisis. WSRC has the potential to
provide more housing options for all kinds of households in a central location that has access to a
variety of services and employment opportunities.
• The City is undertaking a separate but related planning project to evaluate the supply and regulation
of employment lands in the City. The WSRC market analysis will contribute to the City's
understanding of regional market trends.
• WSRC is the closest regional center to the newest urban growth boundary expansion areas in Tigard,
Beaverton, King City, and Wilsonville. The regional center needs to evolve in order to serve these
new developing areas. Moreover, the City desires to balance its fiscal and physical approach to
growth by facilitating high-density, mixed-use, and centrally-located infill development in WSRC
along with low-density residential edge development in River Terrace.
RFP–Washington Square Regional Center Update Project Page 7
Close–November 27, 2019
• High-quality transit is a key component of a successful regional center,and it is important that
transit service to and within WSRC not be overlooked as TriMet moves forward with SW Corridor
transit planning.
Key questions this project should answer:
• Has the original vision been achieved? If no,why not?
• What kinds of changes have occurred in and around the regional center since the adoption of the
original vision?
• How will trends in housing,retail sales, transportation, or the economy affect the regional center and
surrounding areas?
• How can the City position itself to effectively respond to emerging trends while supporting
community values and priorities?
• What can the City do to ensure that the benefits and impacts of re/development in the regional
center are equitably shared by the community?
SECTION 4
SCOPE AND SCHEDULE OF WORK
The City of Tigard seeks a collaborative interdisciplinary team—with expertise in land use planning,
multimodal transportation planning, housing and market analysis, economic development, anti-displacement
strategies, and community engagement—to work with the City on the Washington Square Regional Center
Update Project. The team should include a Community Based Organization (CBO) to assist with
community engagement, particularly in Metzger which is an ethnically diverse and historically low-
income community. Unlike the rest of the consultant team, however,the CBO will be jointly selected by
the City and Consultant after the RFP selection process but before the contracting process. If the City and
Consultant are unsuccessful in obtaining the services of a CBO, alternative approaches for engaging
communities of color and other underrepresented communities will be considered by both parties with
input from Metro.
It is expected that the CBO will advise and assist the project team throughout the entire project,including
attendance at all Stakeholder Working Group and Community Meetings. It is also expected that the CBO
will lead or be heavily involved in Subtask 1.3 (Community Engagement Planning); Subtask 2.4 (Metzger-
specific Community Outreach); Subtask 2.5 (Metzger Community Meetings); and Task 6 (Metzger
Community Report). It is hoped that the CBO will be able to provide all needed language interpretation for
meetings and materials. At least$20,000 of the project budget should be reserved for the CBO to do the
outreach described by the work plan developed in Subtask 2.4.
Coordination between this project and three other concurrent City projects will be required, specifically
regarding any housing and economic analyses for the first two projects listed below.
• Tigard Employment Lands Tomorrow–This project will focus on understanding economic trends
and evaluating the City's supply and zoning of employment lands.
• Tigard Urban Reserves Concept Planning–This project will focus on developing concept plans for
the South and West River Terrace urban reserve areas,including an evaluation of land uses and the
feasibility of employment lands in these areas.
• Washington Square Stormwater Retrofit–This project will focus on regional stormwater strategies
for the Washington Square area,which includes portions of the Fanno Creek and Ash Creek
watersheds.
RFP–Washington Square Regional Center Update Project Page 8
Close–November 27, 2019
The general timeframe for project completion is 16—20 months. A summary of tasks, deliverables,
budget, and schedule is provided in Table 1 below. A more detailed description of tasks and deliverables
follows. Tasks and deliverables are generally shown in chronological order but may include iterative steps.
Table 1. Summary of Scope of Work
Task Subtasks and Deliverables Meetings Estimated Estimated
(T)= Tigard (C) =Consultant g Budget' Schedule
1. Project Management A, $15,000 Feb —Apr 2020
1.1 Project Kickoff Meeting 1 (2-hr)
Mt Summa
......................................................................1."11............. ............................. .............................................................................................................................................................................................................................................................................................................................................................................................
1.2 Project Management Planning 1 (2-hr)
(T)Draft Pr ject Management Plan
(C)Draft Plan Comments
(T)Final Project Management Plan
(C)Draft Schedule,Scope,and Budget
(T)Draft Schedule,Scope,and Budget Comments
C Final Schedule,Scope,and Bud et
.....................................................................(...�............................................................................................................_ ..............................................................................................................................................................................................................................................................................................................................
1.3 Community Engagement Planning 1 (2-hr)
(T)Draft Community Engagement Plan
(C)Draft Plan Comments
(T)Final Community Engagement Plan
(T)Stakeholder Working Group(SWIG)Rosters
(C/T Focus Grou Rosters
..................................................................... ...............1...........................................P.......................................................................................................................................................................................................................................................................................................................................................................................
1.4 Document Review(C)
2. Community Engagement $70,000 Apr 2020 —Jun 2021
2.1 Project Team Meetings 10 (1.5-hr)
C/T Communi En a ement Coordination
...................................................................... ...............)....................................... .............�...�..................................................................................................................................................................................................................................................................................................................................................................
2.2 Stakeholder Working Group(SWG)Meetings 5 (2-hr)
(T)Mtg Logistics
(Cl T)Mtg Agenda
(C/T)Mtg Facilitation&Materials
Mt Summary
............. .............................................................................................................................................................
2.3 Regional Center Community Meetings 2 (2-hr)
(T)Mtg Logistics
(Cl T)Mtg Agenda
(Cl T)Mtg Facilitation dam'Materials
Mt Summa
.......................................................................1."11............. ............................. .............................................................................................................................................................................................................................................................................................................................................................................................
2.4 Metzger-specific Community Outreach
(C)Draft Work Plan
(T) Work Plan Comments
C Final Work Plan
.....................................................................(1
... ...................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.5 Metzger Community Meetings 3 (1.5-hr)
(T)Mtg Logistics
(Cl T)Mtg Agenda
(Cl T)Mtg Facilitation&Materials
Mt Summa
.......................................................................111.............�.............................7.............................................................................................................................................................................................................................................................................................................................................................................................
2.6 Project Briefings to PC/CC 2 (1.5-hr)
(Cl T)PC Briefing Presentation
C/T CCB rie n Presentation
..................................................................... ...............)................................ ... .........................................................................................................................................................................................................................................................................................................................................................................................
2.7 City Communications and Engagement
(T)Project Website
(T)Local and Social Media
1 The dollar amounts shown represent funds available through the Metro grant award of$250,000 and the
city's consultant contribution of$50,000. The city has committed an additional $10,000 to cover direct costs
associated with community meetings. These funds are not shown in this table.
RFP—Washington Square Regional Center Update Project Page 9
Close—November 27, 2019
Task Subtasks and Deliverables Meetings Estimated Estimated
(T)= Tigard (C) =Consultant g Budget' Schedule
(T)Direct Mailings
(T)Presentations to Community Groups and
Project Partners
3. Report Card (Existing Conditions) $5,000 Feb—Mar 2020
3.1 Draft Report
(T)Draft Outline
(C)Draft Outline Comments
(T)Draft Report Card
C..Draft Report Card Comments
... ................ ......... ...........................................................................................................................................................................................................................................................................................................................................................................................................
3.2 Final Report
Final ort Card
......................... .............................................................................................................................................................................................................................................................................................................................................................................................................
3.3 Infographics Summary(2-3 pages)
(C)Draft Summary
(T)Draft Summary Comments
(C)Final Summary
4. Opportunities, Needs, and Constr $80,000 Apr—Aug
4.1 Scope Refinement Meeting 1 (1-hr)
C Email Summa
...)........................................................ .....................................................................................................................................................................................................................................................................................................................................................................................
4.2 Focus Groups 3 (1.5-hr)
(T)Mtg Logistics
(C)Mtg Facilitation&Materials
C Focus Gro s Re ort
4.3 Stakeholder Interviews
Stakeholder Interviews Re ort
..................................................................... �........................................................................................... ..................................................................................................................................................................................................................................................................................................................................................
4.4 Market Analysis
(C)Real Estate and Commercial Snapshot
(C)Market Trends Report
C
... ....D.......
Subareas..R. ort
...........
......................................................................................................................................................................................................................................................................................................................................
4.5 Land Use and Zoning Analysis
C Ti and Code Audit
... ........... ...................................................................................................................................................................................................................................................................................................................................................................................................................................
4.6 Infrastructure Analysis
(C)Ped-Bike-Transit Audit
C
... ..... ✓ ur...e....Audit
........................
....................................................................................................
4.7 Residential Displacement Analysis
(C)Market and Demographic Analysis
(C)Rent Prediction Analysis
C..............Di lacement Re ort
... . s....................................... .................................................................................................................................................................................................................................................................................................................................................................................
4.8 Draft Executive Summary(5-7 pages)
(C)Draft Outline
(T)Draft Outline Comments
(C)Draft Summary
Dra Summary Comments
................ .......................................................................................................................................................
4.9 Final Executive Summary
C Final Summary
............................��
... ...............................................................................................................................................................................
4.10 Infographics Summary(3-5 pages)
(C)Draft Summary
(T)Draft Summary Comments
(C)Final Summary
5. Refining the Land Use Framework $50,000 Aug— Dec 2020
5.1 Scope Refinement Meeting 1 (1-hr)
C Email Summary
.....................................................................�...�...................................................................................................................................................................................................................................................................................................................................................................................................................................................
5.2 Land Use Scenarios (2-3 scenarios) 1 (1.5 hr)
(C)Draft Land Use Scenarios Memo
RFP—Washington Square Regional Center Update Project Page 10
Close—November 27, 2019
Task Subtasks and Deliverables Meetings Estimated Estimated
(T)= Tigard (C) =Consultant g Budget' Schedule
(T)Draft Memo Comments
C Final Land Use Scenarios Memo
..................................... ...........( .................................. .......... ........... ................. ...... ............................. .........................................................................................................................................................................................................
5.3 Development Precedents(3-6 precedents) 1 (1.5-hr)
(C)Precedent Options Presentation
C Precedents Memo
... ...................................................................................................................................................................................................................................................................................................................................................................................................................................................
5.4 Transportation Sensitivity Analysis 1 (1.5-hr)
(C)Draft Transportation Memo
(T)Draft Memo Comments
(C)Final Transportation Memo
6. Metzger Community Report $10,000 Nov— Dec 2020
6.1 Scope Refinement Meeting 1 (1-hr)
C Email Summa
...)......................................................... .....................................................................................................................................................................................................................................................................................................................................................................................
6.2 Draft Report
(C)Draft Outline
(T)Draft Outline Comments
(C)Draft Report
DComments
..................................................................... ......................................
...........................................................................................................................................................................................................................................................................................................................................................
6.3 Final Report
(C)Final Report v1
("T)Final Report Comments
(C)Final Report v2
7. Final Report & Recommendations $40,000 Jan—Mar 2021
7.1 Scope Refinement Meeting 1 (1-hr)
C Email Summa
............................�� ry
... ...............................................................................................................................................................................
7.2 Draft Report
(C)Draft Outline
(T)Draft Outline Comments
(C)Draft Report
C..Draft Report Comments
... .............. ......... ...........................................................................................................................................................................................................................................................................................................................................................................................................
7.3 Final Report
(C)Final Report v9
("T)Final Report Comments
C Final Re ort v2
... ................................. ............................................................................................................................................................................................................................................................................................................................................................................................................
7.4 Code&Plan Amendment Recommendations
(C)Comprehensive Plan Chapter
(C)Development Subarea Goals and Objectives
(C)Plan District Chapter Outline and Policy
Direction
(C)Zoning,Plan District,and Regional Center
Boundary Maps
(C)TSP Project List
(C)Economic Development Strategies
(C)Housing Strategies
8. Adoption $0 Mar—May 2021
8.1 Comprehensive Plan Chapter Adoption
(T)Legislative Application
(T)Public Notice
(T)City Council Hearing
9. ContingerXcy T $30,000 TBD
9.1 Additional Meetings/Briefings
9.2 Additional Analysis
9.3 Additional Outreach
RFP—Washington Square Regional Center Update Project Page 11
Close—November 27, 2019
GENERAL PROVISIONS
1. Document Creation
a. All documents shall be internally reviewed by the Consultant for grammar, formatting, content,
and general quality prior to delivery to the City for review.
b. All documents shall be formatted for 8.5-inch by 11-inch paper, unless otherwise approved by
the City Project Manager (PM).
c. All documents shall be delivered as computer files in a mutually agreed upon format (e.g.Word,
Publisher,PageMaker, etc.) and in an open universally readable format (e.g. PDF).
d. All documents for public distribution shall follow the City of Tigard Logo and Design
Standards.
e. All graphics,including maps, shall be delivered as computer files in a mutually agreed upon
format (e.g. AutoCAD,ArcGIS,JPEG,Photoshop, PowerPoint, etc.) and in an open universally
readable format (e.g. PDF).
2. GIS Data
a. City and Consultant PM shall determine which deliverables require geospatial data development
of GIS data by the Consultant and which,if any, should be delivered to the City.
b. All GIS data delivered to the City shall follow the City of Tigard GIS Data Standards.
3. Document Review
a. Consultant shall provide materials that are intended for public release at least two weeks prior to
the scheduled release date, or as otherwise agreed upon by the City and Consultant PM.
b. Comments on draft documents shall be provided within two weeks of receipt of draft
documents, or as otherwise agreed upon by the City and Consultant PM.
c. Consultant shall make minor revisions and corrections to materials based on comments received
from either the City or the public within one week of the City requesting the change, or as
otherwise agreed upon by the City and Consultant PM.
d. Consultant shall make major revisions and corrections to materials based on comments received
from either the City or the public within two weeks of the City requesting the change, or as
otherwise agreed upon by the City and Consultant PM.
e. Consultant shall not be required to make additions or revisions that are outside of this scope of
work without an approved contract amendment.
4. Meetings
a. Project team meetings and scope refinement meetings shall be held by phone, at City offices, or
at other mutually agreed upon locations, such as Consultant offices.
TASK 1. PROJECT MANAGEMENT
Project management is the joint responsibility of the City and Consultant PM. Specific deliverables and
assignments are identified in Table 1.
• Consultant shall assume a reasonable amount of time for project communication and general
coordination above and beyond the meetings specified in this scope and manage the allocated
budget for each task and deliverable accordingly.
• Consultant shall provide monthly reports with updated schedule,work completed and
upcoming, any issues or changes. Include a percentage complete versus percentage spent by task.
• City shall identify and make available relevant historical documents for review,including but not
limited to the WSRC Plan and WSRC Phase II Implementation Plan.
RFP—Washington Square Regional Center Update Project Page 12
Close—November 27, 2019
TASK 2. COMMUNITY ENGAGEMENT
Community engagement is the joint responsibility of the City and Consultant project teams. Specific
deliverables and assignments are identified in Table 1. It is expected that the teams will plan for and conduct
robust business and community outreach to involve the public and historically marginalized communities,
particularly the Metzger community, so that they may contribute their knowledge and shape project
outcomes.
The scope assumes that the project team will need to meet at least once prior to each Stakeholder Working
Group (SWG) and Community Meeting in order to effectively plan and prepare for these meetings. In
addition to determining agendas and materials, these meetings will assign roles and responsibilities to
individual team members based on the meeting purpose and content of each SWG and Community
Meeting. The following general provisions apply to all community meetings:
• Consultant and City shall co-produce all SWG and Community Meetings,including but not
limited to: agenda creation, meeting facilitation,language access, and presentation materials.
• Consultant shall provide SWG and Community Meeting materials in at least 2,possibly 3,
languages: English, Spanish, and possibly an Asian language depending upon need.
• Consultant shall provide simultaneous language interpretation at all Community Meetings in at
least 2,possibly 3,languages: English, Spanish, and possibly an Asian language depending upon
need. SWG language access needs will be determined after the SWG is formed.
• City shall manage logistics for all SWG and Community Meetings,including but not limited to:
room reservation, room set-up and tear-down, drinks and snacks, sign-in sheets, and notices.
• City shall provide meeting summaries for all SWG and Community Meetings that, at a
minimum, lists attendees and summarizes the discussion, any input and/or decision(s), and next
steps. Consultant shall review the summaries for completeness and accuracy.
2.2 Stakeholder Working Group (SWG) Meetings
In lieu of separate community and technical advisory committees, the scope assumes a single project
advisory committee composed of representatives from: residents, businesses, commercial property owners,
business and community service organizations, and public agencies. The public agencies listed below will be
asked to appoint a SWG representative. All other public agencies providing services in the WSRC, such as
Clean Water Services,Tualatin Valley Water District, and Tualatin Valley Fire and Rescue will be invited to
attend and observe SWG meetings at their discretion.
• City of Beaverton
• Washington County
• Metro
• TriMet
• Oregon Department of Transportation
The balance of the SWG will include the following groups at roughly the levels indicated.
• Residents and employees—6 representatives
• Businesses and commercial property owners—6 representatives
• Business and community service organizations— 6 representatives
• Bankers, brokers, and builders—3 representatives
Every attempt will be made to include community members that live (Metzger residents) or work
(employees) in or near the regional center within all three jurisdictions, namely Tigard, Beaverton, and
RFP—Washington Square Regional Center Update Project Page 13
Close—November 27, 2019
Washington County. Every attempt will also be made to include large property owners—such as the owners
of RedTail Golf Course,Washington Square Mall, and Lincoln Center—and business and commercial
property owners from the different development subareas—such as along Hall Blvd and Greenburg Rd and
west of Hwy 217. Potential business and community service organizations include but are not limited to:
Tigard Chamber of Commerce, Beaverton Chamber of Commerce, Community Partners for Affordable
Housing,Washington County Housing Authority,Westside Transportation Alliance, and Westside
Economic Alliance.
Given the size and diversity of the SWG and the regional center, the City's preliminary proposal is to create
three sub-groups within the SWG based on the regional center's geography. One sub-group would focus on
the commercial/industrial area west of Hwy 217, another would focus on the commercial area on either side
of Greenburg Rd, and the third would focus on the residential area on either side of Hall Blvd. This would
allow for more focused attention on the different areas within the regional center simultaneously. It would
also require a higher level of staffing to facilitate and record sub-group discussions. The scope assumes at
least four Consultant staff for each SWG meeting.
Preliminary SWG agendas are as follows:
• Mtg 1 –Project Introduction
Key Question:Are we asking the right project questions?
• Mtg 2–Trends and Analysis
Key Question:What does this tell us about what to expect and what we can influence?
• Mtg 3–Land Use Refinements Charette (Contingency Task: 2nd Charette)
Key Question:What are realistic assumptions/aspirations?What should we
encourage/discourage?What are the pros/cons?
• Mtg 4– Land Use Refinements
Key Question:What is the preferred sccnario and why?
• Mtg 5–Implementation Strategies
Key Question:What are the preferred implementation strategies and why?
The focus of Meetings 3 and 4 (and Task 5) is "land use refinements" to underscore one of the core project
assumptions. The project assumes that the main tenets of the original vision—dense,walkable,mixed-use
development—remain valid. This work is meant to build on and refine the original land use framework and
implementation strategies.
2.3 Regional Center Community Meetings
The scope assumes 2 community meetings that will likely be conducted in an open house format.
Preliminary meeting plans and objectives to be determined during the development of the Community
Engagement Plan in Task 1.3 in coordination with Beaverton,Washington County, and other project
partners as needed.
2.4 Metzger-specific Community Outreach
The scope assumes development and implementation of an outreach plan that is specific to the Metzger
community. It is expected that the CBO will lead the outreach effort,with City and Consultant team
support as needed, and that this effort will begin early in the project to involve community members,
particularly those that have been historically marginalized, at all levels of the planning process. Preliminary
outreach goals include but are not limited to:
RFP–Washington Square Regional Center Update Project Page 14
Close–November 27, 2019
• Understanding and work to address barriers to participation
• Recruiting SWG representatives
• Recruiting focus group and stakeholder interview participants
• Facilitating attendance at community meetings
2.5 Metzger Community Meetings
The scope assumes 3 community meetings. Preliminary meeting agendas to be determined during the
development of the Community Engagement Plan in Task 1.3 in coordination with Washington County.
The main focus of the meetings is to:
• Listen and document issues,questions, and recommendations from community members.
• Encourage participation of historically marginalized communities in the WSRC Update Project.
• Educate community members about the kinds of changes that are occurring in their
neighborhood or that may occur as a result of WSRC re/development.
• Educate community members about the different development and housing initiatives available
in Tigard and Washington County.
• Identify how meeting input will be folded into the WSRC Update Project and may lay the
groundwork for other planning efforts, such as SW Corridor 68''Ave Station Area Planning or
Washington County Community Area Planning.
2.6 Project Briefings to Planning Commission (PC) and City Council (CC)
The City plans to brief the PC and CC at the completion of Tasks 4, 5, and 7. The scope assumes that the
Consultant will attend at least one of these briefings. City and Consultant PM to determine which briefing
Consultant will attend at a later date. The City also plans to brief Washington County and the City of
Beaverton in coordination with their staff but does not expect Consultant attendance at these briefings.
2.7 City Communications and Engagement
The City has primary responsibility for this task but will work in close coordination with the Consultant,
Beaverton, and Washington County. In addition to community meetings (Task 2), focus groups (Subtask
4.2), and stakeholder interviews (Subtask 4.3), the City will inform and engage the community through the
project website, direct mailings, cold calls, social media posts,press releases, and online surveys. The City
expects to tailor its outreach methods to the different stakeholder groups that live,work, own property, or
operate businesses in and near the regional center including but not limited to:
• Property owners, businesses, and employees along Hall Blvd in Tigard and unincorporated
Washington County
• Property owners, businesses, and employees along Greenburg Rd,including Washington Square
Mall and Lincoln Center
• Property owners, businesses, and employees west of Hwy 217 in Tigard and Beaverton
• Residents and residential property owners in Tigard and unincorporated Washington County
• Neighborhood associations in Tigard, Beaverton, and Washington County
TASK 3. REPORT CARD (EXISTING CONDITIONS)
The City has primary responsibility for this task,with the exception of Task 3.3. Specific deliverables and
assignments are identified in Table 1.The purpose of the Report Card is to:
• Summarize applicable WSRC plans, goals, and policies
RFP—Washington Square Regional Center Update Project Page 15
Close—November 27, 2019
• Summarize the original WSRC vision and conditions
• Document existing WSRC conditions
• Compare original WSRC vision/conditions to existing conditions
Documentation of existing conditions is limited in scope to existing data sets available through the City,
Metro, and state and federal governments. It does not include field research, unlike the Ped-Bike-Transit
Audit deliverable in Task 4.6.
The scope also assumes a 2- to 3-page Infographics Summary prepared by the Consultant.This document
should be a highly-polished graphic representation of key takeaways from the Report Card. It should also be
a stand-alone document; readily understandable to the general public and elected officials; and useful in a
variety of public settings and online.
TASK 4. OPPORTUNITIES, NEEDS, AND CONSTRAINTS
The Consultant has primary responsibility for this task,with the exception of Task 4.3. Specific deliverables
and assignments are identified in Table 1. Each deliverable is underlined and described below in more detail
either in paragraph form or as a series of bulleted questions that the deliverable should address.
The geographic scope for each deliverable's area of analysis generally includes the entire WSRC and the
Tigard WSRC Plan District, except where specifically noted otherwise. Given the awkward nature of the
adopted WSRC boundary in some locations, the geographic scope in most situations will need to vary
slightly from the adopted boundary in order to provide better analysis. Consultant and City PM to agree on
the geographic scope for the area of analysis for each deliverable prior to the commencement of any
analysis.
4.2 Focus Groups
➢ Focus Groups Report
The scope assumes 3 focus groups with 8— 12 participants/group. Preliminary focus group
participants and questions to be determined during the development of the Community
Engagement Plan in Task 1.3. Possible groups include residents, business owners,and
re/development experts.
4.3 Stakeholder Interviews
➢ Stakeholder Interviews Report
The City intends to interview a broad range of stakeholders in the residential and business
communities. Preliminary stakeholders and questions to be determined during the development of
the Community Engagement Plan in Task 1.3.
4.4 Market Analysis (Geographic Scope: WSRC/Plan District)
➢ Real Estate and Commercial Snapshot
• What kinds of businesses are missing (i.e. "leaking") from the WSRC/Plan District and the city
as a whole?
• What are the occupancy and vacancy rates in the WSRC/Plan District?
• Are there properties with chronic vacancies in the WSRC/Plan District?
RFP—Washington Square Regional Center Update Project Page 16
Close—November 27, 2019
Market Trends Report
• What are the relevant real estate trends in the Washington County submarket for retail,
office, flex-space,light industrial,mixed-use, and medium- to high-density residential
development? Including but not limited to:
o Land supply
o Rent and property sales prices
o Absorption rate
• What are the relevant economic trends for urbanizing suburban cities on the national, state,
and regional level?Including but not limited to:
o Local retail sales
o Professional services
o Medium- to high-density housing
o Regional mall redevelopment
o Areas adjacent to well-performing malls
• Based on these trends and existing conditions:
o What kind of residential and nonresidential redevelopment potential exists in the
WSRC/Plan District in the near- and long-term re: business types, housing types, square
footage, number of units, etc.?
o What market barriers exist for commercial redevelopment and housing development in
the WSRC/Plan District both within and beyond the district?
o What actions/policies/investments in the public or private realm might catalyze or
incentivize missing development or more intense development in the WSRC/Plan
District?
o What kind of other re/development might occur in the WSRC/Plan District as a result
of Washington Square Mall redevelopment?
o Which areas or properties in the WSRC/Plan District,if any, are suitable for residential
mixed-use development and why?
o Which areas or properties in the WSRC/Plan District,if any, are more likely to
redevelop in the near- and mid-term and why?
Development Subareas Report
This deliverable should incorporate the nonconforming analysis in Task 4.5.
• Based on existing development patterns, does the WSRC/Plan District have distinct
development subareas?
o What are their characteristics and boundaries?What markets do they serve?
o How well do existing subarea boundaries correlate with existing base zone,plan district,
or regional center boundaries?
• Based on identified trends and existing conditions,which subareas are stable and which are in
transition, or likely to be in transition in the near future, and why?
• Based on identified trends, existing conditions, and best practices,where should the City
encourage or concentrate vertical mixed-use development?
RFP—Washington Square Regional Center Update Project Page 17
Close—November 27, 2019
4.5 Land Use and Zoning Analysis (Geographic Scope: Tigard WSRC/Plan District)
➢ Tigard Code Audit
• Based on a high-level review of existing uses and site improvements,is there a pattern of
nonconforming development in the Tigard development subareas?If so,what is the extent and
type of the nonconforming development pattern(s)?
• Based on stakeholder input,project analysis, and best practices,what preliminary code
amendments are recommended to:
o Catalyze or incentivize missing or more intense development?
o Allow the City to be more responsive to changes over time, e.g. conditional zoning?
o Remove regulatory barriers?
o Improve clarity?
• Based on stakeholder input,project analysis, and best practices,what preliminary map
amendments are recommended for base zone, plan district,and regional center boundaries?
4.6 Infrastructure Analysis (Geographic Scope: WSRC/Plan District)
➢ Ped-Bike-Transit Audit
This deliverable requires field research, development of geospatial data, and a review of relevant
transportation planning documents, such as the Tigard TSP,Tigard CIP, and Metro RTP.
• What is the condition of existing pedestrian, bicycle, and transit infrastructure (including park
and rides, bus stops, and transit centers)?Where is infrastructure missing or deficient?
• Where are the existing or planned bicycle routes and transit access routes?Are more routes
needed?What,if any,improvements are needed to make routes more legible, comfortable, and
safe?
• What additional analysis or direction is needed to advance the Washington Square Loop Trail?
➢ Utilities Audit
This deliverable requires coordination with applicable service providers,which the City will facilitate.
• What capacity or maintenance issues have been identified by service providers?
• What capital improvement projects are planned by service providers?
• What barriers,if any, exist for commercial redevelopment and housing development in the
regional center or plan district in the near- and mid-term?
o Sewer
o Water
o Stormwater
4.7 Residential Displacement Analysis (Geographic Scope: Partial WSRC/Metzger)
➢ Market and Demographic Analysis
➢ Rent Prediction Anal
➢ Displacement Report
• Assuming up to three re/development scenarios based on what the market might do without
any City intervention,what are the residential displacement risks of re/development in the
WSRC on existing housing in and outside of the regional center, specifically on housing in the
Metzger community to the east of WSRC?
• How far do the effects of re/development extend?
RFP—Washington Square Regional Center Update Project Page 18
Close—November 27, 2019
• Considering existing City and County housing plans and initiatives,what kinds of policies,
protections, or resources are recommended to address any identified displacement risks?
4.8 Draft Executive Summary
The scope assumes a 5- to 7-page document that summarizes key aspects of the analysis performed in Task
4. The Executive Summary should be a stand-alone document that is readily understandable to the general
public and elected officials.
4.9 Final Executive Summary
See draft document description above.
4.10 Infographics Summary
The scope assumes a 3- to 5-page document that is a highly-polished graphic representation of the
Executive Summary.The Infographics Summary should be a stand-alone document that is readily
understandable to the general public and elected officials. It should also be useful in a variety of public
settings and online.
TASK 5. REFINING THE LAND USE FRAMEWORK
The Consultant has primary responsibility for this task. Specific deliverables and assignments are identified
in Table 1. Consultant and City PM to agree on the geographic scope for each deliverable prior to the
commencement of any work. The focus of this task is "refining" to underscore one of the core project
assumptions. The project assumes that the main tenets of the original vision—dense,walkable,mixed-use
development—remain valid. This work is meant to use new community input and the City's strategic plan
for a diverse, equitable, and inclusive community, to build on and update the original vision and
implementation strategies.
5.2 Land Use Scenarios
The scope assumes the development of 2–3 land use scenarios in close coordination with the City.
Scenarios should build off the analysis in Tasks 4.4, 4.5, and 4.7 and incorporate input from the community
during the refining process. Scenarios should specifically explore where best to locate different types and
densities of housing to optimize development in the regional center that balances community needs and
market trends. The Land Use Scenarios Memo should include the following for each scenario at a
minimum:
• Conceptual site plan showing land uses and multimodal transportation facilities.
• Brief description of the scenario that includes land uses, commercial square footage, and
residential densities.
5.3 Development Precedents
The scope assumes the identification of 3–6 development precedents to help the community visualize and
make choices about re/development options during the refining process. Possible precedents may include:
mixed-use residential redevelopment in centers or corridors, mall redevelopment,mall/residential
redevelopment, or mall/employment lands redevelopment.
The scope assumes a precedent selection process whereby the Consultant presents and discusses a range of
possible options with the City, and the City chooses which development precedents to present to the
RFP–Washington Square Regional Center Update Project Page 19
Close–November 27, 2019
community and investigate more fully. Options presented to the City should relate to and inform the work
in Task 5.2.
The Development Precedents Memo should include the following for each development precedent at a
minimum:
• Compilation of existing images and maps to convey the nature and extent of the development.
• Brief description of the development that includes land uses and densities,where available.
• Brief statement about the development's relevance as a precedent.
• Brief description of the key actions, events, or conditions in the recent market cycle that led to
the development being built.
5.4 Transportation Sensitivity Analysis
Transportation analysis to be coordinated with the work in Task 5.2. Specific analysis and locations to be
determined during the refining process with input from the community and affected road authorities.
TASK 6. METZGER COMMUNITY REPORT
The Consultant has primary responsibility for this task. Specific deliverables and assignments are identified
in Table 1. The Consultant should assume input from both the City and Washington County.
The contents of the final report should incorporate the analysis in Task 4.7 but,in all other respects, should
be community-driven and reflect the ideas and issues identified by the community during the Metzger
community outreach. While this report is a stand-alone deliverable, it is assumed that the knowledge and
recommendations gathered from the Metzger community throughout the process will be incorporated into
the other tasks, so as to shape the recommended framework and implementation strategies. The Metzger
Community Report should include the following at a minimum:
• Summary of community engagement effort,including results from outreach to historically
marginalized communities
• Summary of community comments/discussion and how the community influenced the Land
Use Framework
• Summary of Residential Displacement Analysis from Task 4.7
• Summary of recommendations,including community priorities
TASK 7. FINAL REPORT AND RECOMMENDATIONS
The Consultant has primary responsibility for this task. Specific deliverables and assignments are identified
in Table 1. At a minimum, the WSRC Update Project Final Report should include the following elements:
• Summary of community engagement effort
• Summary of community comments/discussions,including areas of agreement and dissension
• Summary of key findings and conclusions from analysis
• Summary of recommendations,including community priorities
The following detailed recommendations should be included as attachments to the Final Report:
• Comprehensive Plan Chapter Special Planning Area
(Including key findings,goals,policies, and action measures)
RFP—Washington Square Regional Center Update Project Page 20
Close—November 27, 2019
• Development Subarea Goals and Objectives
(Potentially including performance measures and phasing considerations)
• Plan District Chapter Outline and Policy Direction
• Zoning, Plan District, and Regional Center Boundary Maps
• Transportation System Plan Project List
• Economic Development Strategies (including timing and length)
• Housing Strategies (including timing and length)
TASK 8. ADOPTION
The City has primary responsibility for adoption of the Comprehensive Plan Chapter Amendments.
TASK 9. CONTINGENCY TASKS
The City PM will decide during the course of the project which,if any, of the contingency tasks are needed
in consultation with the Consultant PM.
SECTION 5
PROPOSAL CONTENT AND FORMAT
A. FORMAT
To provide a degree of consistency in review of the written proposals, firms are requested to prepare
their proposals in the standard format specified below.
1. Title Page
The title page should identify the RFP Title, name and title of contact person, address,
telephone number, fax number, email address and date of submission.
2. Transmittal Letter
The transmittal letter should be not more than two (2) pages long and should include as a
minimum the following:
a. A brief statement of the Proposer's understanding of the project and services to be
performed; and
b. A positive commitment to perform the services within the time period specified, starting
and completing the project within the deadlines stated in this RFP; and the names of
persons authorized to represent the Proposer, their title, address and telephone number
(if different from the individual who signs the transmittal letter.)
3. Table of Contents
The table of contents should include a clear and complete identification by section and page
number of the materials submitted.
4. Project Understanding,Approach, and Interest
Proposers should explain their understanding of the tasks and deliverables described in
Section 4 of this RFP and their proposed approach and plan for accomplishing this work
within the overall budget with text, tables, timelines, or other figures as desired. Proposers
RFP—Washington Square Regional Center Update Project Page 21
Close—November 27, 2019
may suggest changes to the estimated budget for each task but not the overall project budget.
Proposers should suggest an approach to how the community-based organization (CBO)will
be integrated into the team, including which tasks are anticipated to be performed by the
CBO.Proposers should also suggest an approach to engaging communities of color and other
underrepresented communities if the City and consultant team are unsuccessful in obtaining
the services of a CBO to do this work. Proposers should also explain why the consultant
team is interested in this project.
5. Consultant Team Qualifications and Organization
Proposers should provide sufficient information about their qualifications and experiences
for the City to understand and verify the ability of the consultant team to perform the work
described in Section 4 of this RFP. This summary should include the team's experience
working with community-based organizations or engaging communities of color and other
underrepresented communities. Proposers should provide a consultant team organization
chart that clearly identifies the project manager, prime consultant, sub-consultant(s),
including the CBO, and specific areas of work responsibility. Proposers should also list and
provide brief biographies for key project staff. Full resumes may be included in the appendix,
with a maximum of one double-sided page per resume.
6. Consultant Team Experience with Similar Projects
Proposers should provide detailed descriptions of past similar projects that have been
completed for the City or other public agencies. Descriptions for up to five (5) projects may
be submitted, with a maximum of one single-sided page per description. Proposers should
also provide a table of all similar projects that contains the following information:
• Project title, type, and year completed
• Client name and contact information
• Brief description of similarities,including similar tasks or deliverables
• List of project team members who worked on each project
The City reserves the right to contact former clients and investigate the past performance of
any Proposer with respect to its successful performance of similar projects, compliance with
specifications and contractual obligations, and completion of projects on time and within
budget.
7. Project Management
Proposers should describe the proposed project manager's experience on past similar projects
and explain the project manager's approach to schedule, budget, scope, and change
management. The description should include the project manager's experience with and
approach to communicating with and managing a team of diverse professionals on a project
with multiple inter-related deliverables, multiple jurisdictions, and a large number of
stakeholders, some of whom may be skeptical of or object to the project's goals.
8. Diversity in Contracting
Proposers should describe the diversity of their consultant team with respect to any recognized
certification. Is your firm or any sub-consultant certified with the Certification Office of
Business Inclusion and Diversity (COBID)? If yes, indicate all certification types (i.e. DBE,
MBE, WBE, SDV, and ESB) by firm, with certification number(s). Proposers should also
describe the diversity (i.e. race, ethnicity, gender, disability, and veteran status) of key project
RFP—Washington Square Regional Center Update Project Page 22
Close—November 27, 2019
staff and provide specific examples of how the prime consulting firm or its sub-consultants
support workforce diversity within their respective firms or the local community.
B. ADDITIONAL SERVICES
Provide a brief description of any other services that your team could provide the City and an
approximation of the hourly charge for each service of this type. Such services would be contracted
for on an "as needed" basis, to be provided and billed for separately.
C. ADDITIONAL INFORMATION
Please provide any other information you feel would help the Selection Committee evaluate your
team for this project.
D. REFERENCES
Proposers must demonstrate successful past performance of the team's ability to provide services as
set forth in this specification. Proposers must provide three (3) references to document experience.
References must be detailed in Attachment B "Statement of Proposal"
E. DISPUTES
Should any doubt or difference of opinion arise between the City and a Proposer as to the items to be
furnished hereunder or the interpretation of the provisions of this RFP, the decision of the City shall
be final and binding upon all parties.
F. CITY PERSONNEL
No officer, agent, consultant or employee of the City shall be permitted any interest in the contract.
SECTION 6
PROPOSAL EVALUATION PROCEDURES
A. SELECTION AND EVALUATION PROCESS
A Selection Committee assembled by the City will review the written proposals. Proposals will be
evaluated to determine which ones best meet the needs of the City. After meeting the mandatory
requirements, the proposals will be evaluated on both their technical and fee aspects. The Selection
Committee will select the Proposer which best meets the City's needs based upon its evaluation of a
firms proposal. Proposals will be evaluated in accordance with the following:
1. Completed Proposal submitted on time Pass Fail
2. 1 original& 1 electronic pdf copy on portable USB drive Pass Fail
3. Transmittal letter Pass Fail
4. Project understanding, approach, and interest 30 points
5. Consultant team qualifications and organization 30 points
6. Consultant team experience with similar projects 15 points
7. Project management 10 points
8. Diversity in contracting 15 points
• 5 points for prime or sub-consultant(s) with any COBID certification
(DBE,MBE,WBE, SDV, ESB)
• 5 points for key project staff diversity
• 3 points for prime or sub-consultant(s) with MBE/WBE certification
• 2 points for workplace diversity efforts
TOTAL EVALUATION POINTS 100 POINTS
RFP—Washington Square Regional Center Update Project Page 23
Close—November 27, 2019
B. PRESENTATION/INTERVIEW
At the option of the City, the top scoring proposers (based on the criteria points) may be asked to
make a presentation of their proposal. This will provide an opportunity to clarify or elaborate on the
proposal, but will not, in any way provide an opportunity to change any fee amount originally
proposed. The City's Project Manager will schedule the time and location of these presentations and
notify the selected firms. If the City elects to conduct a presentation/interview process, 25 criteria
points will be assigned to the process and will be added to the participating Proposers'total points.
C. INVESTIGATION OF REFERENCES
The City reserves the right to investigate references and the past performance of any Proposer with
respect to its successful performance of similar projects, compliance with specifications and contractual
obligations,its completion or delivery of a project on schedule and its lawful payment of employees and
workers.
D. CLARIFICATION OF PROPOSALS
The City reserves the right to obtain clarification of any point in regards to a proposal or to obtain
additional information necessary to properly evaluate or particular proposal. Failure of a Proposer to
respond to such a request for additional information or clarification could result in rejection of their
proposal.
E. RESERVATION IN EVALUATION
The Selection Committee reserves the right to request "Best and Final Offers" from the two top
finalists to reassess the proposals and award to the consultant team determined to best meet the overall
needs of the City.
F. INTENT OF AWARD
Upon review of the proposals submitted, the City may negotiate a scope of work and a personal
services agreement with one firm, or may select one or more firms for further consideration.
G. PROTEST OF AWARD
In accordance with Tigard Public Contracting Rule 30.135,any adversely affected Proposer has seven
(7) calendar days from the date of the written notice of award to file a written protest.
H. PROPOSAL REJECTION
The City reserves the right to:
1. Reject any or all proposals not in compliance with all public procedures and requirements;
2. Reject any proposal not meeting the specifications set forth herein;
3. Waive any or all irregularities in proposals submitted;
4. In the event two or more proposals shall be for the same amount for the same work, the City
shall follow the provisions of LCRB 30.095 and Section 137-095 of the Oregon Attorney
General's Model Public Contract Manual;
5. Reject all proposals;
6. Award any or all parts of any proposal; and
7. Request references and other data to determine responsiveness.
RFP—Washington Square Regional Center Update Project Page 24
Close—November 27, 2019
SECTION 7
PROPOSAL CERTIFICATIONS
******************************************
Non-discrimination Clause
The firm agrees not to discriminate against any client, employee or applicant for employment or for services,
because of race, color, religion, sex, national origin, handicap or age with regard to, but not limited to, the
following: employment upgrading, demotion or transfer; recruitment or recruitment advertising; layoffs or
termination; rates of pay or other forms of compensation; selection for training; rendition of services. It is
further understood that any firm who is in violation of this clause shall be barred from receiving awards of
any contracts from the City, unless a satisfactory showing is made that discriminatory practices have
terminated and that a recurrence of such acts is unlikely.
Agreed by: Allison Tivnon
Firm Name: ECONorthwest
Address: 222 SW Columbia
Suite 1600
Portland, OR 97201
*****************************************
Resident Certificate
Please Check One:
® Resident Firm: Firm has paid unemployment taxes and income taxes in this state during the last twelve
calendar months immediately preceding the submission of this proposal.
Or
❑ Non-resident Firm: Firm does not qualify under requirement stated above.
(Please specify your state of residence: )
Officer's signature.:
Type or print officer's name. Allison Tivnon
RFP—Washington Square Regional Center Update Project Page 25
Close—November 27, 2019
SECTION 8
SIGNATURE PAGE
The undersigned proposes to perform all work as listed in the Specification section, for the price(s) stated;
and that all articles supplied under any resultant contract will conform to the specifications herein,
The undersigned agrees to be bound by all applicable laws and regulations, the accompanying specifications
and by City policies and regulations.
The undersigned,by submitting a proposal,represents that:
A) The Proposer has read and understands the specifications.
B) Failure to comply with the specifications or any terms of the Request for Proposal may disqualify
the Proposer as being non-responsive.
The undersigned certifies that the proposal has been arrived at independently and has been submitted without
any collusion designed to limit competition.
The undersigned certifies that all addenda to the specifications has been received and duly considered and
that all costs associated with all addenda have been included in this proposal:
Addenda: No. #1 through No. #1 inclusive.
We therefore offer and make this proposal to furnish services at the price(s)indicated herein in fulfillment of
the attached requirements and specifications of the City.
Name of firm: ECONorthwest
Address: 222 SW Columbia Street Suite 1600
Portland,OR 97201
Telephone Number: 503-200-5066 r--ax Number: 503-200-5066
By: Date: 11/25/2019
(Signature of Authorized Official. If partnership, signature of one partner.)
Typed Name/'Tide: Allison Tivnon, Partner/Marketing Director
If corporation,attest:
(Corporate Officer)
❑ Corporation ® Partnership ❑ Individual
Federal Tax Identification Number (TIN): 93-0639592
RFP—Washington Square Regional Center Update Project Page 26
Close—November 27,2019
ATTACHMENT A
CITY OF TIGARD, OREGON
ACKNOWLEDGMENT OF ADDENDA
Project Title: Washington on Square Regional Center llpate Project
Close: Wednesday.November 27,2019-2:0012.m. _
I/WE HAVE RECEIVED THE FOLLOWING ADDENDA Addendum#1:
1, 3.
2 4.
November 25,2019
Date
Signature o f Proposer
Partner/Marketing Director
Title
ECONorthwest
Corporate Name
RFP—Washington Square Regional Center Update Project Page 27
Close—November 27, 2019
ATTACHMENT B
CITY OF TIGARD, OREGON
STATEMENT OF PROPOSAL
Name of Firm: ECONorthwest
Mailing Address: 222 SW Columbia Street,Suite 1600
Portland,OR 97201
Contact Person: Tyler Bump, Project Director
Telephone: 503-200-5095 Fax: 503-222-1504 Email: bump@econw.com
accepts all the terms and conditions contained in the City of Tigard's Request for Proposal for the Washington
Square Regional Center Update Project and the attached personal services agreement(Attachment C):
/✓ 5711/25/2019
Signature uthori zeepresentative Date
Tyler Bump,Project Director 503-200-5095
Type or print name of authorized representative Telephone Number
Cindy O'Connell, Controller 503-200-5076
Type or print name of person(s) authorized to negotiate contracts Telephone Number
REFERENCES
City of Vancouver 360-487-7896
Reference#1 Telephone Number
The Heights District Plan Rebecca Kennedy
Project Title Contact Individual
City of Beaverton 503-526-2422
Reference#2 Telephone Number
Strategic Civic Plan Cheryl Twete
Project Title Contact Individual
Prosper Portland 503-823-7380
Reference#3 Telephone Number
Broadway Corridor Master Plan Lisa Abuaf
Project Title Contact Individual
RFP—Washington Square Regional Center Update Project Page 28
Close—November 27, 2019
ATTACHMENT C
PERSONAL SERVICES CONTRACT
WASHINGTON SQUARE REGIONAL CENTER UPDATE PROJECT
THIS AGREEMENT made and entered into this 25`' day of February, 2020 by and between the City of
Tigard, a municipal corporation of the State of Oregon, hereinafter called City, and ECONorthwest,
hereinafter called Contractor.
RECITALS
WHEREAS, the City's 2019-2020 fiscal year budget provides for services related to land use planning,
multimodal transportation planning, housing and economic analysis, economic development, ant-
displacement strategies, and community engagement; and
WHEREAS, City has need for the services of a company with a particular training, ability, knowledge, and
experience possessed by Contractor, and
WHEREAS, City has determined that Contractor is qualified and capable of performing the professional
services as City does hereinafter require,under those terms and conditions set forth,
THEREFORE,the Parties agree as follows:
1. SERVICES TO BE PROVIDED
Contractor will initiate services immediately upon receipt of City's notice to proceed together with an
executed copy of this Agreement. Contractor agrees to complete work that is detailed in Exhibit A,
incorporated herein by reference, consistent with the terms and responsibilities detailed in the 2040
Planning and Development Grant Intergovernmental Agreement entered into by and between Metro
and the City of Tigard in November 2019, also incorporated herein by reference.
2. EFFECTIVE DATE AND DURATION
This Agreement is effective upon the date of execution and expires on December 31, 2021, unless
otherwise terminated or extended. All work under this Agreement must be completed prior to the
expiration of this Agreement.
3. COMPENSATION
The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit A. The
total amount paid to the Contractor by the City may not exceed Three Hundred Thousand and
No/100 Dollars ($300,000.00). Payments made to Contractor will be based upon the following
applicable terms:
A. Payment by City to Contractor for performance of services under this Agreement includes all
expenses incurred by Contractor, with the exception of expenses, if any, identified in this
Agreement as separately reimbursable.
B. Payment will be made in installments based on Contractor's invoice, subject to the approval of
the City Manager, or designee, and not more frequently than monthly. Unless otherwise agreed,
payment will be made only for work actually completed as of the date of invoice.
City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 1 www.tigard-or.gov
C. Payment by City releases City from any further obligation for payment to Contractor for services
performed or expenses incurred as of the date of the invoice. Payment may not be considered
acceptance or approval of any work or waiver of any defects therein.
D. Contractor must make payments promptly, as due, to all persons supplying labor or materials for
the performance of the work provided for in this Agreement.
E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on any
account of any labor or material furnished.
F. Contractor will pay to the Department of Revenue all sums withheld from employees pursuant to
ORS 316.167.
G. Contractor will pay all contributions or amounts due the Industrial Accident Fund from the
contractor or any subcontractor.
H. If Contractor fails,neglects,or refuses to make prompt payment of any claim for labor or services
furnished to Contractor or a subcontractor by any person as such claim becomes due, City's
Finance Director may pay such claim and charge the amount of the payment against funds due or
to become due the Contractor. The payment of the claim in this manner does not relieve
Contractor or their surety from obligation with respect to any unpaid claims.
I. Contractor will promptly, as due, make payment to any person, co-partnership, association, or
corporation, furnishing medical, surgical, and hospital care or other needed care and attention,
incident to sickness or injury, to the employees of Contractor, of all sums that Contractor agrees
to pay for the services and all moneys and sums that Contractor collected or deducted from the
wages of employees pursuant to any lav, contract, or agreement for the purpose of providing or
paying for services.
J. Contractor and its employees, if any, are not active members of the Oregon Public Employees
Retirement System and are not employed for a total of 600 hours or more in the calendar year by
any public employer participating in the Retirement System.
K. Contractor must obtain, prior to the execution of any performance under this Agreement, a City
of Tigard Business License. The Tigard Business License is based on a calendar year with a
December 31st expiration date. New businesses operating in Tigard after June 30th of the current
year will pay a pro-rated fee though the end of the calendar year.
L. The City certifies that sufficient funds are available and authorized for this Agreement during the
current fiscal year. Funding during future fiscal years is subject to budget approval by Tigard's
City Council.
4. OWNERSHIP OF WORK PRODUCT
City is the owner of and is entitled to possession of any and all work products of Contractor which
result from this Agreement,including any computations,plans,correspondence,or pertinent data and
information gathered by or computed by Contractor prior to termination of this Agreement by
Contractor or upon completion of the work pursuant to this Agreement.
PSA—Washington Square Regional Center Update Project Page 30
5. ASSIGNMENT/DELEGATION
Neither party may assign, sublet or transfer any interest in or duty under this Agreement without the
written consent of the other and no assignment has any force or effect unless and until the other party
has consented. If City agrees to assignment of tasks to a subcontract, Contractor is fully responsible
for the acts or omissions of any subcontractors and of all persons employed by them. Neither the
approval by City of any subcontractor nor anything contained herein creates any contractual relation
between the subcontractor and City. The provisions of this Agreement are binding,upon and will
inure to the benefit of the parties to the Agreement and their respective successors and assigns.
6. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR
Contractor certifies that:
A. Contractor acknowledges that for all purposes related to this Agreement, Contractor is an
independent contractor as defined by ORS 670.600 and not an employee of City. Contractor is
not entitled to benefits of any kind to which an employee of City is entitled and is solely
responsible for all payments and taxes required by law. Furthermore,in the event that Contractor
is found by a court of law or any administrative agency to be an employee of City for any purpose,
City is entitled to offset compensation due, or to demand repayment of any amounts paid to
Contractor under the terms of this Agreement, to the full extent of any benefits or other
remuneration Contractor receives (from City or third party) as a result of said finding and to the
full extent of any payments that City is required to make (to Contractor or to a third party) as a
result of said finding.
B. Contractor is not an officer,employee,or agent of the City as those terms are used in ORS 30.265.
7. CONFLICT OF INTEREST
The undersigned Contractor hereby represents that no employee of the City, or any partnership or
corporation in which a City employee has an interest, has or will receive any remuneration of any
description from Contractor,either directly or indirectly,in connection with the letting or performance
of this Agreement, except as specifically declared in writing.
If this payment is to be charged against Federal funds,Contractor certifies that he/she is not currently
employed by the Federal Government and the amount charged does not exceed their normal charge
for the type of service provided.
8. INDEMNIFICATION
City has relied upon the professional ability and training of Contractor as a material inducement to
enter into this Agreement. Contractor represents that all of its work will be performed in accordance
with generally accepted professional practices and standards as well as the requirements of applicable
federal, state, and local laws, it being understood that acceptance of a Contractor's work by City will
not operate as a waiver or release.
Contractor agrees to indemnify and defend the City,its officers,employees,agents,and representatives
and hold them harmless from any and all liability,causes of action,claims,losses,damages,judgments,
or other costs or expenses,including attorney's fees and witness costs (at both trial and appeal level,
whether or not a trial or appeal ever takes place including any hearing before federal or state
administrative agencies), that may be asserted by any person or entity which in any way arise from,
PSA—Washington Square Regional Center Update Project Page 31
during, or in connection with the performance of the work described in this contract, except liability
arising out of the sole negligence of the City and its employees. Such indemnification will also cover
claims brought against the City under state or federal worker's compensation laws. If any aspect of
this indemnity is found to be illegal or invalid for any reason whatsoever, such illegality or invalidity
does not affect the validity of the remainder of this indemnification.
9. INSURANCE
Contractor and its subcontractors must maintain insurance acceptable to City in full force and effect
throughout the term of this contract. Such insurance must cover risks arising directly or indirectly out
of Contractor's activities or work hereunder,including the operations of its subcontractors of any tier.
The policy or policies of insurance maintained by the Contractor must provide at least the following
limits and coverages:
A. Commercial General Liability Insurance
Contractor will obtain,at Contractor's expense,and keep in effect during the term of this contract,
Comprehensive General Liability Insurance covering Bodily Injury and Property Damage on an
"occurrence" form (CG 2010 1185 or equivalent). This coverage must include Contractual
Liability insurance for the indemnity provided under this contract. The following insurance will
be carried:
Coverage Limit
General Aggregate $3,000,000
Products-Completed Operations Aggregate $2,000,000
Personal&Advertising Injury $1,000,000
Each Occurrence $2,000,000
Fire Damage (Any one fire) $50,000
B. Commercial Automobile Insurance
Contractor must also obtain, at Contractor's expense, and keep in effect during the term of the
contract, Commercial Automobile Liability coverage including coverage for all owned, hired, and
non-owned vehicles on an "occurrence" form. The Combined Single Limit per occurrence may
not be less than $2,000,000.
If Contractor uses a personally-owned vehicle for business use under this contract,the Contractor
will obtain, at Contractor's expense, and keep in effect during the term of the contract, business
automobile liability coverage for all owned vehicles on an "occurrence" form. The Combined
Seigle Limit per occurrence may not be less than $2,000,000.
C. Workers' Compensation Insurance
The Contractor, its subcontractors, if any, and all employers providing work, labor, or materials
under this Contract that are subject employers under the Oregon Workers' Compensation Law
must comply with ORS 656.017,which requires them to provide workers' compensation coverage
that satisfies Oregon law for all their subject workers. Out-of-state employers must provide
Oregon workers' compensation coverage for their workers who work at a single location within
Oregon for more than 30 days in a calendar year. Contractors who perform work without the
assistance or labor of any employee need not obtain workers' compensation coverage. All non-
PSA—Washington Square Regional Center Update Project Page 32
exempt employers must provide Employer's Liability Insurance with coverage limits of not less
than$1,000,000 each accident.
D. Additional Insured Provision
All required insurance policies, other than Workers' Compensation and Professional Liability,
must name the City its officers,employees,agents,and representatives as additional insureds with
respect to this Agreement.
E. Insurance Carrier Rating
Coverages provided by the Contractor must be underwritten by an insurance company deemed
acceptable by the City. All policies of insurance must be written by companies having an A.M.
Best rating of "A-VII" or better, or equivalent. The City reserves the right to reject all or any
insurance carrier(s) with an unacceptable financial rating.
F. Self-Insurance
The City understands that some contractors may self-insure for business risks and the City will
consider whether such self-insurance is acceptable if it meets the minimum insurance requirements
for the type of coverage required. If Contractor is self-insured for commercial general liability or
automobile liability insurance, Contractor must provide evidence of such self-insurance.
Contractor must provide a Certificate of Insurance showing evidence of the coverage amounts on
a form acceptable to the City. The City reserves the right in its sole discretion to determine
whether self-insurance is adequate.
G. Certificates of Insurance
As evidence of the insurance coverage required by the contract, Contractor will furnish a
Certificate of Insurance to the City. No contract is effective until the required Certificates of
Insurance have been received and approved by the City. The certificate will specify and document
all provisions within this contract and include a copy of Additional Insured Endorsement. A
renewal certificate will be sent to the below address prior to coverage expiration.
H. Primary Coverage Clarification
The parties agree that Contractor's coverage is primary to the extent permitted by law. The parties
further agree that other insurance maintained by the City is excess and not contributory insurance
with the insurance required in this section.
I. Cross-Liability Clause
A cross-liability clause or separation of insureds clause will be included in all general liability,
professional liability,pollution,and errors and omissions policies required by this Agreement.
A certificate in form satisfactory to the City certifying to the issuance of such insurance will be
forwarded to:
City of Tigard
Attn: Contracts and Purchasing Office
13125 SW Hall Blvd.
Tigard,Oregon 97223
PSA—Washington Square Regional Center Update Project Page 33
At the discretion of the City, a copy of each insurance policy, certified as a true copy by an
authorized representative of the issuing insurance company,may be required to be forwarded to
the above address.
Such policies or certificates must be delivered prior to commencement of the work. The procuring
of such required insurance will not be construed to limit Contractor's liability hereunder.
Notwithstanding said insurance, Contractor is obligated for the total amount of any damage,
injury, or loss caused by negligence or neglect connected with this Agreement.
10. METHOD & PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS
All notices,bills and payments will be made in writing and may be given by personal delivery,mail, or
by fax. Payments may be made by personal delivery, mail, or electronic transfer. The following
addresses will be used to transmit notices,bills,payments,and other information:
CITY OF TIGARD ECONORTHWEST
Attn: Susan P. Shanks Attn: Tyler Bump
Address: 13125 SW Hall B1-,-d Address: 222 SW Columbia St Ste 1600
Ti,ard, OR 97223 Portland OR 97201
Phone: 503 718-2454 Phone: (503) 200-5095
Email: susansfaidzard-or.gov Email: bump((-i.econw.com
Notice will be deemed given upon deposit in the United States mail, postage prepaid, or when so
faxed,upon successful fax. In all other instances,notices,bills and payments will be deemed given at
the time of actual delivery. Changes may be made in the names and addresses of the person to who
notices,bills,and payments are to be given by giving written notice pursuant to this paragraph.
11. SURVIVAL
The terms, conditions, representations, and warranties contained in this Agreement survive the
termination or expiration of this Agreement.
12. MERGER
This writing is intended both as a final expression of the Agreement between the parties with respect
to the included terms and as a complete and exclusive statement of the terms of the Agreement. No
modification of this Agreement will be effective unless and until it is made in writing and signed by
both parties.
13. TERMINATION WITHOUT CAUSE
At any time and without cause,City has the right in its sole discretion to terminate this Agreement by
giving notice to Contractor. If City terminates this Agreement pursuant to this paragraph, City will
pay Contractor for services rendered to the date of termination.
14. TERMINATION WITH CAUSE
A. City may terminate this Agreement effective upon delivery of written notice to Contractor, or at
such later date as may be established by City,under any of the following conditions:
PSA—Washington Square Regional Center Update Project Page 34
1) If City funding from federal, state, local, or other sources is not obtained and continued at
levels sufficient to allow for the purchase of the indicated quantity of services. This Agreement
may be modified to accommodate a reduction in funds.
2) If federal or state regulations or guidelines are modified, changed, or interpreted in such a way
that the services are no longer allowable or appropriate for purchase under this Agreement.
3) If any license or certificate required by law or regulation to be held by Contractor, its
subcontractors, agents, and employees to provide the services required by this Agreement is
for any reason denied,revoked,or not renewed.
4) If Contractor becomes insolvent,if voluntary or involuntary petition in bankruptcy is filed by
or against Contractor, if a receiver or trustee is appointed for Contractor, or if there is an
assignment for the benefit of creditors of Contractor.
Any such termination of this agreement under paragraph (A) will be without prejudice to any
obligations or liabilities of either party already accrued prior to such termination.
B. City, by written notice of default (including breach of contract) to Contractor,may terminate the
whole or any part of this Agreement:
1) If Contractor fails to provide services called for by this Agreement within the time specified,
or
2) If Contractor fails to perform any of the other provisions of this Agreement,or fails to pursue
the work as to endanger performance of this Agreement in accordance with its terms, and
after receipt of written notice from City, fails to correct such failures within ten (10) days or
such other period as City may authorize.
The rights and remedies of City provided above related to defaults (including breach of contract)
by Contractor are not exclusive and are in addition to any other rights and remedies provided by
law or under this Agreement.
If City terminates this Agreement under paragraph (B), Contractor will be entitled to receive as
full payment for all services satisfactorily rendered and expenses incurred, provided, that the City
may deduct the amount of damages, if any, sustained by City due to breach of contract by
Contractor. Damages for breach of contract include those allowed by Oregon law, reasonable
and necessary attorney fees, and other costs of litigation at trial and upon appeal.
15. ACCESS TO RECORDS
City will have access to such books, documents, papers and records of Contractor as are directly
pertinent to this Agreement for the purpose of making audit, examination, excerpts and transcripts.
16. HAZARDOUS MATERIALS
Contractor will comply with all federal Occupational Safety and Health Administration (OSHA)
requirements and all Oregon safety and health requirements. In accordance with OSHA and Oregon
OSHA Hazard Communication Rules, if any goods or services provided under this Agreement may
release, or otherwise result in an exposure to, a hazardous chemical under normal conditions of use
(for example, employees of a construction contractor working on-site), it is the responsibility of
Contractor to provide the City with the following information: all applicable Safety Data Sheets, the
identity of the chemical/s, how Contractor will inform employees about any precautions necessary,
PSA—Washington Square Regional Center Update Project Page 35
an explanation of any labeling system, and the safe work practices to prevent exposure. In addition,
Contractor must label, tag, or mark such goods.
17. FORCE MAIEURE
Neither City nor Contractor will be considered in default because of any delays in completion and
responsibilities hereunder due to causes beyond the control and without fault or negligence on the
part of the parties so disenabled, including but not restricted to, an act of God or of a public enemy,
civil unrest,volcano, earthquake, fire, flood, epidemic,quarantine restriction, area-wide strike, freight
embargo,unusually severe weather or delay of subcontractor or supplies due to such cause;provided
that the parties so disenabled will within ten (10) days from the beginning of such delay, notify the
other party in writing of the cause of delay and its probable extent. Such notification will not be the
basis for a claim for additional compensation. Each party will, however, make all reasonable efforts
to remove or eliminate such a cause of delay or default and will,upon cessation of the cause,diligently
pursue performance of its obligation under the Agreement.
18. NON-WAIVER
The failure of City to insist upon or enforce strict performance by Contractor of any of the terms of
this Agreement or to exercise any rights hereunder should not be construed as a waiver or
relinquishment to any extent of its rights to assert or rely upon such terms or rights on any future
occasion.
19. HOURS OF LABOR, PAY EQUITY
In accordance with ORS 279B.235, the following are hereby incorporated in full by this reference:
A. Contractor may not employ an individual for more than 10 hours in any one day, or 40 hours in
any one week, except as provided by law. For contracts for personal services, as defuied in ORS
279A.055, Contractor must pay employees at least time and a half pay for all overtime the
employees work in excess of 40 hours in any one week, except for employees who are excluded
under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to 209 from receiving overtime.
B. Contractor must give notice in writing to employees who work on a public contract, either at the
time of hire or before commencement of work on the contract,or by positing a notice in a location
frequented by employees, of the number of hours per day and days per week that the employees
may be required to work.
C. Contractor may not prohibit any of Contractor's employees from discussing the employee's rate
of wage,salary,benefits or other compensation with another employee or another person and may
not retaliate against an employee who discusses the employee's rate of wage, salary, benefits or
other compensation with another employee or another person.
D. Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a material
element of this Agreement and failure to comply will be deemed a breach that entitles City to
terminate this Agreement for cause.
20. NON-DISCRIMINATION
Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances
applicable to the provision of services under this Agreement,including,without limitation:
PSA—Washington Square Regional Center Update Project Page 36
A. Title VI of the Civil Rights Act of 1964;
B. Section V of the Rehabilitation Act of 1973;
C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act
(ADAAA) of 2008 (Pub L No 101- 336); and
D. ORS 659A.142,including all amendments of and regulations and administrative rules,and all other
applicable requirements of federal and state civil rights and rehabilitation statutes, rules and
regulations.
21. ERRORS
Contractor will perform such additional work as may be necessary to correct errors in the work
required under this Agreement without undue delays and without additional cost.
22. EXTRA(CHANGES) WORK
Only the City's Project Manager for this Agreement may change or authorize additional work. Failure
of Contractor to secure authorization for extra work constitutes a waiver of all right to adjust the
contract price or contract time due to such unauthorized extra work and Contractor will not be entitled
to compensation for the performance of unauthorized work.
23. WARRANTIES
Contractor will guarantee work for a period of one year after the date of final acceptance of the work
by the owner. Contractor warrants that all practices and procedures,workmanship and materials are
the best available unless otherwise specified in the profession. Neither acceptance of the work nor
payment therefore relieves Contractor from liability under warranties contained in or implied by this
Agreement.
Any intellectual property rights delivered to the City under this Agreement and Contractor's services
rendered in the performance of Contractor's obligations under this Agreement, will be provided to
the City free and clear of any and all restrictions on or conditions of use, transfer, modification, or
assignment, and be free and clear of any and all liens, claims, mortgages, security interests, liabilities,
charges, and encumbrances of any kind.
24. ATTORNEY'S FEES
In the event an action, suit of proceeding, including appeal, is brought for failure to observe any of
the terms of this Agreement, each party is responsible for that party's own attorney fees, expenses,
costs and disbursements for the action, suit,proceeding, or appeal.
25. CHOICE OF LAW,VENUE
The provisions of this Agreement are governed by Oregon law. Venue will be the State of Oregon
Circuit Court in Washington County or the U.S. District Court for Oregon, Portland.
26. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES
Contractor will comply with all applicable federal,state and local laws,rules and regulations applicable
to the work in this Agreement.
PSA—Washington Square Regional Center Update Project Page 37
27. CONFLICT BETWEENTERMS
In the event of a conflict between the terms of this Agreement and Contractor's proposal, this
Agreement will control. In the event of conflict between a provision in the main body of the Agreement
and a provision in the Exhibits, the provision in the main body of the Agreement will control. In the
event of an inconsistency between Exhibit A and Exhibit B,Exhibit A will control.
28. AUDI
Contractor will maintain records to assure conformance with the terms and conditions of this
Agreement and to assure adequate performance and accurate expenditures within the contract period.
Contractor agrees to permit City,the State of Oregon,the federal government,or their duly authorized
representatives to audit all records pertaining to this Agreement to assure the accurate expenditure of
funds.
29. SEVERABILITY
In the event any provision or portion of this Agreement is held to be unenforceable or invalid by any
court of competent jurisdiction,the validity of the remaining terms and provisions will not be impaired
unless the illegal or unenforceable provision affects a significant right or responsibility,in which case
the adversely affected party may request renegotiation of the Agreement and,if negotiations fail,may
terminate the Agreement.
30. COMPLIANCE WITH TAX LAWS
Contractor represents and warrants that Contractor is, to the best of the undersigned's knowledge,
not in violation of any Oregon tax laws including but not limited to ORS 305.620 and ORS Chapters
316, 317, and 318. Contractor's failure to comply with the tax laws of this state or a political
subdivision of this state before the Contractor executed this Agreement or during the term of this
Agreement is a default for which the City may terminate this Agreement and seek damages and other
relief available under the terms of this Agreement or applicable law.
IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their duly
authorized officials. Awarded by Tigard's Local Contract Review Board at their February 11, 2020 meeting.
�j� CITY OF TIGARD ECONorthwest
Signature: / ) � 6, Sippature-
Name: ► ' ra,4-4R tri►�7j Name:
Title: CffMao!7 <'— Tide:
Date:
—< � Date: of X7 WAX)
PSA—Washington Square Regional Center Update Project Page 38
EXHIBIT A
SCOPE OF SERVICES
INTRODUCTION AND BACKGROUND
Washington Square is one of eight regional centers in the 2040 Growth Concept. Regional centers are
described as "hubs of commerce and services serving hundreds of thousands of people"and characterized by
"compact employment and housing development served by high-quality transit."Washington Square Regional
Center (WSRC) is 827 acres in size and contains several unique large sites such as the Washington Square
Mall, Lincoln Center, and Crescent Grove Cemetery in Tigard and the RedTail Golf Course in Beaverton.
Approximately 35% of the regional center's acreage is within Tigard. Most of the remaining acreage is within
Beaverton,with some in unincorporated Washington County.
WSRC has much greater potential for high-density residential and employment-rich development than has
occurred since the original vision and regional center plan was adopted in 2000.The project assumes that the
main tenets of the original visiondense,walkable,mixed-use development—remain valid but that an update
is necessary given the significant changes in the business and housing sectors in the past 20 years. This project
will engage the community to build on and refine the original vision in order to facilitate equitable
development,remove barriers to redevelopment, and create more regional housing and employment options
that are consistent with the City's strategic vision to be a walkable,healthy, and inclusive community.
The purpose of this project is to:
• Understand market trends and the City's ability to influence these trends.
• Work with the community to build on and refine the land use and regulatory framework for the
regional center in response to market trends, City aspirations, and community priorities.
• Lay the groundwork for updating all applicable plans, policies, programs, and regulations associated
with the portion of the regional center within Tigard
ACRONYMS AND ABBREVIATIONS
Responsibility for deliverables between the City and the Consultant Team is noted as follows:
(I) = City of Tigard Deliverable
(C) = Consultant Deliverable (including Verde where applicable)
Where specific consultant team members are identified, the following acronyms apply:
ECO = ECONorthwest
3J = 3J Consulting
SERA = SERA Architects
Toole = Toole Design
Verde = Verde (Community Based Organization)
Geographic references:
Regional Center = WSRC boundary as defined by Metro, including areas in Tigard, Beaverton, and
unincorporated Washington County.
Plan District = WSRC Plan District boundary as defined by Tigard, including areas in Tigard and
unincorporated Washington County.
Metzger = Metzger-Progress Community Plan boundary as defined by Washington County,including
areas in Tigard and unincorporated Washington County.
PSA—Washington Square Regional Center Update Project Page 39
TASK 1: PRO-1 ECT MANAGEMENT
Project management is the joint responsibility of the City and Consultant PM.
1.1 Project Kickoff Meeting
The kick-off meeting will include a discussion of expectations for approach,roles, and communications
protocols; defining what success will look like for the project; and a tour of the area with staff.
Meetings:
1) One 3-hour meeting (including site tour).Assumed consultant team participation:
a) ECO: 1-2 (at consultant's discretion)
b) 3J: 1
c) SERA: 1
d) Toole: 1
e) Verde: 1
Deliverables:
1) (T) Kick-off Meeting Summary
1.2 Project Management Planning
The Consultant Team will work with staff to lay out a refined work plan and schedule for the remainder
of the project,reflecting any refinements identified during the kick-off meeting.
The Consultant Project Manager will provide monthly reports with updated schedule, work completed
and upcoming, any issues or changes, and a percentage complete versus percentage spent by task.
Meetings:
1) None.
Deliverables:
1) (I) Draft Project Management Plan
2) (C) Comments on Draft Project Management Plan
3) (1) Final Project Management Plan
4) (C) Draft Project Schedule
5) M Draft Schedule Comments
6) (C) Final Schedule
1.3 Community Engagement Planning;
The Consultant Team will support the City and Verde in developing a community engagement plan,
providing review and input on the plan. The Community Engagement Plan will establish community
engagement objectives, identify stakeholder groups, and describe the array of tools and activities best
suited to inform and engage each group.The consultant team (including Verde) will provide input on the
Stakeholder Working Group (SWG) and Focus Group Rosters as well as Focus Group topics and
Stakeholder Interview questions.
PSA—Washington Square Regional Center Update Project Page 40
Meetings:
1) One 2-hour meeting or conference call with staff to discuss the draft community engagement plan.
Assumed consultant team participation:
a) ECO: 1 (via phone or in person, at consultant's discretion)
b) 3J: 1 (in person)
c) SERA: 0
d) Toole: 0
e) Verde: 1 (in person)
Deliverables:
1) (1) Draft Community Engagement Plan
2) (C) Draft Plan Comments
3) (1) Final Community Engagement Plan
4) (C) Draft Metzger Community Engagement Work Plan
5) (C/T) Metzger Community Engagement Work Plan Comments
6) (C) Final Metzger Community Engagement Work Plan
1.4 Document Review
City shall identify and make available relevant historical documents for review, including but not limited
to the WSRC Plan and WSRC Phase II Implementation Plan. The Consultant Team will review the
relevant documents.
Meetings:
1) None
Deliverables:
1) (T) Compiled relevant planning documents
TASK 2. COMMUNITY ENGAGEMENT
Community engagement is the joint responsibility of the City and Consultant project teams. The following
general provisions apply to responsibilities for community meetings:
1) Consultant (including Verde) and City shall co-produce all SWG and Regional Center Community
Meetings, including but not limited to: agenda creation, meeting facilitation, language access, and
presentation materials.
2) Consultant (including Verde) shall provide translation of selected written materials into Spanish at
cost up to the amount budgeted. If an additional language is needed, translation may be provided as a
contingency item. Specific materials that will be provided in English and Spanish are noted in the
deliverable descriptions, including materials for Regional Center Community Meetings and Metzger
Community Outreach Events. Materials for translation shall be confirmed or refined through scope
refinement meetings.Additional translation needs beyond the budgeted amount shall be a contingency
item or provided by the City.
3) Consultant(including Verde) shall provide simultaneous language interpretation in Spanish at all SWG
and Regional Center Community Meetings as needed. If an additional language is needed,
interpretation may be provided as a contingency item.
4) Consultant (including Verde) shall provide simultaneous language interpretation in Spanish and one
other language (to be determined) at all Metzger community engagement events. If an additional
language is needed (in addition to Spanish and one other), interpretation may be provided as a
contingency item.
PSA—Washington Square Regional Center Update Project Page 41
5) City shall manage logistics for all SWG and Regional Center Communiq Meetings,includiuig but not
limited to: room reservation, room set-up and tear-down, drinks and snacks, sign-in sheets, and
notices.
6) Consultant (including Verde) shall provide on-site childcare and food for Metzger community
engagement events at cost up to the amount budgeted.
7) Consultant shall provide printing of consultant-produced materials for all SWG and Regional Center
Community Meetings at cost up to the amount budgeted. Additional printing needs beyond the
budgeted amount shall be a contingency item or provided by the City.
8) City shall provide meeting summaries for all SWG and Regional Center Community Meetings that, at
a minimum, lists attendees and summarizes the discussion, any input and/or decision(s), and next
steps. Consultant shall review the summaries for completeness and accuracy.
9) Consultant(including Verde) shall provide written summaries for all Metzger community engagement
events, including a summary of discussion topics, areas of agreement and disagreement, and any
recommendations or priorities.
2.1 Project Team Meetings
The scope assumes that the project team will need to meet at least once prior to each Stakeholder Working
Group (SWG) and Community Meeting in order to effectively plan and prepare for these meetings and
coordinate them with other work tasks. In addition to determining agendas and materials, these meetings
will assign roles and responsibilities to individual team members based on the meeting purpose and
content of each SWG and Community Meeting.
Meetings:
1) Project Team Coordination Meetings: up to 10 1.5-hour meetings or 15 1-hour meetings to be
conducted by conference call or video conference.Assumed consultant team participation:
a) ECO: 1-2 at all meetings (at consultant's discretion)
b) 3J: 1 at all meetings that include preparing for outreach activities, assumed at 10 hours total
c) SERA: 1 at selected meetings, assumed at 6 hours total
d) Toole: 1 at selected meetings, assumed at 6 hours total
e) Verde: 1 at selected meetings, assumed at 4.5 hours total
Deliverables:
1) (C) Email or other brief written summary of assignments and/or key decisions from each meeting.
2.2 Stakeholder Working Grour (SWG) Meetings
In lieu of separate community and technical advisory committees, the scope assumes a single project
advisory committee composed of representatives from: residents, businesses, commercial property
owners,business and community service organizations, and public agencies. The scope assumes between
2 and 5 Consultant staff will attend SWG meetings. The City will prepare a charter that clearly states the
group's purpose,roles and responsibilities, decision-making process, and ground rules.
Meetings:
1) Five 2-hour SWG meetings. Assumed consultant team participation:
a) ECO: 1-2 at all meetings (at consultant's discretion)
b) 3J: 1 at all meetings
c) SERA: 1 at up to 2 meetings
d) Toole: 1 at up to 2 meetings
e) Verde: 1 at all meetings
PSA—Washington Square Regional Center Update Project Page 42
Deliverables:
1) (1) SWG Roster
2) (T) SWG charter
3) (C/T) SWG 1 agenda and materials
4) (T) SWG 1 meeting summary
5) (C/'I) SWG 2 agenda and materials
6) (T) SWG 2 meeting summary
7) (C/'I) SWG 3 agenda and materials
8) (I) SWG 3 meeting summary
9) (C/T) SWG 4 agenda and materials
10) (T) SWG 4 meeting summary
11) (C/T) SWG 5 agenda and materials
12) (T) SWG 5 meeting summary
2.3 Regional Center Community Meet ss
The scope assumes 2 community meetings that will likely be conducted in an open house format.
Preliminary meeting plans and objectives to be determined during the development of the Community
Engagement Plan in Task 1.3 in coordination with Beaverton, Washington County, and other project
partners as needed.
Meetings:
1) Two 2-hour community meetings.Assumed consultant team participation:
a) ECO: 1-2 at both meetings (at consultant's discretion)
b) 3J: 1-2 at both meetings (at consultant's discretion)
c) SERA: 1 at both meetings
d) Toole: 1 at both meetings
e) Verde: 1 at both meetings
Deliverables:
1) (C/'I) Community Meeting 1 meeting plan and materials (English and Spanish)
2) (I) Community Meeting 1 meeting summary
3) (C/T) Community Meeting 2 meeting plan and materials (English and Spanish)
4) (I) Community Meeting 2 meeting summary
5) (T) Online component of community meetings
2.4 Metzger-specific Communih• Outreach
The scope assumes development and implementation of an outreach plan that is specific to the Metzger
community. The Consultant Team (including Verde) will lead the outreach effort, with City support as
needed. This effort will begin early in the project to involve community members,particularly those that
have been historically marginalized,at all levels of the planning process.Preliminary outreach goals include
but are not limited to:
1) Understanding and work to address barriers to participation
2) Recruiting SWG representatives
3) Recruiting focus group and stakeholder interview participants
4) Facilitating attendance at community meetings
PSA—Washington Square Regional Center Update Project Page 43
Meetings:
1) None (engagement planning meeting covered under 1.3)
Deliverables:
1) (C) Metzger Community Outreach Summary
2.5 Metzger CommuniLy Engagement Events
The scope assumes 3 community engagement events. The format and meeting plan for each meeting will
be determined during the development of the Community Engagement Plan in Task 1.3 in coordination
with Washington County.
The main focus of these events is to:
1) Listen and document issues, questions,and recommendations from community members.
2) Encourage participation of historically marginalized communities in the WSRC Update Project.
3) Educate community members about the kinds of changes that are occurring in their neighborhood or
that may occur as a result of Regional Center and Plan District re/development.
4) Educate community members about the different development and housing initiatives available in
Tigard and Washington County.
5) Identify how meeting input will be folded into the WSRC Update Project and may lay the groundwork
for other planning efforts, such as SW Corridor 68th Ave Station Area Planning or Washington
County Community Area Planning.
Meetings:
1) Three Metzger-specific community engagement events, assumed at 1.5 hours each, or an equivalent
amount of time (4.5 hours). Assumed consultant team participation:
a) ECO: 1 at 1 meeting
b) 3J: 1 at all meetings
c) SERA: 0
d) Toole: 0
e) Verde: 1-2 at all meetings (at consultant's discretion)
Deliverables:
1) (C/T) Metzger Community Engagement Event 1 Agenda/Meeting Plan
2) (C) Metzger Community Engagement Event 1 Materials (English and Spanish)
3) (C) Metzger Community Engagement Event 1 Written Summary
4) (C/'I) Metzger Community Engagement Event 2 Agenda/Meeting Plan
5) (C) Metzger Community Engagement Event 2 Materials (English and Spanish)
6) (C) Metzger Community Engagement Event 2 Written Summary
7) (C/T) Metzger Community Engagement Event 3 Agenda/Meeting Plan
8) (C) Metzger Community Engagement Event 3 Materials (English and Spanish)
9) (C) Metzger Community Engagement Event 3 Written Summary
2.6 Project Briefings to Planning Commission (11C) and Cite Council (CC)
The City plans to brief the PC and CC at the completion of Tasks 4,5, and 7.The scope assumes that the
Consultant will attend two of these briefings. City and Consultant PM to determine which briefings
Consultant will attend at a later date. The City also plans to brief Washington County and the City of
Beaverton in coordination with their staff but does not expect Consultant attendance at these briefings.
PSA—Washington Square Regional Center Update Project Page 44
Meetings:
1) Two 1.5-hour meetings with consultant team participation:
a) ECO: 1 at both meetings
b) 3J: 0
c) SERA: 0
d) Toole: 0
e) Verde: 0
Deliverables:
1) (C/T) PC Briefing Presentation
2) (C/T) CC Briefing Presentation
2.7 Cit)- Communications and Engagement
The City has primary responsibility for this task but will work in close coordination with the Consultant,
Beaverton,and Washington County. In addition to community meetings (Task 2), focus groups (Subtask
4.2),and stakeholder interviews (Subtask 4.3),the City will inform and engage the community through the
project website,direct mailings, cold calls, social media posts,press releases, and online surveys.The City
expects to tailor its outreach methods to the different stakeholder groups that live,work, own property,
or operate businesses in and near the regional center. The consultant team (including Verde) will review
and provide feedback on city communication materials.
Meetings:
1) None
Deliverables:
1) (T) Project Website
2) (1) Local and Social Media
3) (1) Direct Mailings
4) (1) Presentations to Community Groups and Project Partners
TASK 3. REPORT CARD (EXISTING CONDITIONS)
The City has primary responsibility for this task,with the exception of Task 3.3. The purpose of the Report
Card is to:
1) Summarize applicable Regional Center/Plan District plans,goals, and policies
2) Summarize the original Regional Center/Plan District vision and conditions
3) Document existing Regional Center/Plan District conditions
4) Compare original Regional Center/Plan District vision/conditions to existing conditions
Documentation of existing conditions is limited in scope to existing data sets available through the City,Metro,
and state and federal governments. It does not include field research.
The consultant team will coordinate with staff to identify opportunities to leverage the City's work on the
Report Card and documentation of existing conditions to inform and flow into the consultant team's work
on Task 4 (Opportunities, Needs, and Constraints). This includes:
PSA—Washington Square Regional Center Update Project Page 45
1) Clarifying the existing conditions information that will be gathered by the City and how it relates to
any similar information to be gathered by the consultant team in Task 4.
2) Identifying preliminary development subareas for use in Task 4 so that the City can organize existing
conditions information by those subareas.
3) Identifying where outputs from Task 3 will serve as direct inputs to Task 4 (e.g. producing base maps
or data for base maps).
3.1 Draft Report
Meetings:
1) One 1-hour coordination call with staff. Assumed consultant team participation:
a) ECO: 1
b) 3J: 1
c) SERA: 0
d) Toole: 0
e) Verde: 0
Deliverables:
1) (T) Draft Outline
2) (C) Draft Outline Comments
3) M Draft Report Card
4) (C) Draft Report Card Comments
3.2 Final Report
Meetings:
1) None
Deliverables:
1) (1) Final Report Card
3.3 Infographics Summary2-3 1aes)
The consultant team will prepare a brief(2- to 3-page) and visually-compelling Infographics Summary of
the key take-aways from the City's work. This document should be a highly-polished graphic
representation of key takeaways from the Report Card. It should also be a stand-alone document;readily
understandable to the general public and elected officials; and useful in a variety of public settings and
online. The summary will be based primarily on content created by the City (charts, tables, maps, etc.) in
the Final Report Card. The Consultant Team will translate the infographics summary into Spanish
(translation to an additional language may be provided as a contingency item if needed).
Meetings:
1) None
Deliverables:
1) (C) Draft Summary
2) (T) Draft Summary Comments
3) (C) Final Summary (English and Spanish)
PSA—Washington Square Regional Center Update Project Page 46
TASK 4. OPPORTUNITIES, NEEDS,AND CONSTRAINTS
Task 4 includes gathering and evaluating both quantitative and qualitative information to understand the
opportunities and constraints affecting the Washington Square Regional Center, and needs within the
community. The Consultant has primary responsibility for this task, with the exception of Task 4.3. The
geographic scope for each deliverable's area of analysis generally includes the entire Regional Center and Plan
District,except where specifically noted otherwise. Given the awkward nature of the adopted Regional Center
boundary in some locations, the geographic scope in most situations will need to vary slightly from the
adopted boundary in order to provide better analysis. Consultant and City PM to agree on the geographic
scope for the area of analysis for each deliverable prior to the commencement of any analysis.
4.1 Reserved
4.2 Focus Groups
The scope assumes 3 focus groups with 8 — 12 participants/group. Preliminary focus group participants
and questions to be determined during the development of the Community Engagement Plan in Task 1.3.
Possible groups include re/development experts and residents business owners in the Regional Center,
Plan District, and Metzger community. The Consultant Team will work with City staff to plan and set up
the focus groups and will also serve as the facilitator.
Meetings:
1) Three 1.5-hour meetings.Assumed consultant team participation:
a) ECO: 1 at 2 meetings
b) 3J: 1 at 3 meetings
c) SERA: 0
d) Toole: 0
e) Verde: 1 at 1 meeting
Deliverables:
1) (1) Focus Group Rosters
2) (C) Focus Group 1 Meeting Summary
3) (C) Focus Group 2 Meeting Summary
4) (C) Focus Group 3 Meeting Summary
4.3 Stakeholder Interviews
The City intends to interview a broad range of stakeholders in the residential and business communities
in the Regional Center,Plan District, and Metzger community. Preliminary stakeholders and questions to
be determined during the development of the Community Engagement Plan in Task 1.3.
While this task is identified as a City lead, the Consultant Team will coordinate with staff to ensure the
interviewees and questions inform the consultant team's work.For example,interviews with key property
owners could shed light on those owners'intentions for their property,which would inform the work in
Task 4.4.The Consultant Team will participate in a limited number of stakeholder interviews that are most
pertinent to the team's work.
Meetings:
1) Consultant team participation in up to 4 stakeholder interviews (assumed at no more than 1 hour
per interview).Assumed consultant team participation:
a) ECO: 1 at up to 4 interviews,in person or by phone (at consultant's discretion)
PSA—Washington Square Regional Center Update Project Page 47
b) 3J: 0
c) SERA: 0
d) Toole: 0
e) Verde: 0
Deliverables:
1) (1) Stakeholder Interviews Report
4.4 Market Anah sis
4.4.a Market Conditions &Trends (Focus: Regional Center/Plan District)
1) Analyze Local Development Conditions and Trends.
To inform the subsequent work on development potential,the consultant team will collect and analyze
data on market conditions, development trends, area demographics, and demand drivers. We will
supplement our data analysis with conversations with local commercial real estate brokers and
developers.
This will address the following questions:
a) What are the occupancy and vacancy rates in the Regional Center/Plan District?
b) Are there properties with chronic vacancies in the Regional Center/Plan District? What issues are
keeping those properties vacant?
c) What are the relevant real estate trends in the Washington County submarket for retail, office,
flex-space, light industrial, mixed-use, and medium- to high-density residential development,
including but not limited to: land supply,rent and property sales prices, and absorption rate?
2) Link to Broader Trends.
We will draw on research and case studies from leading real estate organizations,including the Urban
Land Institute, as well as conversations with experts to highlight national, state,and regional trends in
the transformation of suburban communities and mall redevelopment. This will identify the relevant
economic trends and real estate demand drivers for urbanizing suburban cities on the national, state,
and regional level,including:
a) Local Retail sales
b) Professional services
c) Medium to high-density housing
d) Regional mall redevelopment
e) Areas adjacent to well-performing malls
4.4.b Subarea Conditions and Opportunities (Focus: Regional Center/Plan District)
Once the initial analysis and stakeholder interviews are complete, the Consultant Team and Tigard,
Beaverton, and Washington County staff will have a work session to discuss subarea conditions and
opportunities. In this work session,we will bring together information produced by the City in Task
3 about property value,parcel size and shape, existing development patterns,current businesses/uses,
and the age and type of existing structures in each subarea, along with locational characteristics such
as transportation access and proximity to amenities. This analysis will identify, (re)development and
change of use opportunities in each subarea for later testing through feasibility analysis.Following that
work session, the consultant team will produce maps illustrating the subareas and their key
characteristics.
PSA—Washington Square Regional Center Update Project Page 48
This will address the following questions:
a) Based on existing development patterns and uses as well as relevant locational characteristics,what
are the subareas (areas that share similar characteristics)within the Regional Center/Plan District?
b) What role are the existing uses and businesses in each subarea playing today (e.g. local-serving
retail and service businesses, professional services or industrial businesses serving customers
regionally or nationally,low-cost market rate housing)?
c) How well do existing subarea boundaries correlate with existing base zone,plan district,or regional
center boundaries?
d) Based on identified trends and existing conditions, which subareas are stable and which are in
transition, or likely to be in transition in the near future, and why?
e) Based on identified trends, existing conditions, and best practices, where should the City
encourage or concentrate vertical mixed-use development?
fl Which areas or properties in the Regional Center/Plan District, if any, may be suitable for
residential mixed-use development and why?
g) Which areas or properties in the Regional Center/Plan District, if any, may be more likely to
redevelop in the near- and mid-term and why?
4.4.c Feasibilit;-Anal}-sis , ,ocus: Plan District)
1) Analyze Development Potential.
The consultant team will create a set of development prototypes for various types and scales of
development based on the opportunities identified in the work session and will use these to evaluate
development feasibility. The prototypes will reflect a reasonable range of possible development
outcomes scaled to the size of typical properties in the subarea(s) where that type of development is
desired. ECONorthwest will produce a dynamic proforma model for each prototype with input on
physical form assumptions from SERA. SERA will produce illustrative massing diagrams for selected
prototypes (up to 6) to visually communicate the scale and type of development.
The consultant team will test the impact on development feasibility of potential changes to key
development regulations (e.g. parking requirements, height limits, maximum density standards, etc.),
incentives (e.g. property tax abatements, fee waivers, etc.), and changes to market conditions (e.g. an
increase in achievable rent as a result of the mall redevelopment). Analysis of changes to local
regulations and development costs/incentives will focus only on City of Tigard regulations and
costs/incentives.This analysis will indicate development barriers,what policy levers are likely to have
the greatest impact on development outcomes, and how redevelopment of the mall might affect
feasibility of development on other properties in the area.
This will address the following questions:
a) What type and scale of residential and nonresidential redevelopment potential exists in the
Regional Center/Plan District in the near- and long-term?
b) What market barriers exist for commercial redevelopment and housing development in the
Regional Center/Plan District within the district?
c) What actions/policies/investments in the public or private realm might catalyze or incentivize
missing development or more intense development in the Regional Center/Plan District?
d) What kind of other re/development might occur in the Regional Center/Plan District as a result
of Washington Square Mall redevelopment?
2) Analyze Potential for New Business Types.
PSA—Washington Square Regional Center Update Project Page 49
To understand whether certain types of desired businesses could be attracted to the Plan District, the
consultant team will identify locational criteria for the businesses in question (e.g. demographics,
consumer spending patterns, site size and configuration, access,visibility, etc.) and evaluate the Plan
District or specific subareas where those businesses are desired against those criteria. This evaluation
will consider existing conditions as well as anticipated changes in the future. The evaluation will also
take into consideration any available relevant studies of business opportunities in Tigard.
Meetings:
1) Scope / approach refinement call,assumed at 1 hour. Assumed consultant team participation:
a) ECO: 1-2 (at consultant's discretion)
b) 3J: 0
c) SERA: 0
d) Toole: 0
e) Verde: 0
Deliverables:
1) (C) Market Conditions and Trends Report (4.4.a)
2) (C) Subarea Conditions and Opportunities Summary (4.4.b; this deliverable will also incorporate the
nonconforming development analysis in Task 4.5)
3) (C) Feasibility Analysis Memo (4.4.c)
4.5 Land Use and Zoning Analysis (Focus: Plan Districtl
The consultant team will review the Tigard Development Code specific to the Plan District for clarity
issues and where regulations may be out of date. In addition, the analysis in Subtask 4.4 and the focus
groups and stakeholder interviews in Task 4 will highlight development standards that may be creating an
obstacle to development and where there is a mis-match between the type of development allowed under
current zoning and the type of development that is appropriate, desirable, or feasible.
The City will lead the identification of existing non-conforming development—a high-level review of
patterns of non-conformity (e.g. parking location, building location on the site, lack of landscaping, etc.)
and the extent and type of nonconforming development patterns.
This will address the following questions:
Based on stakeholder input, project analysis, and best practices,what type of code amendments have the
potential to:
1) Catalyze or incentivize missing or more intense development?
2) Allow the City to be more responsive to changes over time, e.g. conditional zoning?
3) Remove regulatory barriers?
4) Improve clarity?
Meetings:
1) Scope / approach refinement call,assumed at 1 hour. Assumed consultant team participation:
a) ECO: 1
b) 31: 0
c) SERA: 0
d) Toole: 0
e) Verde: 0
PSA–Washington Square Regional Center Update Project Page 50
Deliverables:
1) (C) Tigard Code Audit
4.6 Infrastructure Anal�•sis (I-ocus: Regional Center/Plan District)
4.6.a Ped-Bike-Transit Audit
This deliverable requires field research, development of geospatial data, and a review of relevant
transportation planning documents, such as the Tigard TSP,Tigard CIP, and Metro RTP.
This deliverable will address the following questions:
a) What is the condition of existing pedestrian,bicycle,and transit infrastructure (including park and
rides,bus stops, and transit centers)?Where is infrastructure missing or deficient?
b) Where are the existing or planned bicycle routes and transit access routes? Are more routes
needed? What, if any, improvements are needed to make routes more legible, comfortable, and
safe?
c) What additional analysis or direction is needed to advance the Washington Square Loop Trail?
Toole Design will conduct this audit and analysis of existing facilities starting with a review and
summary of transportation plans and policies relevant to the Regional Center related to the modes in
question from the City of Tigard,City of Beaverton,Washington County,Metro,TriMet, and ODOT
(conducted in Task 1.4).Toole Design will work with City staff to obtain GIS files for transportation
infrastructure. They will also work with TriiMet to obtain transit route and service information for
existing and planned service in the study area. After assimilating the relevant data for the study area,
they will conduct a one-day field visit for an on-the-ground understanding of walking, bicycling, and
transit access experience. Toole Design regularly conducts safety assessments for active modes and
have recently completed a system-wide analysis of station and stop access for Sound Transit on which
they will base the transit access assessment. They will also use this opportunity to identify potential
physical obstacles to development of the Washington Square Loop Trail.
Toole Design will prepare a memo summarizing findings from the review of existing and planned
active transportation and transit networks and field visit. This memo will identify necessary
improvements to active transportation and transit infrastructure to support development goals,
additional analysis and process for implementing the Loop Trail,and opportunities for collaboration,
partnerships, or property acquisition that would help expedite development of the route.
4.6.b Utilities Audit
This deliverable requires coordination with applicable service providers,which the City will facilitate,
and will address the following questions:
a) What capacity or maintenance issues have been identified by service providers?
b) What capital improvement projects are planned by service providers?
c) What barriers, if any, exist for commercial redevelopment and housing development in the
regional center or plan district in the near- and mid-term?
1. Sewer
2. Water
3. Stormwater
City staff will work with 3J to obtain data from Tigard Public Works, Clean Water Services,Tualatin
PSA—Washington Square Regional Center Update Project Page 51
Valley Water District,and other utility providers.3J will review available data to gain an understanding
of the existing infrastructure in the study area. Data sources may include:
a) As-built records from City, County,TVWD, and Clean Water Services
b) GIS base map (shapefiles) for tax lots, utilities, environmental overlays, and recent aerial photo
c) City Utility Master Plans (storm, sewer and water)
d) City and County CIP lists to determine what projects that have been identified for funding
After reviewing the available information,we will meet with individual utility providers to confirm our
understanding of current utility conditions and discuss potential problem areas in terms of capacity
and maintenance. We will prepare a memorandum that provides recommendations and outlines
improvements to address areas of concern and remove barriers to development.
Meetings:
1) Two scope / approach refinement calls (one for each deliverable), assumed at 1 hour each. Assumed
consultant team participation:
a) ECO: 0
b) 3J: 1 for 4.6.b
c) SERA: 0
d) Toole: 1-2 for 4.6.a (at consultant's discretion)
e) Verde: 0
Deliverables:
1) (C) Ped-Bike-Transit Audit
2) (C) Infrastructure Audit
4.7 Residential Dislnlacement Anal\Tsis (Focus: Metzgerl
Displacement occurs when a household is forced to relocate primarily as a result of external forces, either
because their housing is being redeveloped or undergoing major renovations or because their housing
costs are increasing faster than they can afford. With new development occurring in the Regional Center,
some existing residents in and adjacent to the Regional Center may be at risk for displacement.
The displacement analysis, interpretation, and recommendations will be informed by input from Verde
and the lived experiences of those at risk of displacement in Metzger, which is the geographic focus of
this task. Key steps include:
1) Housing and Demographic Analysis: The Consultant Team (including Verde) will identify the
prevalence and potential locations of vulnerable households in the area and supplement the housing
market analysis conducted in Subtask 4.4 using a mix of demographic and housing data and
community outreach.
2) Rent Prediction Analysis:ECONorthwest will estimate rent impacts likely to result from investment
in the Regional Center/Plan District using a predictive rent model.
3) Displacement Risk Analysis: ECONorthwest will apply findings of the housing/demographic and
rent prediction analyses to estimate displacement risks for different household groups. This analysis
will focus primarily on the Metzger community.
4) Anti-Displacement Strategies: The Consultant Team (including Verde) will outline a range of
policies, protections, and resources the City could implement to address ariy identified displacement
risks.
PSA—Washington Square Regional Center Update Project Page 52
This will answer the following questions:
1) Based on what the market might do without any City intervention, what are the residential
displacement risks of re/development in the Regional Center/Plan District on existing housing in and
outside of the regional center, specifically on housing in the Metzger community to the east of the
Regional Center?
2) How far do the effects of re/development extend?
3) Considering existing City and County housing plans and initiatives,what kinds of policies,protections,
or resources should be considered to address any identified displacement risks?
Meetings:
1) Scope / approach refinement call,assumed at 1 hour. Assumed consultant team participation:
a) ECO: 1-2 (at consultant's discretion)
b) 3J: 0
c) SERA: 0
d) Toole: 0
e) Verde: 1
Deliverables:
1) (C) Housing and Demographic Analysis and Rent Prediction Analysis Summary Memo
2) (C) Displacement Risk and Strategies Report
4.8 Draft Executive Summan-
The Consultant Team will produce a 5- to 7-page document that summarizes key aspects of the analysis
performed in Task 4. The Executive Summary should be a stand-alone document that is readily
understandable to the general public and elected officials.
Meetings:
1) None
Deliverables:
1) (C) Draft Outline
2) (1) Draft Outline Comments
3) (C) Draft Summary
4) M Draft Summary Comments
4.9 Final Executive Susmnajy
The final executive summary will be produced following the project team work-session described in Task
5 so that the team can share take-aways,highlight how the findings of the individual analyses fit together,
and reach a greater understanding of the most important opportunities and constraints for the area.
Meetings:
1) None (work-session included in 5.1)
Deliverables:
1) (C) Final Summary
PSA—Washington Square Regional Center Update Project Page 53
4.10 Infographics Summary
The Consultant Team will produce a 3- to 5-page document that is a highly-polished graphic
representation of the Executive Sununary.The Infographics Summary should be a stand-alone document
that is readily understandable to the general public and elected officials. It should also be useful in a variety
of public settings and online. The summary will be based primarily on content included in the Final
Executive Summary (charts, tables, maps, etc.). The Consultant Team will translate the infographics
summary into Spanish (translation to an additional language may be provided as a contingency item if
needed).
Meetings:
1) None (work-session included in 5.1)
Deliverables:
1) (C) Draft Summary
2) (T) Draft Summary Comments
3) (C) Final Summary (English and Spanish)
TASK 5. REFINING THE LAND USE FRAMEWORK
The Consultant has primary responsibility for this task.The focus of this task is "refining"to underscore one
of the core project assumptions. The project assumes that the main tenets of the original vision—dense,
walkable, mixed-use development—remain valid. This work is meant to use new community input and the
City's strategic plan for a diverse, equitable, and inclusive community, to build on and update the original
vision and implementation strategies.
5.1 Scope Refinement and Work Session
This task will combine a project team work session with a scope refinement meeting for the land use
scenarios. The work session will accomplish three main goals:
1) Share and synthesize findings and highlights from Task 4 analysis
2) Confirm an approach to the land use scenarios: What are the key variables or policy decisions where
public input is needed?What elements should remain constant across all scenarios?
3) Brainstorm and sketch initial ideas for the land use scenarios, identifying 2-3 alternatives at a
conceptual level that are responsive to the findings from Task 4 and present meaningful choices for
public consideration.
Meetings:
1) One 2.5-hour meeting.Assumed consultant team participation:
f) ECO: 2
a) 3J: 1
b) SERA: 1
c) Toole: 1
d) Verde: 1
Deliverables:
1) (C) Email Summary
5.2 Land Use Scenarios (Focus: Plan District,
The Consultant Team will develop 2–3 land use scenarios for the Plan District in close coordination with
the City and Washington County. Scenarios will build off the analysis in Tasks 4.4, 4.5, and 4.7 and
PSA–Washington Square Regional Center Update Project Page 54
incorporate input from the community during the refining process. Scenarios will explore where best to
locate different types and densities of housing to optimize development in the regional center that balances
community needs and market trends. The land use scenarios will not identify site-specific development
assumptions, but will describe the type of development that could occur within different areas and
indications of the amount or pace of development that is reasonable to assume given market conditions
and trends. Following the team work session, the Consultant Team will produce text and graphic
descriptions of the scenarios,which will include the following for each scenario at a minimum:
1) Conceptual site plan showing land uses and multimodal transportation facilities.
2) Brief description of the scenario that includes the concept behind each scenario and the key land use
assumptions,including land uses,the scale and type of development, and estimates of the zoned and
market-feasible capacity for housing and non-residential development.
Meetings:
1) None (combined with meeting in 5.1)
Deliverables:
1) (C) Draft Land Use Scenarios Memo and Concept Diagrams
2) (T) Draft Memo and Concept Diagram Comments
3) (C) Final Land Use Scenarios Memo and Concept Diagrams
5.3 Development Precedents (Focus: Plan Districtl
This task will build on the work in Subtask 4.4 on regional, state, and national trends for urbanizing
suburbs to highlight specific examples or case studies that provide a deeper understanding of the site and
market conditions and the public policies or supports that have helped make comparable development
projects a reality. This work will both help inform strategies the City could implement to support desired
development outcomes and calibrate community expectations about the potential for various types of
redevelopment in the Plan District. The Consultant Team will identify potential precedents for
consideration by City staff that relate to and inform the work in Task 5.2.Possible precedents may include:
mixed-use residential redevelopment in centers or corridors, mall redevelopment, mall/residential
redevelopment, or mall/employment lands redevelopment. The City will choose 3-4 development
precedents to present to the community and investigate more fully. ECONorthwest will lead production
of the development precedents memo with input from SERA on key urban and site design considerations
for each example.
The Consultant Team will summarize the following for each development precedent:
1) Existing images and maps to convey the nature and extent of the development.
2) Brief description of the development that includes land uses and densities,where available.
3) Brief statement about the development's relevance as a precedent.
4) Brief description of the key actions, events, or conditions in the recent market cycle that led to the
development being built.
Meetings:
1) One 1.5-hour meeting to review potential precedents. Assumed consultant team participation:
a) ECO: 1-2 (at consultant's discretion)
b) 3J: 0
c) SERA: 1
PSA—Washington Square Regional Center Update Project Page 55
d) Toole: 0
e) Verde: 0
Deliverables:
1) (C) Initial List of Potential Development Precedents (C) Precedents Summary
5.4 Transportation Sensitivit3-Anal}-sis
The transportation sensitivity analysis will analyze the impacts of up to 3 scenarios on the transportation
system, with a focus on locations of greatest concern to the community and to affected transportation
agencies. The Consultant Team will work with the City, Beaverton, Washington County, TriMet, and
ODOT to obtain existing traffic and transit data. Data collection for this task will be limited to existing
data. If further data collection requirements are identified during the scope refinement process, that will
be addressed as a contingency item. The analysis will include projecting additional trips using standard
Institute for Transportation Engineers methods, with adjustment to trip distribution patterns from the
Metro model, trip assignment changes with each scenario, and agreed-upon assumptions about inputs
such as internal trip capture for this mixed-use area. The resulting sensitivity analysis will document
impacts on locations of concern, focusing on a comparison of additional trips,with operations/level-of-
service analysis for no more than 6 intersections. Specific analysis and locations will be determined during
the refining process with input from the community and affected road authorities.
Meetings:
1) One 1.5-hour scope refinement meeting to identif T the desired locations and the appropriate
parameters for the analysis. Assumed consultant team participation:
a) ECO: 1 (at consultant's discretion)
b) 3J: 0
c) SERA: 0
d) Toole: 1-2 (at consultant's discretion)
e) Verde: 0
Deliverables:
1) (C) Draft Transportation Memo
2) (1) Draft Memo Comments
3) (C) Final Transportation Memo
TASK 6. METZGER COMMUNITY REPORT
The Consultant Team has primary responsibility for this task,with input from both the City and Washington
County. The contents of the final report should incorporate the analysis in Task 4.7 but,in all other respects,
should be community-driven and reflect the ideas and issues identified by the community during the Metzger
community outreach. While this report is a stand-alone deliverable, it is assumed that the knowledge and
recommendations gathered from the Metzger community throughout the process will be incorporated into
the other tasks, so as to shape the recommended framework and implementation strategies.
6.1 Scope Refinement Meeting
Meeting to refine and clarify scope assumptions for Task 6.
Meetings:
1) One 1-hour meeting. Assumed consultant team participation:
a) ECO: 1
PSA—Washington Square Regional Center Update Project Page 56
b) 3J: 1
c) SERA: 0
d) Toole: 0
e) Verde: 1
Deliverables:
1) (C) Email Summary
6.2 Draft Report
The Metzger Community Report will include the following at a minimum:
1) Summary of community engagement effort, including results from outreach to historically
marginalized communities
2) Summary of community comments/discussion and how the community influenced the Land Use
Framework
3) Summary of Residential Displacement Analysis from Task 4.7
4) Summary of recommendations,including community priorities
This report will provide a place to specifically capture the input and priorities gathered from outreach to
the Metzger community.
Meetings:
1) None
Deliverables:
1) (C) Draft Outline
2) (T) Draft Outline Comments
3) (C) Draft Report
4) (1) Draft Report Comments,including consolidated comments from Washington County
6.3 Final Report
Meetings:
1) None
Deliverables:
1) (C) Final Report v1 for public distribution
2) (C) Final Report v2 reflecting any public comments
TASK 7. FINAL REPORT AND RECOMMENDATIONS
The Consultant Team has primary responsibility for this task. This task will document the final
recommendations from the project,produce the policy documents needed to adopt the outcomes, and distill
guidance to advance implementation through follow-up zoning updates and other actions by the City.
7.1 Scope Refinement Meeting
Refine and clarify scope assumptions for Task 7.
Meetings:
1) One 1-hour meeting.Assumed consultant team participation:
PSA—Washington Square Regional Center Update Project Page 57
a) ECO: 1
b) 3J: 1
c) SERA: 0
d) Toole: 0
e) Verde: 0
Deliverables:
1) (C) Email Summary
7.2 WSRC Update Project Draft Report
At a minimum, the WSRC Update Project Report will include the following elements:
1) Summary of community engagement effort
2) Summary of community comments/discussions,including areas of agreement and dissension
3) Summary of key findings and conclusions from analysis
4) Summary of recommendations,including community priorities
5) Development Subarea Goals and Objectives,which will capture the intent and desired outcomes for
each of the distinct subareas and provide guidance for plan implementation.
Meetings:
1) None (covered in 7.1)
Deliverables:
1) (C) Draft Outline
2) (1) Draft Outline Comments
3) (C) Draft Report
4) (T) Draft Report Comments,including consolidated comments from Washington County
7.3 WSRC Update Project Final Report
Meetings:
1) None (covered in 7.1)
Deliverables:
1) (C) Final Report v1 for public distribution and SWG review
2) (C) Final Report v2 incorporating and responding to public comment
7.4 Code &Plan Amendment Recommendations
The following recommendations will be included as attachments to the Final Report:
1) Comprehensive Plan Chapter Special Planning Area (including key findings,goals,policies,and action
measures), drawing on the outline and structure of the Downtown Special Planning Area chapter.
2) Plan District Chapter Outline and Policy Direction, summarizing policy direction to inform the
drafting of specific zoning code language by staff as a follow-up to this project.
3) Zoning, Plan District, and Regional Center Boundary Maps that reflect the recommendations from
the project.
4) Transportation System Plan Project List that details proposed additions to the Transportation System
Plan Project List based on the recommended enhancements and needed improvements to serve and
complement the proposed land uses.
5) Housing and Economic Development Implementation Strategies (including timing and length),
PSA—Washington Square Regional Center Update Project Page 58
highlighting how the City can advance implementation of the vision for the area through measures
beyond land use regulations and long-range planning.
Meetings:
1) None (covered in 7.1)
Deliverables:
1) (C) Draft Code &Plan Amendment Recommendations
2) (I) Comments on draft Code &Plan Amendment Recommendations
3) (C) Final Code&Plan Amendment Recommendations v1 for public distribution and SWG review
4) (C) Final Code&Plan Amendment Recommendations v2 incorporating and responding to public
comment
TASK 8.ADOPTION
The City has primary responsibility for adoption of the Comprehensive Plan Chapter Amendments.
Consultant team participation is a contingency item.
8.1 Comprehensive Plan Chapter Adoption
Meetings:
1) None
Deliverables:
1) (I) Legislative Application
2) M Public Notice
3) (1) City Council Hearing
TASK 9. CONTINGENCY TASKS
The City PM will decide during the course of the project which,if any, of the contingency tasks are needed in
consultation with the Consultant PM.
9.1 Additional Meetings/Bri
9.2 Additional Analysis
9.3 Additional Outreach
9.4 Additional Meeting Translation or Translated Materials
SCHEDULE
TASK PRELIMINARY COMPLETION DATE
Task 1: Project Management April 2020
Task 2: Community Engagement Ongoing throughout the project
Task 3: Existing Conditions Report Card June 2020
Task 4: Opportunities, Needs &Constraints October 2020
Task 5: Refining the Land Use Framework February 2021
Task 6: Metzger Community Report June 2021
Task 7: Final Report and Recommendations June 2021
Task 8: Adoption October 2021
PSA—Washington Square Regional Center Update Project Page 59
BUDGET
Task ECONorthwest 3J ConsultingSERA Architects Toole Design Total by Task °%of Total Budget
(plus Verde)
Task 1:Project Management $7,060 $3,568 $1,510 $1,970 $14,108 5%
1.1 Kick off meeting $1,390 $1,080 $790 $930 $4,190 1%
1.2 Project Management Planning $3,300 $320 $340 $360 $4,320 1%
1.3 Community Engagement
Planning $680 $1,240 $0 $0 $1,920 1%
1.4 Document Review $1,690 $928 $380 $680 $3,678 1%
Task 2:Community Engagement $18,600 $39,576 $5,660 $3,630 $67,466 22%
2.1:Project Team Meetings $4,125 $3,400 $1,140 $1,260 $9,925 3%
2.2:SWG Meetings $7,230 $9,750 $2,370 $1,500 $20,850 7%
2.3:Community Meetings $3,360 $8,732 $2,150 $870 $15,112 5%
2.4:Metzger Community Outreach $290 $1,640 $0 $0 $1,930 1%
2.5:Metzger Community Events $1,770 $13,454 $0 $0 $15,224 5%
2.6:Project Briefings to PC/CC $1,680 $0 $0 $0 $1,680 1%
2.7:Communications $145 $2,600 $0 $0 $2,745 1%
Task 3:Report Card $1,795 $3,274 $0 $0 $5,069 2%
3.1:Draft Report $485 $0 $0 $0 $485 0%
3.2:Final Report $145 $0 $0 $0 $145 0%
3.3:lnfogranhicsSummary $1,165 $3,274 $0 $0 $4,439 1%
Task 4:Opportunities,Needs,and
Constraints $63,255 $12,924 $9,890 $4,390 $90,459 30%
4.2:Focus Groups $1,455 $3,920 $190 $0 $5,565 2%
4.3:Stakeholder Interviews $805 $160 $190 $0 $1,155 0%
4.4.a:Market Analysis:Market
Conditions&Trends $15,780 $0 $0 $0 $15,780 5%
4.4.b:Market Analysis:Subarea
Conditions&Opportunities $9,080 $0 $2,310 $0 $11,390 4%
4.4.c:Market Analysis:Development
Opportunities&Challenges $13,340 $0 $6,630 $0 $19,970 7%
4.5:Land Use and Zoning Analysis $3,825 $0 $380 $0 $4,205 1%
4.6:Infrastructure Analysis $290 $4,250 $0 $4,390 $8,930 3%
4.7:Res.Displacement Analysis $9,370 $1,000 $0 $0 $10,370 3%
4.8:Draft Exec Summary $5,430 $0 $0 $0 $5,430 2%
4.9:Final Exec Summary $2,620 $0 $0 $0 $2,620 1%
4.10:Infographics Summary $1,260 $3,594 $190 $0 $5,044 2%
Task 5:Refining the Land Use
Framework $16,960 $1,960 $12,930 $16,370 $48,220 16%
5.1:Scope Refinement Meeting&
Team Worksession $1,390 $1,280 $790 $1,450 $4,910 2%
5.2:Land Use Scenarios $8,510 $680 $10,430 $0 $19,620 7%
5.3:Development Precedents $6,480 $0 $1,710 $0 $8,190 3%
5.4:Sensitivity Analysis $580 $0 $0 $14,920 $15,500 5%
Task 6:Metzger Community Report $1,600 $7,072 $0 $0 $8,672 3°%
6.1:Scope Refinement Meeting $290 $520 $0 $0 $810 0%
6.2:Draft Report $630 $3,920 $0 $0 $4,550 2%
6.3:Final Report $680 $2,632 $0 $0 $3,312 1%
Task 7:Final Report&
Recommendations $19,205 $13,956 $380 $2,320 $35,861 12%
7.1:Scope Refinement Meeting $485 $320 $0 $180 $985 0%
7.2:Draft Report $5,030 $4,752 $380 $1,060 $11,222 4%
7.3:Final Report $3,010 $2,500 $0 $0 $5,510 2%
7.4:Code&Plan Amendment
Recommendations $10,680 $6,384 $0 $1,080 $18,144 6%
Task 8:Adoption $145 $0 $0 $0 $145 0%
8.1:Support during adoption process $145 $0 $0 $0 $145 0%
PSA-Washington Square Regional Center Update Project Page 60
Task ECONorthwest 3.1 Consulting(plus Verde) SERA Architects Toole Design Total by Task %of Total Budget
Task 9:Contingency $30,000
ECO Total W Total SERA Total Toole Total Contingency Total Budget
Summary of Expenses
$128,620 $82,330 $30,370 $28,680 $30,000 $300,00
43% 27% 10% 10% 10% 100%
GENERAL PROVISIONS
1) Document Creation
a) All documents will be internally reviewed by consultant for grammar, formatting,content and general
quality prior to delivery to the city for review.
b) All documents will be formatted for 8.5-inch by 11-inch paper,unless otherwise approved by the City
Project Manager (PM).
c) All documents will be delivered as computer files in a mutually agreed upon format(e.g.Word,Adobe
Creative Suite, etc.) and in an open universally readable format (e.g. PDF).
d) All documents for public distribution shall follow the City of Tigard Logo and Design Standards.
e) All graphics, including maps, shall be delivered as computer files in a mutually agreed upon format
(e.g. AutoCAD, ArcGIS,JPEG, Photoshop, PowerPoint, etc.) and in an open universally readable
format(e.g. PDF).
2) GIS Data
a) City and Consultant PM will determine which deliverables require geospatial data development of GIS
data by the Consultant and which,if any, should be delivered to the City.
b) All GIS delivered to the City shall follow the City of Tigard GIS Data Standards.
3) Document Review
a) Consultant will provide materials that are intended for public release at least two weeks prior to the
scheduled release date, or as otherwise agreed upon by the City and Consultant PM.
b) Comments on draft documents will be provided within two weeks of receipt of draft documents, or
as otherwise agreed upon by the City and Consultant PM.
c) Consultant will make minor revisions and corrections to materials based on comments received from
either the City or the public within one week of the City requesting the change, or as otherwise agreed
upon by the City and Consultant PM.
d) Consultant will make major revisions and corrections to materials based on comments received from
either the City or the public within two weeks of the City requesting the change,or as otherwise agreed
upon by the City and Consultant PM.
e) Consultant will not be required to make additions or revisions that are outside of this scope of work
without an approved contract amendment.
4) Meetings
a) Project team meetings and scope refinement meetings shall be held by phone, at City offices, or at
other mutually agreed upon locations, such as Consultant offices.
PSA—Washington Square Regional Center Update Project Page 61
ExHiBIT B
CONTRACTORS PROPOSAL
PSA—Washington Square Regional Center Update Project Page 62
x TAN'
ff
t6
.i
- - - -
WASHINGTON SQUARE REGIONAL
CENTER UPDATE
City
s r
of • November1 •
PREPARED BY
ECONorthwest
All ECONorthwest proposals are printed using
100%post-consumer recycled paper ECONOMICS • FINANCE • PLANNING
This page left intentionally blank
ECONorthwest
ECONOMICS • FINANCE • PLANNING 222 SW Columbia Street,Suite 1600 1 Portland,Oregon 972011503-222-6060 1 www.econw.com
Ms Susan Shanks, Senior Planner November 27, 2019
City of Tigard
c/o Jamie Greenberg, Purchasing Specialist
13125 SW Hall Blvd. I Tigard, OR 97223
RE.RFP.• Washington Square Regional Center Update
Dear Ms. Shanks and members of the selection committee,
ECONorthwest is pleased to submit our proposal for the City of Tigard's
Request for Proposals for the Washington Square Regional Center Update We commit to perform
Project. the services described
We have a long history of demonstrated success working collaboratively in the RFP and in ourproposal within the
with the City of Tigard to provide outcome-driven land use policy, program, time period specified
and investment recommendations that are informed by market trends and and consistent with the
our deep knowledge of the local economy and regulatory environment. deadlines listed in the
Washington Square Regional Center is at a turning point. The Washington RFP.
Square Mall has long been a regional destination, which led Metro to Lorelei Juntunen,
designate the Mall and its surroundings as a Regional Center in the 2040 as a Partner, is
Growth Concept. However, since that time, little has happened to move authorized to represent
it towards the vision of a compact, walkable, mixed-use center. Now, as ECONorthwest. Her
the owners of the Mall begin redeveloping portions of the site with denser contact info is provided
development and a mix of uses, the land use economics will change for on the following page.
not only the Mall site but the surrounding area. The City of Tigard has an _
opportunity to leverage the Mall's redevelopment to deliver on the vision
of dense, walkable, mixed-use development, as well as to ensure that development throughout
Tigard's portion of the Regional Center contributes to equitable outcomes and a range of housing
and employment options.
ECONorthwest has assembled a talented and collaborative multi-disciplinary team to support the
City in this effort.
■ ECONorthwest will serve as prime contractor. In addition to experience successfully leading
multidisciplinary teams, we bring a focus on land use economics, market conditions, and the
connection between zoning regulations and development feasibility.
■ 3J Consulting has a record of successful community engagement, including working
closely with Community Based Organizations. The firm's engineers also bring expertise in
infrastructure analysis.
• SERA Design provides expertise in urban design, analyzing the physical form of development
that could result from zoning regulations, and graphic communications.
■ Toole Design Group brings expertise in transportation planning and analysis, with a focus on
active transportation.
Our team is structured to deliver two main benefits to the City of Tigard and this project:
a consistent through-line of economic reality with a focus on actionable and achievable
interventions through ECONorthwest's leadership as the prime, and a highly collaborative team
of experts with demonstrated success on similar multi-disciplinary projects in evolving suburban
communities. Our team has worked together on successful planning projects in the past that have
been implemented to achieve community goals.
Continued on the following page.
ECO Northwest
ECONOMICS • FINANCE • PLANNING
Our team will bring the City a thoughtful assessment of the role that the Washington Square Regional Center
plays within a changing region, a deep understanding of the economics that drive a successful regional
center, and a focus on creating an implementable plan that achieves the community's vision.
We look forward to the opportunity to speak with you further about this project.
Sincerely,
Tyler Bump, Project Director Lorelei Juntunen, Partner
bump@econw.com juntunen@econw.com
503-500-5095 503-500-5074
222 SW Columbia Street,Suite 16001 Portland,Oregon 972011503-222-6060 1 www.econw.com
TABLE OF CONTENTS
Project Understanding, Approach, and Interest
Consultant Team: Qualifications and Organization
Consultant Team: Experience with Similar Projects
Project Management
Diversity in Contracting
mAdditional Services
® Appendix: Staff Resumes
Forms
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE
This page left intentionally blank
PROJECT UNDERSTANDING ,
APPROACH , AND INTEREST
This page left intentionally blank
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
PROJECT UNDERSTANDING
In the decades since the current plans for the Washington Square Regional
Center were developed, many conditions have changed. The retail industry
is shifting, with malls around the country redeveloping, repositioning, and
reframing themselves to remain relevant in a world dominated by e-commerce.
Housing needs have evolved with changing demographics, and affordability
has become a top concern. Walkable business districts and neighborhoods
have begun to emerge through retrofits and reinvestment in inner-ring suburbs
as the demand for authentic community destinations grows. The time is ripe for
Tigard to revisit planning for the Washington Square Regional Center.
This update to the Washington Square Regional Center Plan will seek to answer -- "'
the following questions: •"_
■ Do the existing plans and regulations respond to and work with the
market to leverage private investment to meet public goals?What policy
and regulatory changes are needed to remove obstacles to desired
development?
■ Do the existing plans and regulations reflect current community needs and
priorities?What can the City do to provide stability for existing residents
and local businesses as new development occurs and market conditions
change?
■ Do the existing and planned transportation connections and public spaces
support the vision for the area and help make it a walkable, desirable place?
Our team has the expertise to address all of these questions.
ECONorthwest will lead the consultant team; analyze market conditions and
development feasibility; evaluate zoning code obstacles to development; and
evaluate the underlying land use economics within different subareas of the
regional center to inform the land use scenarios.
3J Consulting will lead community engagement, working closely with the
Community Based Organization (CBO) to deliver culturally-responsive
engagement with the area's diverse communities. 3J will also support
Comprehensive Plan updates and land use planning.
SERA Design will provide urban design analysis and framing to shape the
land use scenarios, help analyze the implications of existing and potential i
land use regulations for the physical form of development, and lead graphic
communications throughout the project.
Toole Design Group will evaluate the need for active transportation
improvements as well as the impacts of the land use scenarios on key
transportation facilities.
Our proposed approach to the tasks described in the Scope of Work is
summarized on the following pages.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE I
PROJECT UNDERSTANDING, APPROACH,
Estimated market-feasible residential
development capacity WHY FOCUS ON LAND USE ECONOMICS?
New development in Washington Square will occur mostly through
remodels and redevelopment of existing buildings. Therefore,
4 k, understanding what drives those decisions, where the opportunities are,
* , and how the City can influence those outcomes is critical,
.� Plans can inspire and guide change. Regulations can help ensure that
when development does occur, it meets the community's goals. But
. neither can deliver private investment. Development feasibility is driven
V by a constellation of factors. public policies (including public investments
in infrastructure), land prices and availability, availability of capital,
and whether the building can generate enough revenues to justify its
construction.
For the Washington Square Regional Center: in addition to identifying the
changes needed so that development can occur; the project must also
identify a comprehensive set of actions to ensure that the development
Estimated market-feasible works with community goals and provides equitable outcomes for the
residential development whole community.
capacity, Eugene River
Road Corridor Plan Our team loves complicated policy questions like these that require us
(ECONorthwest) to put together design, housing, infrastructure, and land use decisions
to achieve multiple goals. We thrive at the intersection of broad public
benefits, private investment decisions, and equitable outcomes that
strengthen underserved communities.
FINANCIAL AND ECONOMIC CONSIDERATIONS
Policy—including zoning,density,
and design requirements—must
allow the developer to build a
profitable product. Public policy
The developer most see
sufficient demand for space to
support a profitable project.
Land
DeveliopMarket
rel* Can Occur Feasibility
The developer must be
able to control the site with
reasonable acquisition costs.
Capital Developers must be able to access the
resources for development,including
equity investment.bank loans,or other
sources of funds.
2 ECONorthwest
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
APPROACH
TASK I. PROJECT MANAGEMENT
Task 1 will create a foundation for the rest of the work to come.
Kick-off: The kick-off meeting will play a key role in aligning expectations for
approach, roles, and communications protocols. We also like to take time in
every kick-off meeting to ask the client to define what success will look like
for the project, to ensure we understand the City's aspirations and the most
important outcomes. In addition, while our team is familiar with the area, we
recommend planning for a tour of the area with staff as part of the kick-off
meeting. Combined with a review of background documents provided
by the City, this tour will ground the consultant team's work in a nuanced
understanding of conditions on the ground, past work and thinking about the
area, and where development or public improvements are planned.
Work Plan: We will also work with staff to lay out a refined scope, schedule,
and budget for the remainder of the project, reflecting any refinements
identified during the kick-off meeting. In this task, 3J will also work with the City,
ECONorthwest, and the CBO to develop a community engagement plan that
identifies the approximate timing of major outreach points and the key inputs
and anticipated outcomes of those outreach points.
TASK 2. COMMUNITY ENGAGEMENT
Our community engagement process will be designed to ensure that the
benefits and impacts of the Washington Square Regional Center(WSRC)
Update are shared equitably by the whole community. To do so, we must
understand the community's assets, needs, and aspirations so we can develop
strategies that ensure new development brings desired amenities to the ,J11 r 3
community and supports existing families and businesses. do=
3J Consulting will lead community engagement efforts, including facilitating 3
Stakeholder Working Group (SWG) meetings, planning and conducting
community meetings, and supporting the CBO in Metzger-specific community ►:
outreach. 3J will also support the City as needed on communications and
engagement, including development of online surveys.
ECONorthwest will coordinate on planning for SWG and community '_-
meetings, attend all public meetings, and lead project briefings to the _ -
Planning Commission and City Council. Other consultant team members will
4
attend specific meetings as appropriate based on the topics. Considering
the proposed structure of the SWG and three sub-groups, we recommend
preparing a charter that clearly states the group's purpose, roles and
responsibilities, decision-making process, and ground rules.
The Community Engagement Plan will establish community engagement
objectives, identify stakeholder groups, and describe the array of tools and
activities best suited to inform and engage each group. The Plan also will
include information specifically tailored to the Metzger community. Metzger-
specific strategies will facilitate a better understanding of community assets,
provide information about the project and available resources, and boost
community member participation and capacity to participate in the future.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE J 3
PROJECT APPROACH,
The CBO will WORKING WITH THE CBO
help ensure As described in the RFP, our team will work with the City to select a
that the plan is Community Based Organization to help the project team effectively
coordinate with local vulnerable populations. We recommend using this
shaped by the project to begin a long-term partnership with the CBO. A partnership built
on trust requires an investment of time and resources to learn about the
lived experiences CBO's needs and assets and understand how the City can add value to
of people and the organization.
ECONorthwest and 3J Consulting will work in partnership with the selected
business owners CBO in all aspects of the community engagement process, including
design, implementation, interpretation of findings, and recommendations.
in the community. We will look to the CBO to provide their expertise in reaching people in the
Metzger community, including translating outreach materials and providing
interpretation services at public meetings.
We understand the City's desire to provide outreach materials in 2-3
languages, including English and Spanish. Our preliminary research using
Metro's Limited English Proficiency maps shows that approximately 4-7% of
the Metzger population is Spanish-speaking. If a third language is desired,
Vietnamese (approximately 1-2% of the population) is the Asian language
spoken most frequently in the Metzger community.
Should we be unable to obtain the services of a CBO, our team will work
with City staff, Washington County staff, and Metro to employ alternative
approaches for engaging communities of color and other underrepresented
communities. An alternative approach will likely include working with institutions
where members of the Metzger community are already engaged. These may
include CPO 4M, Metzger Elementary School, and local places of worship.
Another strategy might be to conduct intercept surveys at Fred Meyer or other
popular shopping destinations. Resources earmarked for the CBO would be
reallocated to provides translation and interpretation services and enlisting
local community members to assist with community outreach.
TASK 3. EXISTING CONDITIONS/REPORT CARD
While the RFP describes this as primarily a City-led task, the consultant team
will coordinate with staff to identify opportunities to leverage the City's work
on the Report Card and documentation of existing conditions to inform and
flow into the Consultant team's work on Task 4(Opportunities, Needs, and
Constraints). This includes:
■ Clarifying the existing conditions information that will be gathered by the City
and how it relates to any similar information to be gathered by the consultant
team in Task 4.
■ Identifying preliminary development subareas for use in Task 4 so that the
City can organize existing conditions information by those subareas
■ Identifying where outputs from Task 3 will serve as direct inputs to Task 4
(e.g. producing base maps or data for base maps).
The consultant team will also prepare a brief and visually-compelling
lnfographics Summary of the key take-aways from the City's work. SERA will
4 orthwest
PROJECT APPROACH,
lead graphic design, with input on content to highlight from 3J, ECONorthwest,
and City staff.
Please see Page 9 for examples of Infographics produced by the consultant
team for similar applications.
TASK 4. OPPORTUNITIES, NEEDS,AND CONSTRAINTS
Addressing the Washington Square Regional Center's challenges requires a
strong knowledge of the fundamentals of land development. Task 4 includes
gathering and evaluating both quantitative and qualitative information to
understand the opportunities and constraints affecting the Washington Square
Regional Center, and needs within the community.
4.2 Focus Groups -
ECONorthwest and 3J will work with the City during Task 1.3 to identify a
preliminary list of topics and focus group participants for the three focus
groups. However, we recommend scheduling the focus groups to occur at a
point when the team has had the opportunity to gather and analyze information
so that the focus groups can provide a sounding board for the team's initial
interpretations and fill in gaps in the quantitative analysis. "
3J Consulting will work with City staff to plan and set up the focus groups and
will also serve as the facilitator. It is anticipated ECONorthwest will attend at
least one of the three focus groups.
4.3 Stakeholder Interviews
While this task is identified as a City lead, we will coordinate with staff to ensure
the interviewees and questions inform the consultant team's work. For example,
interviews with key property owners could shed light on those owners'
intentions for their property, which would inform the work in Task 4.4.
4.4 Market Analysis
The scope lays out a comprehensive set of questions and deliverables related
to market conditions, trends, and development potential in the WSRC. Our
recommended approach to that effort is described below. This task will also
benefit from a detailed scope-refinement discussion to ensure that our analysis
is tailored to address the most important questions and delivered in a way that
best informs the balance of the project.
Analyze Local Development Conditions and Trends:To inform the
subsequent work on development potential, we will gather and analyze
data on market conditions, development trends, area demographics, and
demand drivers. We will supplement our data analysis with conversations
with local commercial real estate brokers, property owners, and
developers.
Link to Broader Trends: We will draw on research and case studies from
leading real estate organizations, including the Urban Land Institute,
as well as conversations with experts to highlight national, state, and
regional trends in the transformation of suburban communities and mall
redevelopment. ECONorthwest has existing relationships with several
of these experts. One way to leverage this effort to generate interest in
the area and the project would be to invite key experts to participate
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 5
PROJECT UNDERSTANDING, APPROACH,
in a panel discussion' or webinar to talk about their experience and
observations with the Stakeholder Working Group or as part of one of
I db the community meetings. (This might be of interest to members of the
Planning Commission and/or City Council as well.)
owIdentify Potential Future Business Types: To understand what kinds of
Ae
a businesses could be attracted to the WSRC, we recommend approaching
_ El the inquiry like a site selector by focusing on the area's demographics,
consumer spending patterns, and key site characteristics that various
types of businesses are looking for (e.g. site size and configuration,
access, visibility, etc.). This evaluation will highlight the types of
businesses most likely to be interested in the WSRC and which subareas
or specific properties are most likely to be attractive to those businesses.
Example:Opportunity Site Identify Opportunity Sites and Refine Subareas: Once the initial analysis
Mapping,Madras Action Y Pp Y Y
Plan, ECONorthwest and stakeholder interviews are complete, we recommend a work
session with ECONorthwest, SERA, City staff, and ideally the CBO to
identify opportunity sites. In this work session, we will bring together
information about property value, site size and shape, how much of
the site is developed, and the age and type of existing structures with
!� local knowledge to tease out locations with the greatest redevelopment
f potential. We will also consider broader site characteristics to highlight
areas with the greatest potential for housing and mixed use development,
specifically. This analysis will also inform identification of subareas and
which ones have the most potential for which types of development.
Following that work session, SERA will produce maps illustrating the
opportunity sites and subareas.
_. Analyze Development Potential: ECONorthwest and SERA have extensive
experience working together to evaluate development potential for a
' range of residential and non-residential development. For this project, we
I will create a set of development prototypes for various types and scale
of development. Using these, we will evaluate development feasibility.
The prototypes will reflect a reasonable range of possible development
outcomes scaled to the size of relevant opportunity sites. For each
prototype, SERA will produce conceptual floorplates and illustrative
massing and ECONorthwest will produce a dynamic proforma model.
Through this analysis, we will identify barriers to development and how the
public sector can influence development outcomes.
We will test the impact on development feasibility of potential changes
to key development regulations (e.g. parking requirements, height
limits, maximum density standards, etc.), incentives (e.g. property tax
abatements, fee waivers, etc.), and changes to market conditions (e.g.
an increase in achievable rent as a result of the mall redevelopment).
Class This analysis will indicate development barriers, what policy levers are
Forecasted Hot Spot likely to have the greatest impact on development outcomes, and how
redevelopment of the mall might affect feasibility of development on other
Observed&Forecasted Hot Spot properties in the area.
Observed Hot Spot
Forecast and observed Bringing in experts from outside the region for a panel discussion would likely require
housing and job growth in
Portland Central Eastside. paying travel expenses and an honorarium.We have not included these items in our
(ECONorthwest) budget, but have listed them as potential additional services. Please see page 47.
6 1 ECONorthwest
PROJECT APPROACH,
4.5 Land Use and Zoning Analysis
Becky Hewitt of ECONorthwest brings extensive experience in development
code auditing and issue identification. She will play a lead role in reviewing
the zoning code for clarity issues and where regulations may be out of date.
In addition, ECONorthwest's analysis in Subtask 4.4 and the focus groups
and stakeholder interviews in Task 4 will highlight development standards that
may be creating an obstacle to development and where there is a mis-match
between the type of development allowed under current zoning and the type of
development that is appropriate, desirable, or feasible.
SERA will lead the identification of existing non-conforming development—an
analysis that will build on staff's existing conditions work in order to provide a
high-level review of patterns of non-conformity (e.g. parking location, building
location on the site, lack of landscaping, etc.).
4.6 Infrastructure Analysis
PED-BIKE-TRANSIT AUDIT
Toole Design will conduct this audit and analysis of existing facilities starting
with a review and summary of transportation plans and policies relevant to the
Plan District related to the modes in question from the City of Tigard, Metro,
TriMet, and ODOT(conducted in Task 1.4). Toole Design will work with City
staff to obtain GIS files for transportation infrastructure, They will also work with
TriMet to obtain transit route and service information for existing and planned w
service in the study area. After assimilating the relevant data for the study area,
they will conduct a one-day field visit for an on-the-ground understanding
of walking, bicycling, and transit access experience. Toole Design regularly Ail"conducts safety assessments for active modes and have recently completed
a system-wide analysis of station and stop access for Sound Transit on which
they will base the transit access assessment. They will also use this opportunity
to identify potential physical obstacles to development of the Washington
Square Loop Trail.
Toole Design will prepare a memo summarizing findings from the review of
existing and planned active transportation and transit networks and field visit.
This memo will identify necessary improvements to active transportation and
transit infrastructure to support development goals, additional analysis and
process for implementing the Loop Trail, and opportunities for collaboration,
partnerships, or property acquisition that would help expedite development of
the route.
UTILITIES AUDIT
The engineering staff at 3J Consulting will lead this task. 3J will work with
Tigard Public Works, Clean Water Services, Tualatin Valley Water District, and
other utility providers for the area to obtain and review available data to gain an
understanding of the existing infrastructure in the study area. Data sources may
include:
■ As-built records from City, County, TVWD, and Clean Water Services
. GIS base map (shapefiles) for tax lots, utilities, environmental overlays, and
recent aerial photo
■ City Utility Master Plans (storm, sewer and water)
■ City and County CIP lists to determine what projects that have been
identified for funding
PROPOSAL WASHINGTON SQUARE REGIONAL CENTER UPDATE 7
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
After reviewing the available information, we will meet with individual utility
providers to confirm our understanding of current utility conditions and discuss
potential problem areas in terms of capacity and maintenance. We will prepare
a memorandum that provides recommendations and outlines improvements to
2 address areas of concern and remove barriers to development.
J _'��"� 4.7 Residential Displacement Analysis
Displacement occurs when a household is forced to relocate primarily as a
result of external forces, either because their housing is being redeveloped or
undergoing major renovations or because their housing costs are increasing
Legend faster than they can afford. With new development occurring in the WSRC,
p Proposed VHDZ Boundary some existing residents may be at risk for displacement.
❑Sites under Common Ownership with
Existing Housing
Non-Residential/Vacant Parcels WHO IS AT MOST RISK OF DISPLACEMENT?
Residential Parcels-Potential
Displacement Risk Renters—particularly those who are low-income, cost-burdened, or people
No or minimal dispacement risk of color—are at greater risk of displacement for two main reasons.
Redevelopment less likely(economic
displacement poss ble) is Oregon's property taxation rules protect homeowners from displacement
Owner-occupied siigle(amity
(redevelopment possible,but not due to rapidly increasing property values.
displacement)
Redevelopment possible,fragmented Except in the case of eminent domain, the property owner decides
ownership and higher value whether to redevelop their property.
Redevelopment possible,fragmented
ownership but lower value
Redevelopment possible,already Recent state legislation added tenant protections and instituted limits
�•aggregated on annual rent increases, which has reduced the risk of displacement.
Properties most vulnerable However, property owners retain the right to remove tenants (with
to physical displacement in adequate notice and relocation assistance) In the event of plans to
Beaverton,OR as a result of redevelop or undertake extensive remodeling that would make the property
proposed VHDZ. uninhabitable. In addition, renters are still vulnerable to rent increases up to
Map from Beaverton Vertical the allowed limit, which can be a hardship for families already experiencing
Housing Development zone housing instability.
Displacement Analysis.
ECONorthwest has conducted several displacement analyses in the Portland
Metro region. Our proposed approach is outlined below. We have honed this
approach through analysis of displacement risk for several jurisdictions in
preparation for adoption of a Vertical Housing Development Zone. However,
our analysis, interpretation, and recommendations will also be informed by
input from the CBO and the lived experiences of those at risk of displacement
in Metzger and other parts of the WSRC. Key steps include:
• Housing and Demographic Analysis:We will identify the prevalence
and potential locations of vulnerable households in the area using a
mix of demographic and housing data and community outreach. We
will supplement the housing market analysis conducted in Subtask 4.4
with additional demographic analysis and information gathered through
community outreach.
■ Rent Prediction Analysis: ECONorthwest has developed a rent prediction
model that translates rental rates for existing housing types into estimates of
potential rents for new multifamily residential and commercial development.
Our model identifies building characteristics and amenities such as average
unit size, building age, star rating, and different amenity packages as these
are the variables that best predict rental rates. Predictive rents for the
different development types are based on existing developments controlling
8 ECONorthwest
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
for building characteristics and amenities. Due to the future infrastructure
and amenity investment that will occur in the area, our model can account
for access to new amenities, infrastructure, and improved access to regional
destinations that result from investment in the WSRC.
■ Displacement Risk Analysis:To inform conversations about the impacts that
VHDZ and redevelopment might have on the surrounding neighborhoods,
ECONorthwest will apply findings from our two initial analyses to estimate
displacement risks for different household groups based on potential price
increases from new amenities, housing, and infrastructure at the WSRC. This
analysis will focus primarily on the Metzger community.
■ Anti-Displacement Strategies: ECONorthwest will outline a range of policies,
protections, and resources the City could implement to address any m ,
identified displacement risks. ECONorthwest has done substantial research
and analysis on anti-displacement strategies for cities around the Metro
area, including Beaverton and Gresham. We will build on that research andrefine it it through discussions with affected members of the community. Old
4.8-4.10 Executive Summary and Infographics ..�� .
Each of the deliverables in Task 4 will include its own executive summary. In Q�. 9
our experience with multidisciplinary projects involving substantial technical
work by multiple authors, this helps to highlight key findings from each line of -
inquiry. This will become the source material for the plan's executive summary. -�—
We recommend producing the final executive summary and Infographics
Summary following the project team work-session described in Task 5 so that
the team can share take-aways, highlight how the findings of the individual Infographic-oriented deliverable
analyses fit together, and reach a greater understanding of the most important (3J)
opportunities and constraints for the area. This work-session will serve as the
bridge from Task 4 to Task 5, and, as described further below, will include
brainstorming and sketching initial land use scenarios that reflect the findings - ■
from Task 4. } . ;.•
FRAMEWORK CONCEPT COMPARISONS �i�'� �•
DISTRICT MASTER PLAN o ■r■+H ' !■
■
COMMUNITY NATURE INNOVATION ECONOMICS
.................;
Jr -
w I
4
J
. B PU1 SEIAINP WEAVE
;f
Infographic-oriented deliverable(SERA) Infographic-oriented deliverables
(SERA)
PROPOSAL- WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 9
PROJECT UNDERSTANDING, APPROACH,
�'• TASK S. REFINING THE LAND USE FRAMEWORK
The process of defining and refining land use scenarios will pull together
1 everything the team has learned through the existing conditions review and
yr f' evaluation of opportunities and constraints. The scenarios will articulate a
range of land use concepts that illustrate key policy choices about the type,
scale, and form of development to allow and encourage in each subarea. The
land use concepts will be firmly rooted in economic realities, but allow room
for reasonable aspirations over a long-range planning horizon, and retain a
{r� focus on equitable and inclusive development. The scenarios will also include
multimodal transportation improvements needed to support walkability and
complement the envisioned land uses. The scenarios will provide meaningful
choices for public and stakeholder input to identify the preferred land use
- pattern and multimodal transportation system for the area.
5.1: Scope Refinement and Work Session
We recommend combining the scope refinement meeting described in subtask
5.1 with the project team work session described previously. This work session
would include representatives from each of the four consulting firms as well
as City staff and a representative from the CBO. The work session would
accomplish three main goals:
■ Share and synthesize findings and highlights from Task 4 analysis
■ Confirm an approach to the land use scenarios: What are the key variables
Downtown Beaverton or policy decisions where public input is needed?What elements should
Design Project Preferred remain constant across all scenarios?
Framework(SERA)
■ Brainstorm and sketch initial ideas for the land use scenarios, identifying 2-3
alternatives at a conceptual level that are responsive to the findings from
Task 4 and present meaningful choices for public consideration.
5.2: Land Use Scenarios
Following the team work session, SERA will produce conceptual plans showing
land uses and multi-modal transportation facilities. ECONorthwest will lead
production of the Land Use Scenarios memo, which will describe the concept
behind each scenario and the key land use assumptions, including the scale
and type of development. The land use scenarios will not identify site-specific
development assumptions, but will describe the type of development that
could occur within different areas and indications of the amount or pace of
development that is reasonable to assume given market conditions and trends.
Note that, in addition to the Development Precedents subtask described
below, we have identified additional, three-dimensional, illustrative graphics
to communicate the potential scale and form of development under different
scenarios as an additional service that SERA could provide if desired and if
funding is available. Please see page 47 for more information.
5.3: Development Precedents
This task will build on the work in Subtask 4.4 on regional, state, and national
trends for urbanizing suburbs to highlight specific examples or case studies
that provide a deeper understanding of the site and market conditions
and the public policies or supports that have helped make comparable
development projects a reality. This work will both help inform strategies the
10 ECONorthwest
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
City could implement to support desired development outcomes and calibrate
community expectations about the potential for various types of redevelopment
in the WSRC. ECONorthwest and SERA will identify potential precedents
for consideration by City staff. ECONorthwest will lead production of the
development precedents memo with input from SERA on key urban and site
design considerations for each example.
5.4 Transportation Sensitivity Analysis '
Toole Design will lead the transportation sensitivity analysis, which will focus on
locations of greatest concern to the community and to affected transportation
agencies. This subtask will need its own scope refinement discussion to r
identify the desired locations and the appropriate parameters for the analysis.
We will work collaboratively with ECONorthwest and SERA's development of ,
land use scenarios to test their impacts on the transportation system. We will
work with Tigard, TriMet, and ODOT to obtain existing traffic and transit data.
Data collection for this task will be limited to existing data unless further data Alexandria,Virginia
collection requirements are identified during the scope refinement process. We Comprehensive Traffic Analysis
will build on this understanding of baseline traffic by projecting additional trips (Toole Design Group)
using standard Institute for Transportation Engineers methods, with adjustment
to trip distribution patterns from the Metro model, trip assignment changes
with each scenario, and agreed-upon assumptions about inputs such as
internal trip capture for this mixed-use area. The resulting sensitivity analysis
will document impacts on locations of concern, focusing on a comparison
of additional trips. This analysis will allow the City to have conversations with
residents and agency partners about the potential impact of redevelopment on
the area's transportation system.
TASK 6. METZGER COMMUNITY REPORT
As described in the RFP, this task will be coordinated and integrated with the
rest of the project, but will provide a place to specifically capture the input
and priorities gathered from outreach to the Metzger community. 3J will lead
production of this report. ECONorthwest will help to integrate the displacement
analysis work from Subtask 4.7.
TASK 7. FINAL REPORT AND RECOMMENDATIONS
This task will document the final recommendations from the project, produce low
the policy documents needed to adopt the outcomes, and distill guidance to
advance implementation through follow-up zoning updates and other actions ''`
Y"
by the City. Our approach to each of the Task 7 deliverables is outlined in brief
below.
■ ECONorthwest and 3J will produce the final report. 3J will summarize -_
community engagement efforts and outcomes, while ECONorthwest will
summarize findings, conclusions, and recommendations. 3J will lead
document layout and graphic design, producing a clear and accessible is CORNELIUS TOWN CENTER
plan document similar to the Cornelius Town Center Plan report.
LAN
■ 3J will lead development of the comprehensive plan chapter for the area, Cornelius Town Center Plan
drawing on the outline and structure of the Downtown Special Planning Area Final Report
(Team included 3J
chapter. Consulting, ECONorthwest,
and SERA Design)
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 11
PROJECT APPROACH,
:3— ■ ECONorthwest will lead the development subarea goals and objectives.
This will capture the intent and desired outcomes for each of the distinct
. subareas and provide guidance for plan implementation.
■ ECONorthwest will lead the plan district chapter outline, drawing on the
Jill
,. _. outline and structure of the Downtown Plan District and summarizing policy
'" � ,;�� direction to inform the drafting of specific zoning code language by staff as
a follow-up to this project.
Cornelius Town Center • SERA will produce the proposed zoning, plan district, and regional center
Plan Final Report - boundary maps that reflect the recommendations from the project.
Recommended Zoning Map ■ Toole Design will prepare proposed additions to the Transportation System
(SE=RA Design) Plan Project List based on the recommended enhancements and needed
improvements to serve and complement the proposed land uses.
■ ECONorthwest will produce the Economic Development and Housing
Strategies, highlighting how the City can advance implementation of the
vision for the area through measures beyond land use regulations and long-
range planning.
TASK 8.ADOPTION
As described in the RFP, we assume the City will lead the adoption process
without consultant support. However, if needed and funded by the City, our
team has experience supporting the adoption process for similar planning
efforts.
12 ; ECONorthwest
PROJECT . . . •
CH, AND INTEREST
WORKING WITHIN THE BUDGET
The overall budget for this project is tight, but achievable with an efficient
process and team. We have put together a team with experience working
together, which makes for efficient collaboration. We have reviewed the City's
proposed allocations by task, and believe they are roughly right. We would
propose some minor refinements to ensure adequate resources for the volume
of important work in Task 4. This task is crucial to set up viable and thoughtful
scenarios for Task 5. Through small efficiencies on other tasks, we can provide
enough additional budget for that task to address the questions raised in the
RFP and integrate the various analysis to inform the scenarios.
Another key consideration is the level of effort for the infrastructure analysis and
transportation sensitivity analysis. We have allocated adequate resources to
complete these tasks, but they will require careful scoping with the City to focus
the team's efforts to deliver the most important results.
The table on the following page shows which firm(s) will participate in each
task, and the proposed budget subtotal for each task. (Darker shading
indicates a major role on a given subtask.)
We have assumed that the $20,000 allocated to the CBO will encompass
their role in planning and delivering engagement with underrepresented
communities as well as translation of meeting materials and providing an
interpreter during meetings. If the CBO is unable to provide all of those
services, some of the budget allocated to them may need to be shifted to
provide those services through a different avenue. We will also integrate the
CBO into other tasks where recommendations are being developed to the
extent their capacity and budget allows. Tasks where the CBO would be invited
but not required to participate are indicated in the table with an asterisk.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 13
PROJECT UNDERSTANDING, APPROACH, AND INTEREST
ECONorthwest 3J SERA Toole Design CBO Task Budget Proposedfrom RFP Task Budget
Task 1:Project Management 15,000 :i0
,iierl Kick off meeting LCONW 31 SERA 10010 CBO'
1.2 Project Management Planning ECO^tVV 31 SERA Toole CBO*
13 Community Engagement Planning ECONW 3,;_ —
1.4 Document Review r 3J j SERA Toole
Task 2:Community Engagement 70,000 0r
• - • ••-t includes$20.000 for CBO)
21 Project Team Meetings ECONW 31 SERA Toole CBO'
2 2:SWG Meetings ECONW 3J SERA Toole
2 3Community Meetings ECONW 31 SERA Toole CBO
2 4 Metzger Community Outreach Work Plan _ ECONW 3J C130-
2 5:Meztger Community Meetings ECONW 31 SERA Toole CBO
2 6 Project Briefings to PC/CC ECONW i
i
2 7,Communications 3J
31•Draft Report" ECONW
3 2 Final Report" i
3 3 Infographics Summary ECONW SERA
4.1.Scope Refinement Meeting ECONW 3J SERA Toole
4.2:Focus Groups ECONW 31
4.3,Stakeholder Interviews** ECONW 3J
4.4.Market Analysis ECONW
4.5.Land ase and Zoning Analysis ECONW SERA
4 6 :nfrastrucu,e Analysis 31 Toole
4 7 Res dental Dwplacement Risk Analysis ECONW CBO*
4 8.Draft Exec Summary ECONW
4 9 Final Exec Summary ECONW
4.1C.Infographics Summary ECONW I SERA
�i�
5.1 Scope Refinement Meeting W CBO*
5.2:Lana Use Scenarios ECt 1 WToole — CBO*
5.3 Development Precedents "SERA
n ns"IX Analysis
6.1:Scope Refinment Meeting ECONW — CBO`
6.2.Draft Report ECONW CBO*
6.3.Final Report ECONW CBO`
iI 1.
71 Scope Refinement Meeting ECCNW 3J SERA Toole
7 2 Draft Report ECONW 3J SERA Toole
73:Final Report ECONW 3J SERA Toole
7 4 Code&Plan Amendment Recommendations ECONl4V 31 SERA Toole
Total 270,000 270,000
The CBO would be invited,but not required,to participate in these tasks,if their capacity and budget permits.
**These tasks are identified in the RFP as City-led.Consultant team support noted in table.
14 1 ECONorthwest
CONSULTANT TEAM
QUALIFICATIONS AND ORGANIZATION
This page left intentionally blank
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
TEAM ORGANIZATION
Our team is structured to deliver two main Our team is led by Tyler Bump as Project Director and
benefits to the City of Tigard and this project: a Becky Hewitt as Project Manager. As Project Director,
consistent through-line of economic reality through Tyler will be the key contact for City staff and will work
ECONorthwest's leadership as the prime, and a highly with the City's Project Manager to ensure the project
collaborative team of experts with demonstrated is achieving the City's objectives. As Project Manager,
success on similar multi-disciplinary projects Becky will provide day-to-day project management,
addressing evolving suburban communities. Our team including ensuring that the consultant team is
has worked together on successful planning projects delivering products on time and as expected, and
in the past that have been implemented to achieve tracking schedule and budget.
community goals.
City of Tigard
ECONorthwest
Tyler Bump, Project Director
Becky Hewitt, Project Manager
Lorelei Juntunen
Matt Craigie
Oscar Saucedo-Andrade
Angelica True
Justin Sherrill
r
;1t3J Consulting • • Design Group
Steve Faust Martin Glastra Sagar Onta
Anais Mathez Van Loon Rob Burchfield
Brian Feenly Erin Reome Gwen Shaw
Sara Schooley
PROPOSAL—WASHINGTON SQUARE REGIONAL CENTER UPDATE 17
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
3J Consulting (3J) was founded
ECONorthwest J in 2009 with the goal of creating
ECONOMICS • FINANCE • PLANNING a consulting firm that offered
comprehensive civil engineering
ECONorthwest is a consulting firm that specializes and community planning services, ensuring close
in economics, finance, and planning. We take an project involvement by senior staff. Over the past
implementation-focused approach towards land use 10 years, 3J has helped communities throughout
planning and development feasibility analyses that is Oregon grow—from creating visions for the future and
grounded in an understanding of long-term economic strategic plans to guide growth and development, to
trends and indicators as well as current market infrastructure analysis, design and improvements to
dynamics. Incorporated in 1974, ECONorthwest has support increasing population. We understand how
a staff of approximately 50 people; personnel have planning, public involvement and engineering work
advanced degrees and decades of work experience must be delivered to equally support the goals of local
in planning, development, economics, finance, and agencies and the character of the communities they
public policy. serve.
ECONorthwest projects in planning and real estate Us office is located in Beaverton, within the
development span the range from long-range analysis Washington Square Regional Center. With our office
of regional land needs to site-specific analysis and in close proximity, we are familiar with the project
strategies. One of our specialties is the evaluation area. Our staff often frequents the area for its many
of how public investments and planning policies restaurants, shopping and recreational offerings.
affect development outcomes. For example, how
might a proposed transit project impact economic PROJECT RESPONSIBILITIES
development and housing in nearby communities? . Community engagement lead
What zoning changes will support desired
development patterns or production of affordable ■ Support of the comprehensive plan updates and
housing? ECONorthwest has worked with many land use planning
public and private-sector clients to develop realistic,
implementable strategies for redevelopment and infill I appreciate how 3J has crafted a project
projects in cities such as Olympia, Washington; Las strategy that is specific to our Community's
Vegas, Nevada; and Austin, Texas. needs. This (was) accomplished thanks to
a robust outreach effort, led by 3J, which
PROJECT RESPONSIBILITIES has truly extended to all corners of our
■ Prime contractor and Project Management population as well as key regional partners.
From culturally-conscious architectural
■ Market conditions and development feasibility
evaluation of zoning code obstacles to design to public spaces explicitly favored by
development our residents, the plans being developed will
■ Evaluation of underlying land use economics be a true representation of our community's
priorities and will align with the goals
Nicely done. ECONorthwest went above adopted by our city leadership.
and beyond to answer the big question —Ryan Wells, AICP, Community
and provide recommendations tailored to Development Director, City of Cornelius
Gresham's situation. Cornelius Town Center Plan
—Brian Martin, former Senior Comprehensive
Planner, City of Gresham (currently the
Long Range Planning Manager at City of
Beaverton)
18 1 ECONorthwest
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
Founded in 1968, SERA is a Toole Design is the nation's
_ multi-disciplined firm committed to TOOLS leading planning, engineering
delivering truly sustainable design D E S I G N and landscape architecture
for the built environment. With firm specializing in bicycle and pedestrian
extensive experience in planning, transportation. Toole Design has a national reputation
urban design, and a range of architectural projects, in transportation master planning, traffic calming,
we employ a whole-systems approach to problem- pedestrian and bicycle research and facility design,
solving, working with clients and stakeholders to trail planning and design, transit accessibility, Safe
create vibrant places. Routes to School planning and design, and a variety
We are proud of our 50-year history of creating of other related areas.
successful, award-winning projects, and to continue Our focus is in multimodal transportation—developing
forward with our vision: To create a legacy of places cost-effective, practical transportation solutions that
that enrich the human experience, evoke delight, move people efficiently, while improving the health and
and provide an enduring ecological community. quality of life of the community. We develop bicycle,
We provide strategic visioning, planning, and urban pedestrian and transit access plans that lead directly
design services to public and private sector clients to implementation. Our planners have pioneered data
engaged in the creation of sustainable communities, collection and stakeholder engagement strategies that
cities, and regions. As a cross-disciplinary firm, SERA energize the public while providing clear, practical
specializes in sustainable placemaking at all scales, direction to decision makers and implementers.
from community, neighborhood, and campus planning In traffic analysis, we give our clients high-quality,
to designing parks, plazas, and streetscapes. accurate evaluations of the multimodal transportation
We are passionate about creating lively and enduring system. We also understand that transportation
places. We focus on the values of the community patterns and habits across the country are changing,
we're serving and respect the opinions of all shifting from a focus on motor vehicles to walking,
community members interested in the impacts of our biking, and transit. Our traffic engineering staff
urban planning. We want to create spaces that are is at the forefront of testing new ways to measure
new, vibrant, and inclusive for the community—all the impacts of multimodal improvements beyond
while maintaining the unique historical characteristics conventional Vehicle Level of Service calculations.
that enrich a community's identity. Our capabilities include traffic capacity analysis
and simulation as well as collecting and managing
PROJECT RESPONSIBILITIES data such as turning movement counts; pedestrian
■ Urban design analysis and bicycle counts; speed, volume, and vehicle
classification data; signal timing data; behavioral
■ Graphic design and communications observations; user surveys; crash data; and geometric
and traffic controls.
I want to express my sincere appreciation for
the thoughtfulness and hard work you all put PROJECT RESPONSIBILITIES
into this project. In the very spirit which we
were awarded this honor we went above and ` Active transportation
beyond, working long hours, to integrate our ' Transportation facility impacts
whole community into this effort.
The Toole Design Team was very receptive
—Ryan Wells, AICP, Community to our thoughts, ideas and comments
Development Director, City of Cornelius throughout the process, and were quick to
Cornelius Town Center Plan make changes in order to meet challenging
internal deadlines for the City.
—Katie Gerbes, AICP, City of Hyattsville, MD
PROPOSAL WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 19
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
KEY PROJECT STAFF QUALIFICATIONS AND EXPERIENCE
This section presents brief biographies for key project staff highlighting the project team's relevant
qualifications and experience. Full resumes are included in the appendix beginning on page 51.
TYLER BUMP Tyler Bump is a Project Director at ECONorthwest with a professional focus on
Project Director land use planning and real estate investment that advances equitable housing,
economic development, and sustainable development goals. He works with
clients to develop and implement strategies that leverage public and private
sector investment to support equitable development outcomes through policy and
finance tools. Tyler works with Cities to identify market-based solutions to achieve
community-identified development outcomes through changes to land use and
development codes, regulatory requirements, and funding strategies. He also
provides advising services to local governments and community organizations
to develop and implement strategies that advance economic development,
business growth, and community revitalization goals. Tyler will provide overall
project leadership, including ensuring seamless integration between the team's
technical work and the public engagement process and overseeing the market
analysis, development feasibility, and displacement analysis.
BECKY HEWITT Becky Hewitt is a Project Manager with over 10 years of experience in urban
Project Manager planning and land use analysis as well as graduate degrees in both urban
planning and real estate development. Becky's work at ECONorthwest focuses
on evaluating development feasibility, housing strategies, and transit-oriented
development. Becky is a strong project manager with experience leading
technical analysis, managing complex multi-disciplinary projects, presenting to
advisory bodies and decision makers, and designing and implementing public
and stakeholder engagement. She combines strong writing skills and expertise
in spatial and data analysis to synthesize complex information and inform clear,
actionable recommendations. Prior to joining ECONorthwest, Becky was a Senior
Planner with Angelo Planning Group where she worked on a wide range of land
use and transportation planning projects, including corridor revitalization plans,
concept plans for developing areas, development code audits and updates, and
housing analyses. Becky will provide overall project management and serve as
the lead for land use, zoning, development feasibility, and displacement analysis.
LORELEI JUNTUNEN Lorelei Juntunen is a Partner and Project Director specializing in the evaluation
Senior Advisor of the intersection between public investment and community development.
Her recent projects have identified creative approaches to investment in
redevelopment and affordable housing for local governments. Her recent work
has focused on implementation of equitable housing outcomes, including
development of the State of Oregon's first Statewide Housing Plan and affordable
housing policies for many Oregon communities. Lorelei's analysis has informed
implementation strategies for bringing new private development to Olympia,
Washington's downtown; redeveloping a former industrial property in downtown
St. Helens, Oregon; and residential displacement and gentrification in Portland
and its suburbs. She has also worked on projects that explore options for
development or redevelopment in a number of communities, including downtown
Beaverton; Austin, Texas; and downtown Boise, Idaho. Lorelei will provide
guidance on the residential displacement analysis.
20 ECONorthwest
CONSULTANT TEAM: QUA[IFICATIONS AND ORGANIZATION
MATT CRAIGIE Matt Craigie is a Project Manager specializing in bridging the gap between
Market Feasibility Task Lead public sector goals and private sector realities, as they relate in the fields of
urban planning and real estate development. Drawing on his prior experience
in real estate finance, Matt leads ECONorthwest's market analysis team. In this
role, he has led market assessments of commercial and residential projects
big and small across Oregon and Washington. Prior to joining ECONorthwest,
Matt held several positions with private firms where he conducted real estate
finance consulting. Earlier in his career, Matt worked in the public sector as an
Economic Development Manager and Urban Planner. Matt will serve as the
lead for the market conditions and trends analysis.
OSCAR SAUCEDO-ANDRADE, Oscar Saucedo-Andrade is a Planner specializing in transportation and land
Planner use planning, research, and policy analysis, across a variety of economic,
social, and urban development projects. Prior to joining ECONorthwest,
Oscar worked in the Transportation Department for the City of Boulder where
he specialized in spatial and data analysis, graphic design, multimodal
transportation planning, and community involvement. His recent work
experience includes demographic and data analysis, and equitable economic
development for the City of Portland. Oscar will provide consistent support
throughout ECONorthwest's elements of the project, including market
conditions and trends, development feasibility, residential as well as writing
deliverables and preparing for meetings.
ANGELICA TRUE Angelica True is a Research Analyst who provides data analysis support
Research Analyst for a wide range of projects spanning planning and development as well as
education and social policy. Angelica contributes to research, analysis, and the
writing of reports and technical memorandums for projects. Her work includes
data analysis for various educational nonprofits and organizations across the
Z' country, in addition to analysis of demographic and economic data for housing
needs and economic market analyses. Angelica will provide support on data
gathering and analysis for market conditions and trends.
JUSTIN SHERRILL Justin Sherrill is a Research Analyst specializing in urban planning, public
Spatial Analyst transportation, and demography. He supports GIS, R programming, and data
visualization needs. Prior to joining ECONorthwest, Justin worked at King
County Metro, supporting the agency's Strategy & Performance team. Justin is
currently enrolled in Portland State University's Master of Urban and Regional
.O. Planning program where he studies socioeconomic impacts of transit service.
Justin will provide support on spatial data analysis and mapping.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 21
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
3J Consulting has extensive experience working with Community Based Organizations (CBOs) and other
community partners to engage communities of color and underrepresented communities. Their approach
is to help build the capacity of CBOs and the communities they serve by having a voice in policy and
decision-making. Most recently, 3J Consulting partnered with Centro Cultural de Washington County to
conduct bilingual engagement activities for the City of Cornelius. 3J crafted an outreach strategy specific
to the community's needs as a lower-income and 52% Latino population. The robust, bilingual outreach
effort extended to all corners of the City's population and to key regional partners. The project was
recently presented with an award for Public Involvement and Participation from the Oregon Chapter of the
American Planning Association.
For the Milwaukie Comprehensive Plan Vision process, 3J hired, trained and supported a group of local
high school students to act as community liaisons for Milwaukie's youth. The students assisted in outreach
efforts to reach youth and local businesses through canvassing, surveys, and staffng support at events
and activities. They helped facilitate a meaningful representation of Milwaukie youth and their interests
within a community-wide public process.
3J's community engagement team has experience working with the following CBOs within the last 5 years:
■ Asian Pacific American Network of Oregon ■ Momentum Alliance
■ Center for Intercultural Organizing ■ Native American Youth and Family Center
■ Immigrant and Refugee Community Organization ■ Portland African American Leadership Forum
■ Latino Network ■ Russian Slavic Network of Oregon
STEVE FAUST,AICP Steve Faust has led dozens of public involvement processes of all kinds. He
Community Engagement is responsible for the oversight of all public involvement tasks from developing
public involvement plans, to designing and coordinating implementation of
public outreach activities, to documenting and evaluating the effectiveness of
those efforts. Steve has experience working with community partners to deliver
community engagement services to diverse communities. He will work with the
City and Community Based Organization partners to design and implement
community engagement activities.
ANAIS MATHEZ Anais Mathez works in various capacities as a project manager, facilitator,
Community Engagement community outreach organizer, and data analyst. She helps prepare for and
conduct public meetings, outreach activities and communications that engage
a variety of stakeholders for communities across the state. She has facilitated
meetings ranging from small focus groups and to large public meetings. She
excels and preparing presentations that use images and simple language to
communicate complex ideas. Anais will support implementation of community
engagement activities.
BRIAN FEENEY Brian Feeney has 21 years of civil engineering experience, including oversight
Civil Engineering of publicly funded-community development projects. His experience in the
field provides him with a spectrum of engineering knowledge and the ability
to uncover the most cost effective and functional design solutions. As the civil
tengineering lead, Brian will conduct the utilities audit, including working with
the City to coordinate with applicable service providers.
22 ECONorthwest
CONSULTANT TEAM: QUALIFICATIONS AND ORGANIZATION
MARTIN GLASTRA VAN LOON, Martin Glastra van Loon has been practicing urban design and town planning
Senior Urban Designer nationally and internationally since 1992. Educated and trained in Dutch
and European urbanism, he applies his expertise to a variety of projects
encompassing the ranging scales of regions, cities, towns, downtowns, and
neighborhoods. Committed to community-based placemaking, he has a
strong theoretical interest and practical expertise in complex urban projects
that integrate mixed-use, pedestrian-friendly, and transit-oriented design
components. A common foundation of his work is a public realm design that
informs and impacts the morphology of the city.
Martin has the proven ability to take on complex projects in a wide-variety
of contexts, and to synthesize clear and inspiring design solutions that are
enthusiastically endorsed by clients and stakeholders. Recently, Martin's work
has focused on the redevelopment of downtowns and the transformation of
suburban areas into more walkable and vibrant places. To support the land use
scenario work, Martin will focus on urban design, development form, and the
relationships between private uses and the public realm.
ERIN REOME Erin Reome is an Urban Designer& Planner who thrives on the intersection
Urban Designer/Planner between land use, transportation, and open space planning. Since 2005, Erin
has worked on projects in the built environment at a variety of scales: small
tenant improvements, large campus master planning, neighborhood plans,
regional and district plans, transportation systems, and corridor plans, just to
y name a few.
Erin's strength is her ability to synthesize information across many different
scales, from the level of the individual building or street, to the regional
and district planning level. The opportunity to create more livable, healthy,
and conscientious places, no matter the scale, is what she finds inspiring
about urban design and planning; over the years, Erin has discovered her
background in the green building field to be an invaluable resource in her
planning work.
In addition to planning and design, Erin is a skilled project manager who's
able to facilitate a highly collaborative and customized process while
exceeding schedule, deliverable, and budget goals. Erin currently manages
ECONorthwest and other multi-disciplinary consultants for her ongoing work
with the City of Beaverton to implement design strategies focused on improving
the City's overall connectivity and redirect the citizens focus to adopt the "park
once and walk" model. In addition to helping develop the land use scenarios,
Erin will coordinate SERA's design and infographics work.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 23
CONSULTANT
SAGAR ONTA Sagar Onta has professional experience in traffic operations, transportation
Senior Traffic Engineer engineering, and planning. He is also a licensed Professional Traffic Operations
Engineer with an in-depth understanding of traffic signals, roadway geometry,
and traffic simulations. He has worked on numerous traffic operational studies,
signal timing plans, traffic impact studies, parking studies, roundabout design
and operation plans, and long-range transportation system plans throughout
his career. Sagar's approach to traffic engineering is holistic, considering
the characteristics of all types of people and modes. Sagar will lead the
►. transportation sensitivity analysis.
ROB BURCHFIELD Rob Burchfield is the engineering discipline lead for Toole Design's west
Senior Engineer coast offices and brings three decades of experience as a municipal traffic
engineer including 16 years as the Portland City Traffic Engineer. Rob's career
with the City helped establish Portland as one of the most bicycle friendly and
multimodal cities in North America.
Rob has implemented numerous bike boulevards and traffic-calmed streets.
He helped conceive and lead the development the NACTO Urban Bikeway
Design Guide, and is a certified NACTO trainer. He routinely conducts trainings
and workshops for transportation professionals around the country. Rob will
provide leadership to the Portland-based team working on this project.
GWEN SHAW Gwen Shaw is an engineer with experience in both the public and private
Engineer sector thinking about and designing for people. Gwen's projects focus on
multimodal transportation environments, alternatives analysis, public outreach,
and geometric design of pedestrian and bicycle infrastructure. Gwen has
developed conceptual cross-sections and plan views for corridors and
intersections on multiple projects. She also has experience with signal design,
parking management, and a vast number of transportation impact studies of
various scales. Additionally, she brings background in planning, designing,
ILI and implementing temporary demonstration projects for alternative uses of
the public space. Gwen will assist with planning for multimodal transportation
improvements for the Washington Square Regional Center and the
transportation sensitivity analysis.
SARA SCHOOLEY Sara Schooley has a unique professional background that has successfully
Project Planner integrated health, equity, and creative community engagement into
transportation planning efforts that serve diverse populations. Sara previously
was the lead author and community engagement manager for the City of
Portland's Safe Routes to School Policy, which has been a national example for
using quantitative and qualitative measures to prioritize projects and programs
using an equity lens. She also served as Portland's Pedestrian Coordinator,
serving as the City's "front door" for any concern, project, or discussion
about the City's pedestrian network or compliance with the Americans with
Disabilities Act. Sara is a skilled communicator and public involvement
professional, having used her collaboration expertise to lead and successfully
create formalized processes for contentious issues that meet policy goals
while addressing community needs and concerns. She specializes in public
outreach, project prioritization, and incorporating health and racial equity into
conversations and projects. Sara will assist with identifying transportation
improvements to respond to community needs and concerns.
24 ECONorthwest
CONSULTANT TEAM
EXPERIENCE WITH SIMILAR PROJECTS
This page left intentionally blank
CONSULTANT EXPERIENCE
• ■ i■
OJECTS
iw.M lwt
. f P ....
Beaverton -f
Q
r
s+
Access to
Resources Scare
.02.14
r, "1 srov.M
_ h _
I� .26
.38
.62 Canby S wa.mxommv..
SOUTHWEST CORRIDOR EQUITABLE DEVELOPMENT STRATEGY TEAM MEMBERS:
—TIGARD AND PORTLAND,OR(2019) ECONorthwest
ECONorthwest recently completed a multi-jurisdiction process, led by Metro, to RELEVANT STAFF:
craft an equitable development strategy for the Southwest Corridor—a target Matt Craigie,ECONorthwest
area between the cities of Portland and Tigard for a new high capacity transit Angelica True,ECONorthwest
line. As part of initial planning for the corridor alignment, Metro commissioned CLIENT CONTACT:
ECONorthwest and a team of contractors to work with city and community Brian Harper
ppartners to develop a comprehensive set of actions to mitigate the potential Metro
p p g p brian.harper@oregonmetro.gov
negative effects of the transit investment, and proactively leverage the 503-797-1833
investment to foster a diverse range of new housing units, and encourage the
creation of new businesses and family wage jobs.
The goals for the equitable development strategy included:
■ Address residential and business displacement
■ Reduce disparities and improve conditions for affected people
■ Preserve and expand affordable housing
• Advance economic opportunity for all and build community capacity for
wealth creation
■ Promote transportation mobility and connectivity
■ Develop healthy and safe communities
■ Expand the breadth and depth of influence among affected people
The team recently completed work with Metro and the project committees to
identify and prioritize viable and impactful equitable development actions.
ECONorthwest utilized MapCraft to develop a map-based web tool to track
change and progress along the corridor.
PROPOSAL—WASHINGTON SQUARE REGIONAL CENTER UPDATE 27
it
?,• � r L
rt I-71i,
40
%F#A
TEAM MEMBERS: CORNELIUS TOWN CENTER PLAN—CORNELIUS, OR (2019)
3J Consulting
ECONorthwest Cornelius, a multi-cultural city on the western edge of the Portland metropolitan
SERA area, is experiencing a population boom, and a new plan for its Town Center was
RELEVANT STAFF: needed to guide public and private investments towards the downtown core's
Steve Faust,3J vibrant and prosperous future. 3J Consulting led a multi-disciplinary consultant
Matt Craigie,ECONorthwest team, including ECONorthwest and SERA. ECONorthwest provided existing
Martin Glasta Van Loon,SERA conditions analyses, a market assessment, and supported the creation of a new
Erin Reome,SERA Urban Renewal Plan. ECONorthwest also helped the City identify other potential
funding programs and strategies to incent new private investment. SERA
CLIENT CONTACT: provided lead urban design expertise.
Ryan Wells,Community The overarching goal for the project hinged on creating a comprehensive
Development Director
City of Cornelius Town Center as the community's economic, social, and cultural heart. To
rwe!!s@ci.cornelius.or.us capture and reflect the community's vision, the consultant team carried out an
503-992-5370 extensive engagement effort that included a three-day workshop and open
house. Planning principles included: strengthening the original historic "10 Block
District" as the heart of town, reconnecting with the natural context, creating a
community plaza, and revitalizing close-in neighborhoods. While new investment
was seen as highly desirable, maintaining existing businesses was also a goal.
The plan balanced this by requiring fewer, unifying design elements rather than a
wide, costly menu of design features in order to keep redevelopment costs lower-
The Town Center and With this plan, the community has a broadly-supported, clear roadmap for
Urban Renewal Plan was
recognized by the Oregon realizing a town center that will be unique to the region. The Town Center Plan is
Chapter of the American Planning complemented by an Urban Renewal Plan and was enthusiastically adopted by
Associates(OAPA)with the City Council in the summer of 2019.
"2019 Public Involvement and
Participation Award."
28 1 ECOr lorthwest
CONSULTANT EXPERIENCE WITH L • R PROJECTS
K'F
Now-
-t
f
i
r _
BEAVERTON DOWNTOWN DESIGN AND DEVELOPMENT READINESS— TEAM MEMBERS:
BEAVERTON, OR (ONGOING) SERA
ECONorthwest
SERA, ECONorthwest, Toole Design Group, and other consultants worked Toole Design Group
with the City of Beaverton to develop a comprehensive design strategy and to RELEVANT STAFF:
identify barriers to development in Beaverton's Downtown Design Project. The Lorelei Juntunen,ECONorthwest
overarching goal is to create a vibrant downtown that is easily identified and Martin Glasta Van Loon,SERA
attractive for private development. The first phase of this project defined a new Erin Reome,SERA
Urban Design Framework for Downtown. This framework aims to implement Rob Burchfield,Toole Design Group
the City's 2010 Community Vision Action Plan for creating an economic, social, CLIENT CONTACT:
and cultural heart of Beaverton. It was crafted in collaboration with staff across Steve Regner,Senior Planner
multiple City departments, and based on extensive engagement with the public, City of Beaverton
downtown stakeholders, and developers. sregner@BeavertonOregon.gov
The Urban Design Framework solidifies Downtown Beaverton's prominence 503-526-2675
and guides future development—improving connections between important
and growing downtown destinations: the farmers market and library, historic
Broadway, Restaurant Row, and a new food cart pod. The Framework offers an
organizing structure for downtown that prioritizes pedestrians, provides a sense
of arrival, and improves internal connectivity. It also recognizes and reinforces
distinct character areas and gateways.
Supporting the team's design and code evaluation work, ECONorthwest
developed a feasibility model to evaluate a set of SERA-produced development
prototypes on differently-sized sites in Downtown Beaverton. The project team
used the results from ECONorthwest's analysis to identify and resolve issues
in the development code and remove obstacles to development. Based on this
work, the City has recently issued a development RFP for one of the studied
sites which is currently under public ownership and is in the process of selecting
a development partner.
PROPOSAL - WASHINGTON SQUARE REGIONAL CENTER UPDATE 29
CONSULTANT TEAM: EXPFRIFNCE
FUTURE LAND USE SCENARIO+�
Elosm9 Pr606sed TRtn
Restleraa SUMS)iN1.342
cammn:w'rsn F:.)I zsX,soos 2w.am 2w.000
MS1Xu6PMl ISR.Ft)- 1]6.500 163,000 163,OD0'
Higher likelihood
to redevelop
_ [mnX6 w400se6• Twal
aesx4.:lw Nnny:� ov1 300 _--.m0--_
c4mmersurlsq Fet ee.o0o o ee.000
Redevelopment Area, s e a4aMl Ise FI I^ 20.000 o
EaWYp PmpCSla•_—.._�... TRtal
Reslde0•M UXM� 60 61
ipmm�cW'ISYFYIt BJ,ao0 1I 1d e),o00
lnatlrtmel iso R.l: T030 1 0 0•
Limited or n0 redevelopment potential -- ---------
amada Mdaate0lMelau.a-Lm.te Re tRalXlwd to RadaabP
Emsep Pmposla Tp]a
. RenaeAWl runits)r 229 0
cmmmercWPIs4.F1I 12,000 0
erslduNOMl150 Ft) 319,000 0
EaRlrg Prepesed Total
Rese)eaMl W.W 232 1,800 42,03V
NET CHANGE IN UNITS AND COMMERCIAL SPACE eaevMrcrr by.e); asss0o i zw,000 3]s,0o0
•An estimated 1,340 residential units are planned for the Tower Mall eelit il-el aO n ! 566.0oo w2,m0 l e2,000
Redevelopment Area.
•Other properties outside the Redevelopment Area will likely redevelop in Eem"`em"le'gpe+m'Fa•emre emPllaely.arose..ns
the mid-to long-term.and will also likely Include some residential units. --TReappar[01 rx1 ae0ewex•4ene.rcnlap.eervMsrMr•aernoo6n�ytXn.•eeraXea�rw.wF
Based on the market analysis conducted as part of this process,the Plan =these syesam slay ro x r:ae el4Pee ssmi.eo-ase m90sps.xa wXM:et nape n m.meaw sMse
estimates up to 500 additional residential units could be added an these -er&—`e bkK xdto--edesebp-ama 1.943uets
parcels mer the 20-year buildout timeline.
-tin rar wRmre RemaRwTarm Fw s4rRXw dee o:smlmexw sere
•Net commercial leasable space will effectively be unchanged.Vacant •F4reslnam xrd0ses,4ovasPer araers awaea
and underutilized space within the Tower Mall will be removed.Displaced •Eanpdwmhes iuidelhe Rear�pyMr6Ares eerearelF0ea0rcrtaM.tee lmelmwaes her,WePasea
commercial tenants will have an opportunity to integrate into the Ul;aal0ralA-p:+wu 14vl ris�uses QO.OmaM 1repectaely)
redevelopment. :E4aupOl.:rt'esar9[4MamtyO:Mdxps aro assumed to fK reaaebpeaarnmle
THE HEIGHTS DISTI6r.T PLAN
TEAM MEMBERS: THE HEIGHTS SUBAREA PLAN—VANCOUVER,WA(2019)
ECONorthwest
The Heights District in Vancouver, which is identified as a future urban center
RELEVANT STAFF: in the City's Comprehensive Plan, includes the former Tower Mall and a variety
Lorelei Juntun of
Matt Craigie publicly- and privately-owned properties. It is surrounded by some of
ie
Vancouver's oldest neighborhoods, best views, and busiest corridors. It is rich in
CLIENT CONTACT: parks, schools, open space and recreation opportunities, as well as businesses,
GGLO De
Mark Sesigndall non-profits, and organizations that serve the needs of Vancouver's diverse
Design
msindell@ggio.com communities.
206-902-5465 As a subconsultant on a multi-disciplinary team, ECONorthwest assisted the
City of Vancouver with a community planning process for The Heights District,
to establish a vision for the area and guide its future growth and development.
The Subarea Plan for the 205-acre Heights District, included land use
recommendations and transportation safety and connectivity improvements; a
Redevelopment Plan for the 63-acre Tower Mall Redevelopment Site; and an
Environmental Impact Statement that includes an analysis of impacts the future
development will have on the natural environment. ECONorthwest conducted a
detailed market assessment to inform the potential types of future commercial
and residential development, advised on fostering partnerships with property
owners and developers, and supported the creation of policies to encourage the
development of workforce housing.
The project's resulting subarea plan envisions the area's transformation into a
new mixed-income community.
30 ECONorthwest
CONSULTANT TEAM: EXPERIENCE WITH SIMILAR PROJECTS
OWN
rf/-,� _� �S� '•1'r ��,�'•.�''i� ::� A71�•�y��j�1��*fes=.'- S�YG` �1 �- A• s•"�':r.. ,� �r_�f
WA§
�T�lij 'j�y`�a.' � � 'r+ ��-re �i r �-0 '�`�:i2L�l�a - `•' i!►y:� `rrll �'r'� -71�.
I ml.•'` • ..f r,f may►. :�•r r� �� 1 l l+,r'r i•
rrYYi =�►!:•r. i. • :.�I� N� r
ti 7111 •� r z �
r_■1 _ I
II •. •M i, �i,1 �� ilr.- �r�
err�t"■'.•" ;�:�� :, r++=` '' , r,•:!�_r y+�C. ►r+.'+ . �_• f
v0�` tri'�r ate•`' .:�. �+..,+.., Ji �`••'� r.. ! _ !' ti= :�. .i1=Lr�r ��,�
++=i`pr•ilia,�::q'`}' ■ •,r • .. '`:i=•-`'; ` .�••�� r 11 `rli� ���� '
hi,r 4 ;�;' i��'�••••.;; :,`•..r..i ��.►•r� �� f r! i ` =�`ibf*r.►r h�r!1!I
•
CONSULTANT TEAM: EXPERIENCESIMILAR ■r
OJECTS
ECONorthwest
ECONOMICS • FINANCE • PLANNING
Market analysis,forecast
Senen Antonio demand analysis,and
Erie Town Center Duany Plater- absorption analysis for
Public Current 305-644-1023 Tyler Bump
Master Plan Zyberk&Company residential and commercial
Senen@dpz.com
uses for a 390 acre masterplan
site.
Evaluate impact of regional
housing price increases
Brian Martin,Long Range related to transit investments
Gresham i Planning Manager, on displacement pressure;
Neighborhood Change Public 2015 City of Gresham 503-350-4022 assessment of demographic Lorelei Juntunen
Analysis bmartin@beavertonoregon.gov characteristics and real estate
(formerly at City of Gresham) market trends;analyze impact
of light rail construction on
development and rents.
Cheryl Twete,Community
Beaverton Civic Plan Public 2010 City of Beaverton Development Director Economic development, Lorelei Juntunen
503-526-2422 housing,and governance.
ctwete@beavertonoregon.gov
Market analysis and absorption
analysis for residential and
Lisa Abuaf,Director of
commercial uses;analysis of I
Broadway Corridor Development and Investment
Public Current Prosper Portland development feasibility based Becky Hewitt
Master Plan 503-823-7380
o
abuafl@prosperportland.us In parcel programming;cash
I flow analysis of potential
returns over time.
Develop and refined priorities
Kenny LaPoint,Assistant and implementation strategies
Oregon Housing
Oregon Statewide I Director,Public Affairs for housing programs Becky Hewitt
Public 2019 and Community
Housing Plan 971-239-9968 statewide;produced plan Lorelei Juntunen
Services
kenny.lapoint@oregon.gov document and summary
1 _ handout.
32 1 ECONorthwest
CONSULTANT TEAM: EXPERIENCE WTH SIMILAR PROJECTS
f
AM-
Confederated
Ryan Wells,Community
Tribes of Coos, Multi-modal transportation,
Coos Head Area Development Director
Public 2018 Lower Umpqua, infrastructure and land use Anais Mathez
Master Plan 503-992-5370
and Siuslaw redevelopment
rwells@ci.cornelius,or.us
Indians
Sean Farrelly,Redevelopment Designed,coordinated and
Tigard Brownfields Project Manager implemented community
Public Involvement
Public 2015 City of Tigard 503-718-2420 engagement process Steve Faust
sean@tigard-or.gov and developed a public
involvement plan.
Prepared a Vision to guide
Milwaukie David Levitan,Senior Planner the Comprehensive Plan
Comprehensive Plan Public 2016 City of Milwaukie 503-786-7627 update.Designed a community Anais Mathez
Vision LevitanD®mllwaukieoregon,gov engagement strategy and
implemented methods to reach
diverse populations.
Prepared a Comprehensive
Todd Tripp,Property and Plan to assign land
Coquille Indian Tribe Public 2018 Coquille Indian Project Manager use designations and Steve Faust
Comprehensive Plan Tribe 541-756-0904 transportation improvements Anais Mathez
toddtripp@coquilletribe.org for more than 1,000 acres of
undesignated lands,
Dana Lucero,Senior Public Led culturally-specific transit
Powell-Division Bus Involvement Specialist rider focus groups.Worked Steve Faust I
Rapid Transit
Public 2016 Metro 503-797-1755 in partnership with CBOs to Anais Mathez I
Dana,Lucero@oregonmetro.gov conduct in multiple languages
and to diverse populations.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 33
WkNL
Developed a long-range
planning tool to help guide
Julia Hajduk,Community future community decisions
Sherwood West i � Martin Glasta van Loon
Preliminary Concept i Public 2016 City of Sherwood Development Director about how Sherwood could � (SERA);Anais Mathez
503-625-4204 grow over the next 50 years,
Plan(Sherwood,OR) � (3J)
hajdukj@sherwoodoregon.gov illustrating how the City could
incorporate the Sherwood
West area over time. j
Downtown Framework Neda Zayer,Principal Planner Framework for redevelopment
&Multi-Modal Public 2018 City of Santa Maria City of Santa Maria opportunities,character, Martin Glasta van Loon
Streetscape Plan 805-925-0951 circulation and mobility,and Erin Reome
(Santa Maria,CA) nzayer@cityofsantamaria.org parks and open space
The plan proposes an
extension of 5th Avenue
EWEB Downtown James L.Atkins leading to a public riverfront
Riverfront Master Plan Private Current Williams and Dame 971-506-5104 plaza,surrounded by a Martin Glasta van Loon
restaurant,a hotel,for-sale
(Eugene,OR) jim@jatkinsadvisors.com
townhomes,and market-rate
and affordable apartments with
ground-floor retail.
Through community workshops,
Project Discovery Steve Robertson,President of SERA inspired residents
Milton-Freewater Rocks District Winegrowers and business owners to take
Downtown Plan(Milton- Public 2017 Martin Glasta van Loon
' Downtown Alliance 541-419-1718 charge of planning their own
Freewater,OR)
steve@delmawines.com future and building economic
vitality for coming generations.
Quigley Farm is a 1,500+acre 1
' neighborhood Master Plan
in Hailey.Idaho founded on
Quigley Farm Master Quigley Harry Weekes regenerative design principles.
Plan(Hailey,ID)
Private 2017 Foundation harry@thesageschool.org The project strives to deliver Erin Reome
a diverse housing model
built around organic food
production and an agricultural
I center.
34 1 ECONorthwest
CONSULTANT TEAM: EXPERIENCE WITH SIMILAR PROJECTS
TOOLE
DESIGN
Membarx who workedon Projecl .1i
Developed existing conditions
David Scares,P.E., traffic models;developed
Transportation Engineer and analyzed mitigation
Central Alexandria
Study Public 2017 City of Alexandria 703-746-4648 strategies with the goal of Sagar Onta
david.soares@alexandriavagov reducing cut-through traffic
and managing speed in the
lneighborhoods.
Toole Design developed the
Ryan Andrews,Planning
City of Laceys first citywide
Manager,Community and
comprehensive bicycle and
Lacey Pedestrian and Economic Development
Public 2018 City of Lacey pedestrian plan.This plan Sara Schooley
Bicycle Master Plan Department
created a connected and safer
360-412-3190
rand rews@ci.lacey.wa.us walking and biking network for
the community.
This analysis identified travel
patterns within and through the
Jim Chandler,CEcD,LEED AP City and was supplemented
Hyattsville Citywide Assistant City Administrator by VISTRO analysis of 39
Transportation Study
Public 2018 City of Hyattsville and Director intersections.The project also Sagar Onta
301-985-5013 included a bus circulator study
jchandler@hyattsville.org that was aimed are reducing
parking demand between three
areas of town.
Toole Design conducted a
detailed pedestrian facilities
Fourth Plain Forward audit for this project studying
Jennifer Campos,Senior Planner Rob Burchfield
Pedestrian Safety and future implementation of
Public 2018 City of Vancouver 360-487-7728 Gwen Shaw
Access Implementationa new bus corridor.We
jennrfer.camposC�?cityofvancowecus Sara Schooley
Strategy recommended new pedestrian
connections,new crossings,
and crossing improvements.
rt Toole Design,desiged
and delivered 100%plan
production of a trail connection
between two city parks
Westerly Creek to Toll
Steve Gardner,P.E.,CFM and light-rail station.This
'
Principal Engineer included addressing drainage
Gate Creek Bikeway Public 2018 City of Aurora Sagar Onta
and Trail Connector 303-739-7852 and retaining wall design,
sgardner@auroragov.org i identifying safe design
elements for crossing high
traffic corridors,safe gateway
treatments at the beginning
and end of the project._
PROPOSAL—WASHINGTON SQUARE REGIONAL CENTER UPDATE 35
This page left intentionally blank
PROJECT MANAGEMENT
This page left intentionally blank
PROJECT MANAGEMENT
PROJECT MANAGEMENT Tyler Bump's experience includes serving as
The success of a multidisciplinary project is based Project Manager for the City of Portland on
largely on the quality and frequency of the team's multiple land use and economic analyses
collaboration and communication. This takes including the Inclusionary Housing Zoning
forethought as well as adaptability. Our project Code Project, the 2018 Gentrification and
leads (Tyler Bump and Becky Hewitt) collectively Displacement Neighborhood Typology
have extensive experience on all sides of such Assessment, the Growth Scenarios Report
projects—as a prime, as subconsultant, and as the used to identify the Centers and Corridors
client—and understand what makes projects of this development and urban design framework
kind successful from all these perspectives. for the 2035 Comprehensive Plan, and the
Our experience has taught us a number of Brownfield Redevelopment Assessment. On
techniques and strategies to support collaboration those projects, Tyler balanced competing
and communication and to deliver a successful interests from a large number of stakeholders
outcome within the available time and resources. and coordinated the efforts of a diverse group
Here is how we will make this project a success: of City staff, multidisciplinary consultant teams,
■ Map it out. As part of developing the project work and a wide range of non-profit and community
plan and schedule, we will identify how tasks organizations. Since joining ECONorthwest in2019, Tyler has taken on leadership of a range
feed into one another, including how and when of projects, including working with the Seattle
deliverables will be shared with the project's Affordable Middle-Income Housing Advisory
advisory group or the public. We will identify Council to evaluate potential changes to
"critical path" items and track the inputs and development standards, funding and finance
milestones of these closely. strategies, and regulatory improvements to
■ Identify the City's goals and priorities for the develop middle-income multifamily, mixed
project up front so that the team has a common use, and townhouse development types.
understanding of what's most important for the Tyler is also helping coordinate a consultant
project's success. These goals and priorities team as Project Director for the Kent Valley
can serve as touch-points to keep the project on Subarea plan that includes development
track in the face of skepticism or resistance from trends analysis, market demand analysis,
stakeholders or individual elected or appointed land use analysis and recommendations,
officials. development and design standards analysis,
■ Schedule regular project management team and developing tax and finance strategies.
check-ins so that the project management Becky Hewitt's experience includes serving
team's time can be spent addressing questions as the assistant Project Manager and lead
and issues rather than searching for available land use planner on several large, complex,
times to talk. By providing a planned venue and multidisciplinary planning projects
for addressing questions, standing check- while at Angelo Planning Group, including a
ins can also streamline and consolidate the highly controversial but ultimately successful
communication needed to keep things moving expansion of Bend's Urban Growth Boundary
in the right direction. To ensure the time is well- and developing a concept plan and
spent, we will send out agendas in advance so community plan for Beaverton's South Cooper
that those who are not needed can opt out and Mountain. Becky's role on both projects
those who are needed can be prepared. included coordinating the efforts of a large
■ Schedule project team work sessions (consultants team of subconsultants; managing project
and City staff from all relevant departments) at schedules with many critical dependencies
key points in the project to generate ideas and and unforgiving deadlines; and preparing
materials to communicate highly technical
vet potential solutions. These provide an efficient results to a broad and often skeptical
way to integrate a range of perspectives and audience. Both projects resulted in successful
maximize the value of our multidisciplinary team. adoption of plans with high levels of support
To be most effective, these sessions require as from a wide range of stakeholders.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 39
PROJECT
much attention to planning and execution as The City has created a strong framework for project
public-facing events: defining an agenda and the management in the scope.
key questions that will be addressed in advance, ■ The kick-off meeting at the beginning provides
making sure the right people are in the room, and a crucial opportunity to refine approach and
bringing the right materials to work from. This schedule at the start of the project and ensure
work session approach pays off by increasing that everyone has a common understanding of
the efficiency of the team and saving time on the project goals and priorities.
coordination efforts between individual team
members. ■ Beginning each task with a scope refinement
meeting is also an important way to clarify
■ Keep everyone updated. We will send periodic expectations and confirm the intended purpose
updates to the team looking ahead to upcoming and audience for each deliverable. With a tight
deliverables and deadlines so that task leads can budget, these meetings are especially important
align staff capacity or flag schedule concerns as a way to focus the team's efforts on what
well in advance while there is time to adjust. We matters most to the project. For some of the
will also identify who the key City reviewers are larger and more complex tasks, additional time
for each deliverable and identify the timing of may be required (beyond the hour assumed in
their review period in advance so they can plan the budget)with individual team members to
accordingly. ensure that the scope for each of the component
■ Projects are full of surprises. When external subtasks is clear.
disruptions or new discoveries suggest ■ Reserving some funds for contingencies is a
adjustments to our approach or a bigger course- best-practice that gives the team the flexibility to
correction, we will seek to be adaptable and respond to the process, the stakeholders, and the
responsive while adhering to the following "rules": community, while ensuring accountability and a
• If a change or new request would impact thoughtful process before expanding the scope.
the team's ability to deliver the scoped work
on budget and on schedule, we will have an
explicit conversation with the City's project
manager at the earliest possible opportunity.
We never assume additional resources are
available unless this has been explicitly
communicated.
• Respect the process and the participants.
We will work to make sure a change of plan
would not undermine work that a committee or
community has already done or decisions that
have already been made. If there is no choice
but to back-track, we would explain the situation
and seek buy-in from the project's advisory
body, City leadership, and/or key stakeholders.
40 orthwest
DIVERSITY IN CONTRACTING
This page left intentionally blank
DIVERSITY •
t F
WORKFORCE DIVERSITY CERTIFICATION STATUS
ECONorthwest:
DEMOGRAPHICS Not certified
ECONorthwest: ECONorthwest has a staff of 50 people across 5 offices. 3J Consulting:
Of those, 50% are women. Of those women, 80% are professional staff. We Not certified
currently have 5% of staff who identify as non-white. One ECONorthwest SERA Design:
employee is active military. The company's ownership includes multiple women Not certified
and one person of color. Of the ECONorthwest staff that will work on the Toole Design Group,
project, three are women, and one is Hispanic/Latino. Certified Women
3J Consulting: Of the 3J staff that will work on the project, two are male, one is Business Enterprise
female. All three identify as white non-Hispanic. (WBE) in the State of
SERA Design: Over half(51%) of SERA's employees identify as female, and Oregon (Certificate
19% of the employees are people of color. The two primary staff assigned to number 7043)
the project are white non-Hispanic; one male, one female.
Toole Design Group: Toole is made up of approximately 50% women and 10%
people of color. Of the primary staff assigned to the project, half are female,
and one is Nepalese.
SUPPORT FOR WORKFORCE DIVERSITY
ECONorthwest
We believe our workplace and work products are improved when our staff
bring a diversity of perspectives and backgrounds to our work and have
instituted hiring practices to support that goal. We have an established
internship program with the goal of making entry-level positions available
to a broader range of students. In the fields of computer programming and
economics, which are still male-dominated professions, 60% of this year's
interns are women. We also have a Diversity, Equity, and Inclusion (DEI)
Committee that is working to identify and implement DEI measures to help the
firm advance diversity, equity, and inclusion in our internal operations and our
project work.
As part of the on-going refinement and implementation of our DEI strategy,
ECONorthwest has committed to proceed with staff trainings on issues such
as implicit bias and micro-aggressions. We have also committed to review and
adjust our methods for job postings to more effectively recruit a diverse pool of
candidates.
3J Consulting
3J understands the needs and benefits of diverse communities. We look for
opportunities to understand and advance the aspirations of diversity within
the framework of the system as it exists today and might emerge in the future.
Our hiring practices include the conscious, active recruitment of female and
minority professionals. 3J participates in small business fairs where we meet
other small business owners and work to expand our network of potential
teaming partners.
We attend several career fairs each year, including the University of Portland's
(UP) Society of Women Engineers (SWE) STEM Career Fair. We met and
recruited a female UP engineering student from the event, and she accepted
3J's first engineering intern position. SWE is a non-profit education service
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 43
i
i
DIVERSITY IN CONTRACTING
organization with a mission to stimulate women to achieve full potential in
careers as engineers and leaders, expand the image of the engineering
profession as a positive force in improving the quality of life, and demonstrate
the value of diversity.
SERA
SERA is constantly focused on improving our overall firm demographics and
diversity. We're proud to say we are a 100% employee-owned firm with over
half of our employees identifying as female. This is especially impressive given
the historical predominance of Caucasian males in the architecture/design
profession. Although most of our staff are Caucasian, our firm is becoming
more and more diverse. In fact, 19% of our staff are people of color. All of our
recruiting efforts are about casting the net as wide as possible to encourage
women, people of color, and other underrepresented populations to join our
firm.
Toole Design
To ensure a diverse internal workforce, Toole includes Equal Opportunity
Employment language in every job posting, deliberately encourages
women and people of color to apply on our careers webpage, and recently
established a hiring policy that for each open position at Toole Design, at least
one minority candidate will be interviewed and considered for the job prior to
making an offer.
Toole Design provides education and support to all staff members, with the
goal of removing historical barriers in leadership to women and people of
color. Currently, 11 out of our 17 departments/branch offices (65%) are led
by women and people of color. We have achieved this by investing in women
and people of color to develop their talents and capabilities, and actively
promoting them to leadership positions. Toole Design also recently hired
Tamika Butler as the firm's Diversity and Inclusion Manager to work with Toole
Design leadership nationwide to ensure that our company is equitable, reates
an inclusive environment, and moves conversations about equity and racial
justice forward. Tamika is charged with leading the company's Diversity and
Inclusion Committee which strives to remove barriers to women and people of
color within Toole Design. She will be conducting an implicit bias training for
each West Coast office in May 2019.
Toole Design staff are involved in several local professional organizations,
including American Society of Civil Engineers Oregon, the Institute of
Transportation Engineers Oregon chapter, and the Portland Chapter of the
Women in Transportation Seminar that provide events focused on creating
opportunities to engage with professionals from historically underserved
populations and communities of color. The firm also provides sponsorships to
organizations that work to diversify the transportation profession and create
an inclusive environment for underrepresented transportation professionals to
grow in their careers.
44 ECONorthwest
ADDITIONAL SERVICES
ADDITIONAL
As described in the Approach section, we have identified several additional
services our team could provide if desired and if resources allow. These ,
include: '
Is'„•
■ Additional, three-dimensional, illustrative graphics to communicate the a
potential scale and form of development under different land use scenarios
during Task 5 (-$120/hour)
■ In-person expert panel discussion with key experts from outside the Portland
region as part of linking the situation in Washington Square to broader j
trends in mall redevelopment and suburban transformation in Task 4 �
(additional expenses would be primarily for travel and honorariums) 71
- w,
We look forward to the opportunity to discuss these and other potential
refinements to the scope and approach with staff to ensure the project meets = .�•$`
the City's needs and fits within the budget.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 47
This page left intentionally blank
APPENDIX: STAFF RESUMES
This page left intentionally blank
STAFF RESUMES
TYLER BUMP, Seattle Affordable Middle-Income Housing
PROJECT DIRECTOR Advisory Council—Seattle, WA(Ongoing). Tyler is
currently leading an evaluation of policy options
M.U.R.P. University of Colorado and conducting development feasibility analysis
Denver, College of Architecture to provide recommendations to revise existing
B.S. Human Services, Metropolitan housing development tools that will advance
State University of Denver goals of creating more middle-income housing
Tyler Bump is a Project Director at ECONorthwest in the City of Seattle. This analysis is focused on
with a professional focus on the intersection of evaluating potential changes to development
land use planning and real estate investment standards, funding and finance strategies,
that advances equitable housing, economic and regulatory improvements to develop
development, and sustainable development goals. middle-income multifamily rental, multifamily
Tyler works with a range of local government, condominiums, and townhouse product types.
private sector, and nonprofit organizations to Portland Residential Infill Project Affordable
develop market supportive solutions that advance Density Bonus and Accessory Dwelling Unit
community development goals. Analysis—Portland, OR (2019). Tyler evaluated
Tyler works with clients to develop and implement the development feasibility of an affordable
creative strategies that leverage public and housing bonus for middle housing development
private sector investment to support equitable types. The affordability analysis evaluated bonus
development outcomes through policy and finance utilization and development uptake of various
tools. Tyler also provides advising services to local middle housing types. He also analyzed the
governments and business districts to develop development feasibility of detached and internal
and implement strategies that advance economic accessory dwelling units across various market
development, business growth, and community areas and the impact of new accessory dwelling
revitalization goals. regulations on the production of rental housing.
■ Beaverton Housing Options Project—Beaverton,
PROJECT EXPERIENCE OR (Ongoing). Tyler is leading a project team to
■ Portland Southwest Corridor Area Planning evaluate land use scenarios to support zoning
(2019-Ongoing). Tyler led ECONorthwest's code and development standard changes in the
effort to conduct a market study for station areas City of Beaverton, and is conducting development
along the proposed Southwest Corridor light feasibility analysis for medium density multifamily
rail alignment. ECONorthwest used a predictive development and middle housing types.
rent model as an innovative approach to our ■ Kent Valley Subarea Plan—Kent, WA
development feasibility analysis to account for (Ongoing). Tyler is currently evaluating policy
potential future rents in areas of the city that have options, analyzing land use scenarios, and
seen limited new construction in the last two identifying infrastructure funding strategies
development cycles to identify market supported for the City of Kent to support their vision of a
development types and inform land use and modern employment district in the Kent Valley
zoning recommendations. Manufacturing Industrial Center.
■ Erie Town Center Master Plan—Erie, CO
Demand Management and Parking Strategy—
(Ongoing). Tyler is leading efforts to support the Portland, OR (Ongoing). Tyler is leading a team
joint development between the Town of Erie and to provide land use analysis and development
private developers on a 110-acre masterplan feasibility analysis for a newly created Enhanced
site in a rapidly growing area of Boulder County. Services District in the Central Eastside Industrial
ECONorthwest is conducting market analysis, District. ECONorthwest is refining housing and
evaluating development feasibility, and making
land use recommendations for amixed-use town employment forecasts for the district to help
center than includes middle housing, multi-family identify key areas for transportation demand
residential, mixed-use, corporate campus office, management program investments and to
and retail development types. strategically identify opportunities for a district
parking strategy.
PROPOSAL—WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 51
STAFF RESUMES
BECKY HEWITT, redevelopment and livability in several opportunity
PROJECT MANAGER areas in the city's core, combining economic
development tools, zoning code amendments,
M.R.E.D., Portland State University incentives, and funding mechanisms such as
M.U.R.P. Land Use Specialization, Urban Renewal.
Portland State University
B.S. Engineering Civil and • Broadway Corridor Master Plan—Portland, OR
Environmental Engineering, Duke University (Ongoing). Supporting the consultant team
developing a Master Plan for the Broadway
Becky joined ECONorthwest as a Project Manager Corridor redevelopment site owned by Prosper
in 2018. She has over 10 years of experience Portland. Provided a comprehensive market and
in urban planning and land use analysis as well absorption study for housing, office, and hotel
as graduate degrees in both urban planning uses; analyzed financial feasibility implications
and real estate development. Becky's work at of alternative plans and phasing options for site
ECONorthwest focuses on evaluating development development; and currently working with Prosper
feasibility, housing strategies, and transit-oriented Portland and the developer to create a cash flow
development. model for the entire development program to
Becky is a strong project manager with experience facilitate negotiation of a development agreement.
leading technical analysis, managing complex ■ Scappoose Urban Renewal Plan—Scappoose,
multi-disciplinary projects, presenting to advisory OR (2019). Led a consultant team to develop
bodies and decision makers, and designing and an urban renewal plan that implements City
implementing public and stakeholder engagement. goals for development in an industrial area and
She combines strong writing skills and expertise revitalization of the Town Center. Integrated
in spatial and data analysis to synthesize urban renewal planning with an Urban Design
complex information and inform clear, actionable Framework to inform desired improvements in the
recommendations. Prior to joining ECONorthwest, Town Center.
Becky was a Senior Planner with Angelo Planning
Group where she worked on a wide range of land Cottage Grove Housing Implementation
use and transportation planning projects, including Strategy—Cottage Grove, OR (2019). Worked
corridor revitalization plans, concept plans for with staff and an Advisory Committee to advance
developing areas, development code audits and recommendations to support housing production,
updates, and housing analyses. including property tax abatements, funding
through urban renewal, and partnerships for
development of surplus school district property.
PROJECT EXPERIENCE Analyzed potential housing development
■ Eugene River Road Corridor Plan—Eugene, OR outcomes for a key opportunity site, including
(Ongoing). Providing market and development site capacity and anticipated housing types and
feasibility analysis for a corridor plan that will price points under a range of zoning scenarios.
identify changes to land use and zoning to Provided visual examples of various housing
implement neighborhood planning efforts and types and compared expected price points to
support potential future transit investments along what would be affordable and desirable for a
the River Road corridor. Provided housing and range of illustrative example households.
retail market research; evaluated vulnerability to
displacement within the corridor; and currently Beaverton Multifamily Affordable Housing and
analyzing development potential with and without Anti-Displacement Strategy—Beaverton, OR
policy and zoning changes using MapCraft labs. (2018). While with Angelo Planning Group,
■ Bend Core Area Plan—Bend, OR (Ongoing). helped the City develop a program to support
Assisting in the preparation of an Urban preservation and development of affordable
Renewal Plan and vision for Bend's Core Area housing. Created an inventory of existing
multifamily housing, developed specific program
as part of a large, multi-disciplinary team. strategies, and presented information to staff and
The Core Area Project will create a common advisory committee members.
vision and implementation plan for advancing
52 1 ECONoi-thwest
STAFF RESUMES
LORELEI JUNTUNEN, to help the City develop a strategy for affordable
STRATEGIC ADVISOR housing preservation and production as part of
M.C.R.P. University of Oregon the Southwest Corridor Light Rail transit project.
M.P.A. University of Oregon Bend Transportation System Plan—Bend,
B.A. English and Global Studies, OR (Ongoing). Updating the City of Bend's
Pacific Lutheran University Transportation System Plan (TSP) and
Metropolitan Transportation Plan (MTP), as
Lorelei is a Partner and Project Director specializing well as planning services for land use area
in the evaluation of the intersection between public and refinement plans associated with the
investment and community development. Her recent UGB planning project, preliminary and
recent projects have identified creative approaches concept designs for various streets, and other
to investment in redevelopment and affordable transportation planning projects.
housing for local governments. Many recent projects
have focused on implementation of equitable Oregon State Housing Plan—Statewide, OR
housing outcomes, including development of the (2018). Worked with the Oregon Housing and
State of Oregon's first Statewide Housing Plan Community Services Department to develop a
and affordable housing policies for many Oregon State Housing Plan that will guide policies and
communities. Other recent projects include implementation of affordable housing programs.
developing a funding strategy for investing in major ■ Beaverton Anti-Displacement Housing Strategy—
transportation infrastructure needed to support Beaverton, OR (2018). Worked with the City and
growth in Bend, Oregon, and identifying new its funding partners as part of a multi-disciplinary
revenue tools to create a sustainable fiscal future team to create new programs that help maintain
for Columbia County, Oregon. She has also worked Beaverton's current multifamily affordable
on projects that explore options for development housing stock and encourage the creation of new
or redevelopment in a number of communities, affordable housing.
including downtown Beaverton, Oregon; Austin, is St. Helens Waterfront Redevelopment Strategy—
Texas; and downtown Boise, Idaho. St. Helens, OR (2017). Assisted the City through
all stages of planning for and implementing
PROJECT EXPERIENCE the redevelopment of a formerly-industrial
• Land Development Code Revision—Austin, TX waterfront property, including due diligence
(Ongoing). Project Advisor. With MapCraft.io and and site acquisition, market and planning
ECONorthwest, for the City of Austin, determining studies, economic impacts related to a proposed
the effect of new zoning on financial feasibility of transportation connection, and assistance
affordable housing density bonuses using market creating a redevelopment framework plan using
analysis, pro formas, and building prototypes to an EPA Brownfields Planning Grant.
help the City's Housing Department design an Creekside District Implementation and
affordable housing bonus policy. Development Strategy—Beaverton, OR (Various).
■ Beaverton Downtown Design and Development Worked with the City of Beaverton for eight
Readiness—Beaverton, OR (2019). Provided years to develop funding tools and strategies to
development feasibility analysis and position the Central City for future growth through
implementation assistance to support a the creation of the Central City Urban Renewal
downtown-wide project to fix the Development Plan, the City's Civic Plan, and Creekside District
Code, remove obstacles to development, make Master Plan, and associated implementation
sure density comes with design, and integrate steps. Guided the City through an urban renewal
thinking and actions about buildings, streets, plan process, which voters in Beaverton adopted
parks, plazas and other essential urban elements in 2011 and helped craft a master plan for the
to ensure a vibrant and livable Downtown. Creekside District, centered at the Beaverton
■ Portland SW Corridor Equitable Housing Central MAX Station at the Round.
Strategy—Portland, OR (2019). Directed
ECONorthwest's work on a multidisciplinary team
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 53
STAFF RESUMES
MATT CRAIGIE, Hood River Industrial Demand Assessment—
MARKET FEASIBILITY TASK LEAD Hood River, OR (2019). Assisted the Port of Hood
Grad Certificate in Real Estate
River with understanding the level of demand for
x industrial development within their region. The
Development, Portland State Univ project focused on demand for development on
M.A. Geography, Binghamton the Lot 1 parcel in Hood River's waterfront area.
University, SUNY ■ Clover Island Fiscal Impacts Analysis—Kennewick,
B.A. Economics, Earlham College WA(2019). For the Port of Kennewick, conducted
Matt joined ECONorthwest as a Project Manager fiscal impacts analysis of properties unlocked by
in 2016. He is a versatile manager of projects and an ongoing shoreline restoration project on Clover
excels at coordinating internal analytical efforts to Island.
support client needs, as well as facilitating client Southeast Bend Expansion Area—Bend, OR
and stakeholder discussions. He specializes in
bridging the gap between public sector goals and (Ongoing). Assisting in the preparation of an Area
private sector realities, especially as they relate Plan for the Bend UGB expansion area known as
"The Elbow." Conducting a market analysis and
in the fields of urban planning and real estate
development. Internally, Matt directs work flow and implementation planning.
provides mentorship to junior staff while frequently = Pendleton Industrial Site Market Analysis—
getting out of the office to personally assist clients Pendleton, OR (2019). Conducted analyses to
with project work. Matt enjoys traveling all across estimate the demand for speculative industrial
the beautiful Northwest to help clients from cities building development in the Pendleton area.
big and small solve complex economic challenges ■ College Place Site Analysis—College Place, WA
while embracing opportunities to improve their (2019). In partnership with PBS Engineering,
communities. ECONorthwest assisted the City of College
Place with a site-specific analysis. Matt led
PROJECT EXPERIENCE ECONorthwest's effort, which included a market
■ Cornelius Urban Renewal and Town Center Plan— analysis, a location analysis, and a competitive
Cornelius, WA (2019). The City of Cornelius won market survey.
a Metro 2040 grant to complete a town center Oregon Statewide Brownfield Tax Credit —
plan and an urban renewal plan. ECONorthwest Portland, OR (2019). Updated a statewide
is a subconsultant to 3J Consulting for the project, brownfields development feasibility analysis
and Matt is leading ECONorthwest's efforts. conducted in 2014. The updated analysis will
ECONorthwest project tasks include a market incorporate new proposed brownfields tax credit.
assessment, strategic advice during the town
center and urban renewal plans, and the creation City of John Day Economic Development
of an implementation and action plan. Strategy—John Day, OR (Ongoing). Working
■ Vancouver The Heights Subarea Plan— closely with the City Manager to develop an
Vancouver, WA(2019). With GGLO, VIA, and economic development strategy for the city of
others, ECONorthwest assisted the City of John Day, Oregon.
Vancouver with The Heights Subarea plan. Matt Cascade Locks Airport Redevelopment Study—
led ECONorthwest's portions of the project. Cascade Locks, OR (2018). Matt managed an
ECONorthwest tasks include a market analysis, airport analysis project for the Port and City
development feasibility estimates, and a of Cascade Locks and the State of Oregon.
redevelopment plan for an aging retail center. The study focuses on potential future land
■ Bremerton Community-wide Brownfields— use changes at a State-owned airport within
Bremerton, WA(Ongoing). Conducting market the community. ECONorthwest is tasked with
analyses and pre-development analysis technical analyses and facilitation of diverse
in support of brownfield redevelopment in group of stakeholders to arrive at a consensus
Bremerton, Washington. agreement on a path for future development of
the airport property.
54 1 ECONorthwest
STAFF RESUMES
OSCAR SAUCEDO-ANDRADE, Grants Pass Area Wide Brownfields Plan—Grants
PLANNER Pass, OR (Ongoing). Provide market analysis
and redevelopment strategies for an employment
M.U.R.P Portland State University subarea in the City of Grants Pass. Conduct
B.EnvD. Sustainable Planning and development feasibility analysis of industrial
Design, University of Colorado development prototypes to inform a funding and
Boulder redevelopment strategy.
Oscar joined ECONorthwest as a project Hood River Economics of Housing Market—Hood
associate in 2019. He specializes in transportation River, OR (Ongoing). Provide housing market
and land use planning, research, and policy and economic strategies to support land use and
analysis, across a variety of economic, social, policy decisions regarding housing development
and urban development projects. Prior to joining and affordability.
ECONorthwest, Oscar worked in the Transportation
Department for the City of Boulder where he ' Hood River Housing and Demographic Update—
specialized in spatial and data analysis, graphic Hood River, OR (Ongoing). Conducting housing
design, multimodal transportation planning, and market and demographic analysis to provide
community involvement. His recent work experience policy and land use recommendations for housing
includes demographic and data analysis, and need in the City of Hood River.
equitable economic development for the City
of Portland. Oscar is an active mentor with ACE PRE-ECONORTHWEST EXPERIENCE
(Architecture, Construction, Engineering) Mentor Community Support Aid, City of Portland. Assisted
Program. the Bureau of Planning and Sustainability with
planning, research, and analysis of long-rang
PROJECT EXPERIENCE planning projects that included equitable
■ Portland Southwest Corridor Area Planning— economic planning and district planning. Also
Portland, OR (Ongoing). Conducting a market assisted with demographic and housing data
study for two future station areas along the analysis for project-specific geographies with R
proposed Southwest Corridor light-rail alignment. statistical programming.
Identifying achievable rents for new multifamily . Associate Planner, City of Boulder. Assisted with
residential, retail, and office development in these planning, research, design, communication, and
station areas. delivery of transportation planning projects and
■ Erie Town Center Masterplan—Erie, CO programming of City of Boulder's Transportation
(Ongoing). Conducting market analysis and Division/GO Boulder. Projects included bike and
evaluating development feasibility for a mixed-use pedestrian planning, transit planning of the HOP
town center that includes multi-family residential, Transit Study, and multimodal transportation
mixed-use, corporate campus office, and retail planning of the East Arapahoe Transportation
development types. Developing an infrastructure Plan. Assisted in the development of reports and
funding and finance strategy for the town center. presentation materials for city council meetings,
■ Kent Industrial Valley Subarea Plan—Kent, public education campaigns, public meetings,
WA(Ongoing). Evaluating policy options and outreach.
and conducting land use analysis to provide
recommendations to revise use allowances
and development standards in the Kent Valley
Industrial District.
• Central Eastside Industrial District Transportation
Demand Management and Parking Strategy—
Portland, OR (Ongoing). Providing land use
analysis and development feasibility for a newly
created Enhanced Service District in the Central
Eastside Industrial District.
PROPOSAL WASHINGTON SQUARE REGIONAL CENTER UPDATE 55
ANGELICA TRUE, ■ Ashland Housing Implementation Strategy—
RESEARCH ANALYST Ashland, OR (2019). Analyzed market conditions
C, that influence development feasibility for
B.A. Economics/English, multifamily rental housing and tested the impact
Lewis & Clark College of development code amendments and property
tax abatement programs on development
Angelica began as a Research feasibility outcomes.
Analyst at ECONorthwest in May of 2018. She Pendleton Industrial Site Market Analysis—
provides data support for various projects in Pendleton, OR (2019). Conducted analyses to
ECONorthwest's Education and Social Policy estimate the demand for speculative industrial
practice area, as well as planning and development building development in the Pendleton area.
projects. Angelica contributes to research,
analysis, and the writing of reports and technical ■ Southeast Bend Expansion Area—Bend, OR
memorandums for projects. Her work includes (2018). Prepared an Area Plan, including market
data analysis for various educational nonprofits analysis and implementation planning for the
and organizations across the country, in addition Bend UGB expansion area.
to analysis of demographic and economic data for ■ Grants Pass Area Wide Brownfields Plan—Grants
housing needs and economic market analyses. She Pass, OR (2018). Provided market analysis and
graduated from Lewis & Clark College with a degree redevelopment strategies for an employment
in Economics and English in May of 2018. subarea of the City of Grants Pass.
■ Metro SW Corridor Equitable Development
PROJECT EXPERIENCE Strategy—Portland, OR (2019). Analyzing the
■ Eugene River Road BRT Planning—Eugene, potential community impacts resulting from the
OR (2019). Provided housing and retail market SW Corridor LRT line. Also, developing a strategy
research, analysis of development potential with for communities along the new line to overcome
and without policy and zoning changes using negative impacts and promote livability.
MapCraft labs, and evaluation of displacement ■ Tualatin EOA and HNA—Tualatin, OR (Ongoing).
risk as a result of policy changes. Developing an economic opportunities analysis
■ Port of Vancouver Public Market Assessment— and housing needs analysis for the City of
Vancouver, WA(Ongoing). Conducting analysis Tualatin.
on demographic and socioeconomic conditions ■ Keizer Housing Needs Analysis—Keizer, OR
for a public market consideration. Guidance will (2019). Worked with Keizer to develop a housing
be provided for vendor mix, operating structure, needs analysis.
and event programming for the Port. ■ Lakeview Housing Needs Analysis—Lakeview,
■ Community-wide Brownfields—Bremerton, WA OR (2019). Worked with Lakeview to develop a
(Ongoing). Conducting market analyses and pre- housing needs analysis.
development analysis in support of brownfield
Analysis—
redevelopment. • McMinnville Housing Needs Analysis—
McMinnville, OR (2019). Analyzed demographic
■ East County Economic Prosperity Initiative— and housing market trends to develop a housing
Portland, OR (2019). Performing research and needs analysis for the City of McMinnville.
preparing a report relating to economic prosperity Provided necessary support to create a buildable
and anti-displacement in East Multnomah County. lands inventory, a housing strategy, and an
■ Waterfront Amphitheater—Portland, OR updated Comprehensive Plan Housing Element.
(2019). Provided a market analysis for the early Newberg Housing Needs Analysis—Newberg,
conceptualization process of an outdoor music OR (2019). Worked with Newberg to develop a
venue at Portland's waterfront park. housing needs analysis.
■ Timbisha Hotel Market Feasibility—Furnace Creek,
CA(2019). Conducted a hotel feasibility study for
the Timbisha Shoshone Tribe.
56 1 _`__`_1R1o1-thwest
JUSTIN SHERILL, j New Mexico Oil & Gas Production—Statewide,
SPATIAL ANALYST NM (Ongoing). Providing analysis of revenues
from oil and gas permits, leasing, and drilling
M.U.R.P. Transit Planning & activities in New Mexico's Permian Basin.
Systems Science, Portland State
University (Ongoing) ■ Portland Accessory Dwelling Analysis—Portland,
B.A. Art History, OR (2019). Conducted analysis of the feasibility
of accessory dwelling units in residential
University of Oregon neighborhoods for the City of Portland's Bureau of
Justin joined ECONorthwest in 2019 as a Research Planning and Sustainability.
Analyst specializing in urban planning, public WA Recreation Trails Analysis—Statewide, WA
transportation, and demography. He supports GIS,
R programming, and data visualization needs. Prior (2019). Conducted an analysis of the economic,
to joining ECONorthwest, Justin worked at King environmental, and social benefits of recreational
County Metro, where he supported the agency's trails in Washington State.
Strategy & Performance team in tracking operational Costs of Water Declines—Salt Lake City, UT
efficiency, prioritizing transit-related capital projects, (2019). Provided a comprehensive accounting
and building interactive dashboards. Justin is a 2018 of what the potential loss of a healthy Great Salt
and 2019 scholarship recipient from the American Lake for the Great Salt Lake Advisory Council
Public Transportation Foundation and is currently (GSLAC).
enrolled in Portland State University's Master of
Urban and Regional Planning program where he
studies socioeconomic impacts of transit service.
PROJECT EXPERIENCE
■ Portland Streetcar Corridor Analysis—Portland,
OR (Ongoing). Conducting analysis of historic
housing development and job growth along the
Portland Streetcar corridor.
■ Industrial Area Planning—Kent, WA(Ongoing).
Crafting long-term economic development
strategies for industrial lands in the Kent Industrial
Valley.
• Central Eastside Parking Strategy—Portland,
OR (Ongoing). Analyzing industry change and
housing development patterns to inform parking
and transit access improvements in the Central
Eastside Industrial District.
■ Bend Core Area Investment Strategy—Bend, OR
(Ongoing). Providing GIS analysis of property
value trends to support urban renewal planning
for Bend's Core Area Investment Strategy.
• TriMet SW Corridor Planning—Portland, OR
(Ongoing). Providing TriMet with planning, urban
design, and development feasibility assistance for
the Southwest Corridor light rail project.
PROPOSAL WASHINGTON SQUARE REGIONAL CENTER UPDATE 57
STEVE FAUST,AICP PROJECT EXPERIENCE
COMMUNITY ENGAGEMENT ■ Town Center Plan, Cornelius, OR
M.S. Urban & Regional Planning, ■ Brownfields Public Involvement, Tigard, OR
Portland State University • Equitable Housing Policy Analysis and Code
B.S. Peace Studies, St.Johns Update, Oregon City, OR
University, Minnesota
■ Comprehensive Plan Vision, White Salmon, OR
As a public engagement specialist, Steve has led
dozens of public involvement processes for diverse PGE Marquam Construction Public Involvement,
audiences. He is responsible for the oversight of Portland, OR
all public involvement tasks from developing public ■ Beavercreek Road Concept Plan Implementation -
involvement plans, to designing and coordinating Zoning and Code Amendments, Oregon City, OR
implementation of public outreach activities, to ■ Coquille Indian Tribe Comprehensive Plan, OR
documenting and evaluating the effectiveness of
those efforts. ■ Cape Kiwanda Master Pian for Tourism-Related
Steve is an experienced designer of community Facilities, Tillamook County
questionnaires and manager of online tools ■ Hoquarton Waterfront Plan, Tillamook OR
designed to gather comments from people who ■ Portland Parks & Rec, Urban Forestry
prefer virtual forms of participation. He recently Commission Facilitation, Portland, OR
led an award-winning public engagement process
for the Cornelius Town Center Plan. Steve is a ' Comprehensive Plan Update, North Plains, OR
member of the Oregon Citizen Involvement Advisory ■ Comprehensive Plan Update Facilitation, City of
Committee and was chair from 2015-2019. He Portland
is a Public Involvement Provider for the Oregon ■ Comprehensive Plan Update, Lake Oswego, OR
department of Justice Alternative Dispute Resolution
■ Comprehensive Plan Vision, Camas, WA
program.
■ Metro Regional Infrastructure Analysis, Portland,
OR
■ Comprehensive Plan Update and Vision,
Stevenson, WA
■ Clackamas County Fairgrounds Master Plan,
Tigard, OR
■ Washington County Fair Complex Master Plan,
Washington County, OR
■ Lincoln County, Commons & Exhibit Hall Master
Plan, Newport, OR
58 ECONorthwest
STAFF RESUMES
- ANAIS MATHEZ, AICP PROJECT EXPERIENCE
COMMUNITY ENGAGEMENT Cornelius Town Center and Urban Renewal Plan;
1 M.U.R.P. Portland State University Cornelius, OR
B.S. Geography and Environment, Sherwood 2040 Vision; Sherwood, OR
McGill University Sherwood 2040 Comprehensive Plan; Sherwood,
Ana'is works in various capacities as OR
a project manager, facilitator, community outreach ■ Sherwood West Preliminary Concept Plan;
organizer, and report writer. She helps prepare for Sherwood, OR
and conduct public meetings, outreach activities
and communications that engage a variety of Redmond Neighborhood Revitalization Plan;
stakeholders for communities across the state. She Redmond, OR
has facilitated meetings ranging from small focus ■ Redmond Vision and Comprehensive Plan;
groups and to large public meetings. She excels at Redmond, OR
preparing presentations and narrating stories, using . Department of Land Conservation and
imagery and simple language to communicate
complex ideas. Development Oregon Housing Needs Planning
Projects, Code Audits and Code Updates; OR
I
■ Milwaukie Community Vision and Action Plan;
Milwaukie, OR
A Coos Head Area Master Plan, Confederated
Tribes of the Coos, Lower Umpqua and Siuslaw
Indians; Coos Head, OR
■ Lincoln County Commons & Exhibit Hall Master
Plan; Lincoln City, OR
■ Tillamook County Fairgrounds Strategic Plan;
Tillamook, OR
■ Cape Kiwanda Master Plan for Tourism-Related
Facilities; Pacific City, OR
■ Coquille Indian Tribe Comprehensive Plan; Coos
County, OR
■ Hoquarton Waterfront Plan; Tillamook, OR
■ Villages at Cascade Head Preliminary Master
Plan; Lincoln City, OR
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 59
BRIAN FEENEY, PE PROJECT EXPERIENCE
CIVIL ENGINEERING ■ Cornelius Town Center Plan; Cornelius, OR
B.S. Civil Engineering, Portland ■ Amity Downtown Revitalization Phase 1 & 2; Amity,
State University OR
■ City of Hillsboro, City Hall; Hillsboro, OR
Brian has 21 years of civil ■ Department of Human Services Office Building,
engineering experience, including oversight Beaverton, OR
of public works projects for the Cities of Amity,
Beaverton, Independence, West Linn and Oregon ■ City of Portland, Police Bureau Training Facility,
City, Washington County, Portland Bureau of Portland, OR
Transportation, and Portland Parks & Recreation. ■ Independence Civic Center; Independence, OR
His diligence and commitment to thorough, . Cornell Oaks Office Building; Beaverton, OR
accurate designs have contributed to the success
of important community projects such as parks, ■ Bechtel Warehouse/Office Feasibility Study;
sidewalks, infrastructure and civic buildings. Richland, WA
Brian is a resident of Tigard and has served on the ■ City of Hillsboro, City Hall, Hillsboro, OR
Tigard Planning Commission for the past 7 years, ■ Hillsboro School District—Transportation and
currently as President. He has valuable insight and a Support Services Facility; Hillsboro, OR
personal passion for playing a part in the successful
growth of the City. ■ Morning Star Senior Housing Developments;
Beaverton & Happy Valley, OR
■ THPRD Service Yard/Portland Timbers Practice
Facility, Beaverton, OR
■ 7th St. Commercial; Oregon City, OR
■ New Seasons Market(N Williams); Portland, OR
■ Dania Furniture Upgrades; Beaverton, OR
■ City of Beaverton, On-Call Engineering Plan
Review, Beaverton, OR
60 1 ECONorthwest
STAFF RESUMES
MARTIN GLASTRA VAN LOON, PROJECT EXPERIENCE
SENIOR URBAN DESIGNER ■ Downtown Design Project & Development Code
Spatial Planning and Urban Beaverton, OR
Development, ■ Town Center & Urban Renewal Plan Cornelius, OR
Hogeschool Utrecht, The ■ Beaverton Central Site Opportunity Study
Netherlands Beaverton, OR
Building Technology, Christelijke - Downtown Framework & Multi-Modal Streetscape
Middelbare Technische School, The Plan Santa Maria, CA
Netherlands
Martin has been practicing urban design and - EWEB Downtown Riverfront Master Plan Eugene,
town planning nationally and internationally OR
since 1992. Educated and trained in Dutch and ■ Sherwood West Preliminary Concept Plan
European urbanism, he applies his expertise to Sherwood, OR
a variety of projects encompassing the ranging ■ Private TOD Master Plan & Feasibility Study
scales of regions, cities, towns, downtowns, and Beaverton, OR
neighborhoods. Committed to community-based . Portland Avenue Revitalization Project Gladstone,
placemaking, he has a strong theoretical interest OR
and practical expertise in complex urban projects
that integrate mixed-use, pedestrian-friendly, and ■ Stanford University Campus Land Analysis
transit-oriented design components, A common Stanford, CA
foundation of his work is a public realm design that
informs and impacts the morphology of the city.
Martin has the proven ability to take on complex
projects in a wide-variety of contexts, and to
synthesize clear and inspiring design solutions
that are enthusiastically endorsed by clients and
stakeholders. Recently, Martin's work has focused
on the redevelopment of downtowns and the
transformation of suburban areas into more walkable
and vibrant places.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 61
STAFF RESUMES
ERIN REOME PROJECT EXPERIENCE
_ URBAN DESIGNER & PLANNER ■ Downtown Design Project& Development Code
B.A. English Literature, University Beaverton, OR
is r of Utah ■ Town Center and Urban Renewal Plan Cornelius,
.� M.U.R.P. Portland State University OR
Erin is an Urban Designer & Planner ■ Beaverton Central Site Opportunity Study
who thrives on the intersection between land use, Beaverton, OR
transportation, and open space planning. Since ■ Downtown Framework & Multi-Modal Streetscape
2005, Erin has worked on projects in the built Plan Santa Maria, CA
environment at a variety of scales: small tenant
improvements, large campus master planning, • Park Avenue Community Development& Design
neighborhood plans, regional and district plans, Standards Clackamas, OR
transportation systems, and corridor plans, just to ■ Bonneville Power Administration Ross Complex
name a few. Strategic Framework Guide (Portland, OR
Erin's strength is her ability to synthesize information ■ Waterfront Gateway Visioning Concepts
across many different scales, from the level of the Vancouver, WA
individual building or street, to the regional and . Columbia Basin Communities Workshop
district planning level. The opportunity to create Facilitation Portland, OR
more livable, healthy, and conscientious places, no
matter the scale, is what she finds inspiring about ■ Stanford University Campus Land Analysis
urban design and planning; over the years, Erin's Stanford, CA
discovered her background in the green building . Quigley Canyon Community Master Plan Hailey,
field to be an invaluable resource in her planning ID
work.
■ Charleston Corridor Street Improvements
In addition to planning and design, Erin is a skilled Mountain View, CA
project manager who's able to facilitate a highly
collaborative and customized process while • Google North Bayshore Framework Plan & Urban
exceeding schedule, deliverable, and budget goals. Design Criteria Mountain View, CA
Erin currently manages ECONorthwest and other ■ Google's South Green Loop (Pedestrian/Bicycle
multi-disciplinary consultants for her ongoing work Pathway) Schematic Design Mountain View, CA
with the City of Beaverton to implement design ■ West Sacramento Bridge District Plan West
strategies focused on improving the City's overall Sacramento, CA
connectivity and redirect the citizens focus to adopt
the "park once and walk" model.
62 1 ECONorthwest
STAFF
SAGAR ONTA, PE PROJECT EXPERIENCE
SENIOR ENGINEERING DIRECTOR ' Jackson County Transportation System Plan,
M.S Civil Engineering, Jackson County, OR. Sagar managed and
Transportation, Purdue University prepared the Transportation System Plan for
B.S. Civil Engineering, Thammasat Jackson County, OR, a rural county located north
University of Bend, prior to joining Toole Design. The project
evaluated the 20-year transportation needs of the
Sagar has professional experience in traffic county and prepared list of planning, operation
operations, transportation engineering, and planning. and safety projects to accommodate the
He is also a licensed Professional Traffic Operations anticipated growth Sagar organized workshops
Engineer with an in-depth understanding of traffic to educate the publicabout the project and
signals, roadway geometry, and traffic simulations. presented his findings to the Technical Advisory
He has worked on numerous traffic operational Committee comprised of state, county and local
studies, signal timing plans, traffic impact studies, officials. The project utilized EMME/2 model data,
parking studies, roundabout design and operation the Highway Capacity Manual (HCM)operational
plans, and long-range transportation system analysis, American Association for State Highway
plans throughout his career. Sagar's approach Transportation Officials' (AASHTO) design
to traffic engineering is holistic, considering the guidelines, and GIS data to prepare the final
characteristics of all types of people and modes. report.
■ Reconstruction of Kennedy Street Il, Washington,
DC. Sagar is currently managing the traffic
analysis and signal design to ensure that all
pedestrian, bicycle, and transit users are
safely accommodated at the intersection. He
is developing two design alternatives and
conducting traffic analysis to ensure that future
alignment operates adequately. The project
involves upgrading traffic signals and street lights
along the corridor.
■ Denver Moves Downtown, Denver, CO. Sagar is
Toole Design's project manager for the multimodal
transportation plan for downtown Denver. The
project is using a data-driven approach to
develop innovative mobility solutions. Toole
Design's role is to analyze existing conditions
and develop alternatives to enhance the walking,
bicycling, and overall traffic safety environment
downtown.
PROPOSAL WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 63
STAFF RESUMES
ROB BURCHFIELD, PE PROJECT EXPERIENCE
SENIOR ENGINEER Beaverton Downtown Design and Development
M.S. Civil Engineering, Oregon Readiness, Beaverton, OR. Rob is assisting
State University the City of Beaverton with recommendations for
improved mobility and street design to encourage
6B.S. Civil Engineering Oregon State downtown redevelopment. Rob is providing
University recommendations to support the development
Rob is the engineering discipline lead for Toole of new street types for the downtown and a
Design's west coast offices and brings three "green loop" that will serve as a central feature for
decades of experience as a municipal traffic downtown mobility.
engineer including 16 years as the Portland City Road Safety Audits;Oregon State University
Traffic Engineer. Rob's career with the City helped Technical Assistance, Corvallis, OR. Rob
establish Portland as one of the most bicycle participates on a road safety audit team to
friendly and multimodal cities in North America. Rob review traffic controls in cities and counties
has extensive experience in bikeway design and throughout Oregon as a part of an ongoing traffic
implementation. safety program.The team meets with local road
Rob has implemented numerous bike boulevards authorities, performs field reviews, and develops
and traffic-calmed streets. He helped conceive and summary reports with recommendations. As a
lead the development the NACTO Urban Bikeway member of the OSU road safety audit team, Rob
Design Guide, and is a certified NACTO trainer. has participated in audits for over a dozen cities
He routinely conducts trainings and workshops for and counties throughout Oregon, including both
transportation professionals around the country rural and urban areas.
■ Broadway Corridor Development Plan, Portland,
OR. Toole Design is the transportation planning
lead for a consultant team charged with
creating a redevelopment plan for a 32-acre
project study area in the heart of downtown
Portland. The Broadway Corridor project is a
once-in-a-generation unique, diverse, vibrant,
sustainable, mixed-use, dense urban district
seamlessly integrated with a regional multi-modal
transportation hub. Rob is assisting the team
with the assessment of site conditions, traffic
analysis, freight circulation and access, parking
requirements, and site design elements that will
serve pedestrians and bicycles.
• City of Alameda On-Call Services for Complete
Streets and Vision Zero,Alameda, CA. Rob is
the project manager for this on-call contract to
provide analysis and design assistance to the
City of Alameda. Task orders include: peer review
and design assistance for design of the Cross
Alameda Trail, evaluation of trail crossing design
options and traffic controls for a new trail crossing,
and evaluation of bike boxes as a traffic safety
counter-measure at five intersection locations.
64 orthwest
GWEN SHAW, EIT PROJECT EXPERIENCE
ENGINEER Portland Lloyd Center Parking Study, Portland,
B.S. Civil Engineering, Portland OR. Gwen led Toole Design staff in the review
of existzing and future parking demands for the
State University Lloyd Center Shopping Center in Portland, OR.
As the retail industry shifts towards online sales;
Gwen is an engineer with experience existing shopping centers are being forced to
in both the public and private sector thinking re-think how best to serve the community around
about and designing for people. Gwen's projects them. Gwen coordinated two occupancy studies
focus on multimodal transportation environments, to gain a sense of the existing demand for the site.
alternatives analysis, public outreach, and geometric Using published parking rates from ITE and ULI,
design of pedestrian and bicycle infrastructure. the team determined demand for land uses being
Gwen has developed conceptual cross- sections removed or added to the site and evaluated how
and plan views for corridors and intersections on parking may be utilized in the future and how that
multiple projects. She also has experience with demand can be managed.
signal design, parking management, and a vast ■ Transportation Impact Studies/Analyses, Oregon
number of transportation impact studies of various and Southern Washington. Gwen has experience
scales. Additionally, she brings background in conducting transportation impact studies for
planning, designing, and implementing temporary various types of projects in multiple jurisdictions
demonstration projects for alternative uses of the around Oregon and Southern Washington. These
public space studies all include trip generation, capacity
analysis, and multimodal considerations. Gwen
has worked with new and recurring clients to
ensure that both the applicant and jurisdiction
receive a comprehensive analysis that considers
all users of the transportation system.
■ OHSU Campus Gateway, Portland, OR. Gwen
is serving as the traffic engineer on the project
team to evaluate potential changes to the
existing OHSU visitor and patient entrance.
Using Synchro and SimTraffic modeling software,
existing conditions and future alternatives have
been evaluated. Gwen and the project team are
working with a large numer of policy and zoning
unknowns, and the project has so far been trying
to get ahead of those so that OHSU has options
going forward and feels confident they have
chosen the most efficient and safest design.
■ Northwest in Motion, Portland, OR. Gwen is
part of the Toole Design Team working on the
Northwest in Motion plan for the City of Portland.
Gwen is working specifically on the assessment of
existing and proposed Neighborhood Greenways
for the area. She has conducted a review of
existing infrastructure, speeds, and volumes to
determine where potential treatments may be
implemented. This assessment will be combined
with public input and other layers of review to
develop an ultimate project list to improve safety
for the NW Portland neighborhood.
PROPOSAL-WASHINGTON SQUARE REGIONAL CENTER UPDATE 1 65
SARA SCHOOLEY PROJECT EXPERIENCE
PROJECT PLANNER City of Portland Safe Routes to School Project
B.S. Engineering, Michigan Planning, Portland, OR. Sara is working with
Technological University City of Portland staff to guide them in creating
M.C.R.P. University of Oregon a routing methodology for determining what
their Safe Routes should be for every grade
school in the City. These routes will, in turn, help
identify what infrastructure projects could be
Sara has a unique professional background that completed to enhance safety along well-used
has successfully integrated health, equity, and and/or the shortest routes for students walking
creative community engagement into transportation to school. She assists the Project Manager in
planning efforts that serve diverse populations. Sara client communications, GIS analysis, and project
previously was the lead author and community prioritization and understanding.
engagement manager for the City of Portland's Safe • Orange County Safe Routes to School, Orange
Routes to School Policy, which has been a national County, CA. Sara is the lead designer of the
example for using quantitative and qualitative OC SR2S Walk Audit Toolkit. She created a
measures to prioritize projects and programs using set of materials, including meeting agendas,
an equity lens. She also served as Portland's questionnaires, and report templates, that are
Pedestrian Coordinator, serving as the City's "front unique to Orange County, and that can be easily
door" for any concern, project, or discussion about used by schools and their SR2S Champions to
the City's pedestrian network or compliance with evaluate the walkability of their school environment.
the Americans with Disabilities Act. Sara is a skilled . Streets 2035, Portland, OR. Sara is the lead
communicator and public involvement professional, facilitator and public involvement coordinator
having used her collaboration expertise to lead creating a structured process for multiple bureau's
and successfully create formalized processes for to determine what goes in the right-of-way (ROW).
contentious issues that meet policy goals while She led multi-bureau focus groups and also
addressing community needs and concerns. She designed a method to review, catalogue, and
specializes in public outreach, project prioritization, understand how current plans and policies impact
and incorporating health and racial equity into use of the ROW. Sara's creative engagement
conversations and projects. strategies— pre-meeting quizzes, post meeting
surveys, and stakeholder committee mini-
meetings, have kept the stakeholders engaged
and excited about the project.
• Northwest in Motion, Portland, OR. Sara served
as Toole Design's project manager for this
multimodal area plan in Portland's densest
neighborhood. Sara was integral to the public
engagement aspects of this work-and skillfully
facilitated engagement with project stakeholders
and an advisory committee. She also led a street
classification analysis and identified a prioritized
project list that addressed barriers in the
neighborhood that impede walking, biking, and
taking transit. Sara used a technical assessment,
public outreach, and a review of adopted city
plans to assist her work.
66 ECONorthwest
' - - -
Included in final contract documents.