HomeMy WebLinkAboutTCAC_Packet_20260513
City of Tigard | 13125 SW Hall Blvd., Tigard, OR 97223 | 503-639-4171 | www.tigard-or.gov | Page 1 of 2
City of Tigard
Town Center Advisory Commission Agenda
THE TOWN CENTER ADVISORY COMMISSION ADVISES THE TOWN CENTER DEVELOPMENT AGENCY
ON MATTERS PERTAINING TO URBAN RENEWAL PLAN IMPLEMENTATION AND TAX INCREMENT
FUND ALLOCATIONS.
MEETING DATE/TIME: May 13, 2026 — 6:00 PM
HYBRID MEETING INFORMATION:
In-person: Tigard Town Hall, 13125 SW Hall Blvd. or
MS Teams: https://www.tigard-or.gov/home/showpublisheddocument/1949/637770827974830260
6:00 PM 1. Call to Order
Chair will call the meeting to order
6:02 PM 2. Consider Minutes and Roll Call : April 8. 2026
6:05 PM 3. Call for Non-Agenda Items
6:06 PM 4. Public Comment
6:10 PM 5. Staff Liaison Update
Redevelopment Mgr. Farrelly will provide updates of interest
6:15 PM 6. Briefing on Transient Lodging Tax
Economic Development Mgr. Hauther will provide a briefing on the Transient Lodging Tax
6:30 PM 7. Economic Development Strategic Plan Briefing and TCAC Strategic Plan Discussion
Ec. Dev. Mgr. Hauther will provide a briefing on the recently adopted citywide
Economic Development Strategic Plan. Following that the Chair and Redev. Mgr.
Farrelly will lead a discussion on how the plan can inform the TCAC’s revised strategic plan.
7:10 PM 8. Letters of Support (Action Item)
Consider Approval of two letters of support: 1) Opportunity Zone nomination
2) Safe Streets and Roads for All Grant
7:15 PM 9. Project Updates
Redev. Mgr. Farrelly and Project Mgr. Cador will provide project updates including
business recruitment.
7:30 PM 10. New Standard By-Laws Q&A
Redev. Mgr. Farrelly will go over Council adopted standard bylaws and answer questions.
7:40 PM 11. Review Upcoming Meeting Schedule
7:50 PM 12. Liaison Reports
Commissioner liaisons report on activities
7:55 PM 13. Non-Agenda Items
8:00 PM 14. Call to Adjourn
1
TOWN CENTER ADVISORY COMMISSION AGENDA
City of Tigard | 13125 SW Hall Blvd., Tigard, OR 97223 | 503-639-4171 | www.tigard-or.gov | Page 2 of 2
*EXECUTIVE SESSION: The Town Center Advisory Commission may go into Executive Session to discuss real property
transaction negotiations under ORS 192.660(2) (e). All discussions are confidential and those present may disclose nothing from the
Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not
disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final
decision. Executive Sessions are closed to the public.
Upcoming meetings of note:
Mon,. May 18, 6:00 p.m. TCDA Budget Meeting
Wed., June 10, 6:00 p.m., Field Trip to Family Promise
followed by Regular TCAC Meeting
Related websites and information:
Tigard TIF Districts
Tigard Construction Updates
The City of Tigard tries to make all reasonable modifications to ensure that people with disabilities have an equal
opportunity to participate equally in all city meetings.
Upon request, the city will do its best to arrange for the following services/equipment:
• Assistive listening devices.
• Qualified sign language interpreters.
• Qualified bilingual interpreters.
Because the city may need to hire outside service providers or arrange for specialized equipment, those requesting
services/equipment should do so as far in advance as possible, but no later than 3 city work days prior to the meeting.
To make a request, call 503-718-2481 (voice) or 503-684-2772 (TDD- Telecommunications Devices for the Deaf).
2
Page 1 of 2
CITY OF TIGARD
TOWN CENTER ADVISORY COMMISSION
Meeting Minutes
April 8, 2026
Members Present: Ben Coli, Sarah Ericksen, John Goodhouse, Patty Lofgren, Chris Sjolin, Bob
Tomasovic (Vice Chair), and Gabe Velasquez (Chair).
Members Absent: JoJo Keating, Michele Powers, and Sarah Serata.
Staff Present: Redevelopment Project Manager Sean Farrelly, Project Manager Windol Cador, and Sr.
Administrative Specialist Joe Patton.
Others Present: TCAC Council Liaison Councilor Jeanette Shaw.
1. CALL TO ORDER
Chair Velasquez called the meeting to order at 6:00 pm. The meeting was held in Town Hall with a hybrid
MS Teams option.
2. CONSIDER MINUTES
The March 11, 2026, TCAC Minutes were unanimously approved.
3. CALL FOR NON-AGENDA ITEMS – N/A
4. PUBLIC COMMENT – N/A
5. STAFF LIAISON UPDATE
Sean shared the Mayor’s State of the City event is on Monday, April 13, at 6 p.m. and that the Business
Spotlight Program now accepts community nominations as well.
6. Q1 TCAC STRATEGIC PLAN REPORT CARD
Sean briefly reviewed the Goal Updates included with the agenda.
7. TIF DISTRICT DEMOGRAPHIC REPORTS
Sean briefly highlighted key demographics from the Greater Portland, Inc. (GPI) report included in the
agenda. It included reports on both individual TIF Districts as well as a combined analysis. He will ask if
they can provide a rent analysis. Commissioners expressed interest in inviting a GPI representative to a
future meeting to present the rental analysis and answer questions they may have.
8. PARKS FUNDING
Sean stated the Parks Manager was going to attend the meeting to discuss this topic but the Council
meeting to discuss it was rescheduled to April 21. The increased costs of maintaining parks could impact
the new park plans in the Triangle. There is also interest from PRAB in collaborating on strategies for
parks funding. The topic will be discussed at a future meeting.
3
TOWN CENTER ADVISORY COMMISSION
April 8, 2026
Page 2 of 2
9. TCDA BUDGET
Sean presented the updated budget with minor changes from the draft budget presented last month. In
response to a question about trail lighting, he noted that the requirements for equipment installation and
restrictions on construction on sensitive lands have increased costs for the project. The Wayfinding project
will start installation in FY27 due to required additional engineering work for placement on ODOT
facilities. The TCDA Budget Committee will review the budget on May 18.
10. CINEMAS SITE RFQ
Sean noted a Request For Qualifications (RFQ) will be released for the site seeking a development team
interested in building a project on 2.5 to 3 acres of the site. The lack of infrastructure will be an issue to
resolve. Stakeholders, including TCAC Commissioners, will participate in the process. He noted the
process could take more than a year.
11. PROJECT UPDATES
Sean briefly reviewed the updates included with the agenda. He highlighted the Opportunity Zone in the
Triangle and Downtown TIF Districts is due for renewal. There are new requirements and an application
will be submitted to the state, for ultimate approval by the US Department of the Treasury.
12. LIAISON REPORTS – N/A
13. NON-AGENDA ITEMS
A. Sean noted the new proposed bylaws would limit the number of members to nine and eliminate
the alternate and Ex Officio positions.
14. DISCUSSION OF FUTURE TCAC AGENDAS/PROCESSES
A. Gabe asked Commissioners what topics they would like to discuss st future meetings. Chris suggested
the Economic Development priorities. Sean stated it is scheduled for the May meeting. He also noted a
short Family Promise tour can take place before the June 10 meeting followed by a short business meeting.
John suggested having time during each meeting to discuss possible recommendations to Council on areas
in the purview of the TCAC and suggested asking Council what the areas of focus should be. Councilor
Shaw noted for her and Councilor Schlack more input on Economic Development is key and there is
opportunity to define additional roles upcoming with the revision of the bylaws and other guiding
documents. Gabe requested an update on large vacancies in the districts. Windol will update them on the
former Rite Aid and Joann Fabrics buildings vacancies.
15. ADJOURN BUSINESS MEETING
The meeting adjourned at 8:00 pm.
Joe Patton, TCAC Meeting Secretary
Gabe Velasquez, Chair
4
Economic Development Three-Year
Strategic Plan
City of Tigard
Prepared for: City of Tigard
March 2026
ECOnorthwest
920 SW 6th Ave • Suite 1400 • Portland, OR 97204 • 503-222-6060
Agenda Item 7 5
Tigard Economic Development Three-Year Strategic Plan 1
Acknowledgments
Tigard City Council:
Yi-Kang Hu, Mayor
Maureen Wolf, Council President
Jake Schlack, Councilor - Economic Development Council Liaison
Jeanette Shaw, Councilor - Economic Development Council Liaison
Tom Anderson, Councilor
Faraz Ghoddusi, Councilor
Heather Robbins, Councilor
City Staff and Community Partners:
Danelle Hauther, Economic Development Manager
Sambo Kirkman, Community Development Director
Emily Tritsch, Interim City Manager
James McDonald, Chief of Police, Acting Deputy City Manager
Shelby Rihala, City Attorney
Eric Kang, Finance Director
Nicole Hendrix, Assistant to City Manager
Sean Farrelly, Redevelopment Manager
Kimberlee Ables, Communications Manager
Brittany Gada, Senior Planner, Community Development
Windol Cador, Redevelopment Project Manager
Amber Gomez, Associate Planner, Community Development
Tina Escalera, Economic Development Specialist
Adrienne Chaille, Washington County Economic Development
Megan De Salvo, Tigard Chamber of Commerce
Kyle Knepper, Tigard Downtown Alliance
Project Consultant:
ECOnorthwest
Matt Craigie, Project Director
Cadence Petros, Project Director
Tamar Farchy, Project Manager
Oscar Saucedo-Andrade, Project Manager
Mia Oscarsson, Research Analyst
6
Tigard Economic Development Three-Year Strategic Plan 2
Table of Contents
1. About the Strategic Plan ..................................................... 3
2. Engagement Findings .......................................................... 4
3. Environmental Scan .......................................................... 11
4. Economic Development Strategic Framework ..................... 15
About the Strategic Framework ............................................................................ 15
Vision................................................................................................................. 15
Mission .............................................................................................................. 15
Strategic Pillars .................................................................................................. 16
Guiding Values .................................................................................................... 17
Tigard Economic Development Framework ............................................................ 18
5. Implementation Plan ........................................................ 19
Appendix A: Market Scan Slides ............................................... 29
Appendix B: Engagement List ................................................... 33
7
Tigard Economic Development Three-Year Strategic Plan 3
1. About the Strategic Plan
Meeting the Current Moment
The 2026-2029 (FY27-30) Economic Development Strategic Plan represents the city’s
commitment to near-term, lasting improvements to Tigard’s economic and business
ecosystem. This plan reflects the needs and priorities brought to light by Tigard’s diverse
communities, businesses, and workers. Unlike Tigard’s general 2020-2025 Strategic Plan,
which had long-term horizons ranging from five to twenty years, this plan focuses on the
next three years to make sure that strategies are realistic, actionable, and achievable. The
next three years are instrumental for making progress towards Tigard’s updated economic
development vision:
Strategic Plan Overview
Throughout the development of this strategic plan, the city consulted with local businesses,
community organizations, regional partners, and community members on their needs and
which services they’d like to see from the city. In addition, the city evaluated Tigard’s
current economic strengths, weaknesses, opportunities, and challenges to guide the
direction of the strategic plan. These findings directly translate to the strategic framework of
this plan, which includes Tigard’s economic development vision, mission, strategic pillars,
and guiding values.
The implementation plan outlines the specific actions the city will undertake under each
strategic pillar to make the strategic plan a reality. The implementation plan focuses on
what is achievable within the three-year timeline and identifies year one priorities that will
be built upon in each year’s annual work plan. The implementation plan also includes
indicators to measure impact and progress under each strategic pillar, which may be refined
as the plan is implemented and priority actions are identified each year.
ECONOMIC DEVELOPMENT VISION STATEMENT
We envision Tigard as a vibrant community known for its economic
strengths and quality of place, where strong partnerships and responsive
services enable thriving businesses, meaningful career paths, and a
resilient economy with enduring opportunities for all.
8
Tigard Economic Development Three-Year Strategic Plan 4
2. Engagement Findings
Development of the three-year strategic plan involved extensive engagement with
stakeholders contributing to economic development in Tigard, including small business
owners, large employers, community partners, and city officials. Engaged parties had the
opportunity to provide their perspectives and guide strategic plan development. The city
conducted focus groups, interviews, and an online survey for businesses with an active
Tigard business license with the purpose of understanding the city’s current economic
landscape. The engagement identified business needs, historically how the city’s programs
have addressed those needs, and what the city can do to refine its role in the economic
development ecosystem, providing services where gaps exist and capacity is aligned.
Focus Groups Summary
The city conducted three individual interviews and six focus groups, two of which were in-
person and four of which were virtual. The in-person focus groups consisted of
Community organizations and
Small to medium-sized businesses.
The four virtual focus groups consisted of:
Property owners and large employers,
Workforce, education, and finance organizations,
Regional partners, and
Miscellaneous/alternate time for anyone who could not join their category group.
The focus groups and interviews combined engaged a total of 27 individuals. Across focus
groups and interviews, participants described Tigard as a city with a strong small business
base and a generally positive reputation among employers. However, participants also cited
growing economic and workforce pressures. Conversations highlighted rising costs and
workforce instability as shared challenges, alongside opportunities for Tigard to strengthen
its role as a connector and coordinator.
Perceptions of Tigard’s Business Environment
While some participants described Oregon’s broader business environment as cautious or
growth-averse, Tigard’s reputation among large employers was largely positive. One
employer described Tigard as “a responsive city for businesses,” noting appreciation for the
city’s permit tracking and access to staff during development. However, participants
expressed concern that potential changes to Oregon’s tax-free status could undermine
regional collaboration and increase competition. In this context, Tigard’s ability to offer
9
Tigard Economic Development Three-Year Strategic Plan 5
certainty, responsiveness, and efficient processes will be increasingly important for retaining
and attracting investment.
Small Business Awareness and Growth Infrastructure
Small business owners emphasized time constraints and limited awareness of existing city
programs. One participant noted that they lacked capacity to navigate complex processes or
attend city workshops. Instead, many relied on established third-party networks – such as
the Tigard Chamber of Commerce, Beaverton Chamber, Washington County Chamber, and
the Women to Women Networking group – for up-to-date information and relevant resources.
Focus group participants suggested Tigard could strengthen its role by promoting local
success stories that spotlight small business and improving communication channels
between local businesses. The need for business growth infrastructure arose as a recurring
theme, particularly around space and equipment. With the number of new businesses
revolving each month in Tigard, one regional partner noted the strength of Tigard’s “micro-
enterprise investments” and “small businesses, entrepreneurial ecosystem,” but emphasized
how access to grants could help small businesses expand beyond their initial startup phase.
Regional Collaboration
Several participants emphasized regional collaboration is critical. Stakeholders referenced
the “rapidly new development on the left side of Tigard” as an opportunity to plan
comprehensively for residential health, recreation, and amenities. Tigard was encouraged to
build stronger relationships with hotels that drive tourism into the city. The Westside
Economic Alliance (WEA) underscored the importance of maintaining a strong, coordinated
presence among westside cities and employers to attract investment and plan regionally.
One regional partner noted that “the nature of chambers tends to be member and small
business driven…it’s really important Tigard has a strong relationship with big box operators
and hotels.” Participants also suggested Tigard explore workforce development partnerships
with organizations like WorkSystems, such as Hillsboro’s customized incumbent worker
training, to better align local workforce with employer demand.
Workforce Conditions, Economic Pressures, and Training
Opportunities
Stakeholders across all focus groups described a challenging labor market shaped by layoffs
at large employers like Intel and Wells Fargo, alongside persistent inflationary pressures on
food, insurance, and borrowing costs. Community organizations note that during economic
downturns, enrollment in workforce programs such as Portland Youth Builders consistently
rises and highlighted the importance of layoff transition services provided by partners like
WorkSystems. Local institutions like George Fox University’s Portland Center expressed
interest in activating their facilities beyond evening graduate programs to support local
workforce and community use. Focus group participants saw potential for Tigard to partner
10
Tigard Economic Development Three-Year Strategic Plan 6
with educational institutions to expand training, leadership, and ESOL programs that
address identified gaps in the workforce.
For some large employers, workforce strategies involve relocating workers with the desired
expertise from outside of the state. On the other hand, major retail tends to maintain a local
workforce with Washington Square employing “anywhere between 1,200 and 2,000 store
employees on a given day.” The City of Beaverton was highlighted as a model for integrating
economic and workforce strategies – such as incentivizing local breweries and traded-sector
businesses – to strengthen both economic development and quality of life. One participant
noted how Beaverton “looked at [their] local sector businesses strategically to incentivize
[their] traded sector businesses.” Tigard could learn from similar approaches to align
business vitality with livability goals.
There was also acknowledgement of fear among immigrant residents and business owners
related to Federal policies and identification risks, which could discourage participation in
city programs and local opportunities.
City Capacity and Role
Interviews highlighted both the city’s limited staffing and the need for strategic
partnerships—like with Washington Square—to achieve greater impact. Focus group
participants consistently framed Tigard’s economic role as a connector and convener,
suggesting the city could cultivate more relationships with businesses and organizations to
understand their need.
A recurring recommendation for Tigard to clarify and communicate its strategic direction to
partners and track business engagement was stated. As one regional partner framed it, “Can
you bring a customer service approach to your development process?” Similarly, another
participant said the city should make sure it can keep track of when it refers businesses to
technical assistance providers. This makes it easier to follow-up and ask how it went. The
mindset of follow-through and responsiveness was seen as key to effective business support.
Business Survey Analysis
The business survey received 102 responses fielded from October 15 to December 23,
2025. Most responses were collected through Tigard’s business license email list.
Survey responses reinforced themes raised in focus groups and interviews, particularly
around moderate business confidence paired with both strengths and gaps related to city
support. Around 42 percent of survey respondents felt their business was doing slightly
better or much better now compared to last year and many noted Tigard’s strong
collaboration among businesses and support from the city and chamber. However,
respondents also expressed wanting to see consistent engagement with small and diverse
business owners as well as streamlined city processes for permits or licensing.
11
Tigard Economic Development Three-Year Strategic Plan 7
Businesses most often turn to peer networks and professional associations for support
rather than city resources. Nearly half of respondents (45 percent) reported relying on other
business owners, and 39 percent turned to professional or trade associations. In
comparison, substantially fewer participants consulted the City of Tigard website (17
percent) or city staff (12 percent). A lack of awareness emerged as the primary barrier to
program participation, with approximately 60 percent of participants indicating they were
not aware of city programs (Exhibit 1).
Exhibit 1. Barriers to Accessing Tigard Business Programs
Source: City of Tigard Business Survey
Survey results further indicate low utilization of the city’s business support programs, with
75 percent of respondents reporting they have not used any City of Tigard business support
program, service, or incentive. Among those that had engaged with city resources, the most
commonly used were market or event vendors (11 percent) and “other” programs (10
percent). Write-in responses for “other” programs include COVID loan program and business
license renewals. Training and funding-related programs saw limited participation, while
several programs saw zero participation (Exhibit 2).
12
Tigard Economic Development Three-Year Strategic Plan 8
Exhibit 2. Tigard Business Programs Participation
Source: City of Tigard Business Survey
Note: Respondents could select all that apply.
When asked what types of support would be most beneficial, participants most frequently
identified marketing and promotion opportunities (51 percent) and programming around
access to capital (45 percent). Additional write-in responses for “other” include fee
reductions, waivers, streamlined permitting, grants, and facilitating events for vendors
(Exhibit 3).
13
Tigard Economic Development Three-Year Strategic Plan 9
Exhibit 3. Ranking of Beneficial Tigard Business Programs
Source: City of Tigard Business Survey
Note: Respondents could select up to three options.
14
Tigard Economic Development Three-Year Strategic Plan 10
Workshops Summary
In addition to soliciting input from local businesses and community members, the city
conducted two in-person workshops with staff and economic development partners to draft
the strategic framework for the plan. Participants included representatives from the city’s
Finance, Community Development, Planning, and Economic Development departments.
Other economic development partners, such as the Tigard Chamber of Commerce, also
participated in the workshops. A list of participants is included later in the full report.
Workshop #1 involved the development of
the city’s vision and mission of economic
development. Workshop #1 participants
also established the strategic pillars
around which the three-year plan is
implemented. Additionally, Workshop #1
participants drafted a set of guiding
values for the city to follow while it
supports and conducts economic
development. The results of Workshop #1
were compiled by the city and distributed
to participants to review and further
refine the framework elements. Results of
Workshop #1 were also presented to City
Council for feedback.
Workshop #2 focused on developing actions under each strategic pillar. Participants in
Workshop #2 were given the opportunity to ideate on potential actions that would be
feasible to complete in three years and align with the city’s capacity and role. Participants
also brainstormed potential metrics that could be used to track progress in each strategic
pillar. Similar to Workshop #1 results, participants were given an additional opportunity to
provide feedback and refine the actions identified.
Workshop 1 Visioning Exercise. Source: ECOnorthwest
15
Tigard Economic Development Three-Year Strategic Plan 11
3. Environmental Scan
Establishing Tigard’s Current Economic Position
The environmental scan provides an overview of Tigard’s current economic assets and areas
of opportunity. This step ensures that strategies and actions to advance economic
development in Tigard help current programs achieve better reach and outcomes and
streamline or remove less effective efforts.
The environmental scan consists of a synthesis of information gathered through stakeholder
engagement and research. The results of the scan are organized into a SWOC (strengths,
weaknesses, opportunities, and challenges) matrix to identify Tigard’s key challenges and
areas of growth. The SWOC helps inform the direction for the vision, mission, and strategic
pillars of the economic development framework. The matrix is useful on its own to showcase
where the city has strength and room to grow and serves as the basis for a core framework
of the strategies.
Tigard’s Programs and Assets
The City of Tigard, as of 2026, offers numerous city-run
or funded programs aimed at business and worker
development. Tigard facilitates economic development
through a combination of regulatory and zoning
pathways, city or partner-run programming, and direct
funding. The city leverages TIF districts to encourage
capital development and fund grants directly to
businesses for tenant improvement and business
development. It also uses zoning mechanisms like
vertical housing development zoning (VHDZ) and
enterprise zones to facilitate development in targeted
areas. The city offers or supports partner programs,
such as Opportunity Café and Advance Tigard, which
provide workforce development to workers and
underrepresented communities in Tigard. For a full list
of foundational and support programs operated by the
city, see Appendix A.
SWOC Analysis
A SWOC analysis is a strategic tool used to identify
internal and external factors—strengths, weaknesses,
opportunities, and challenges (sometimes called
“SWOT” or “threats”)—that influence the potential
How do cities typically approach
economic development?
Mid-size cities like Tigard employ a
variety of services, incentives, and
programs for economic development,
all of which are dependent on a city’s
unique resource and capacity
limitations, economic geography, and
overall prioritization of economic
growth. Many cities leverage
economic incentive programs, like
Oregon’s Enterprise Zone or a local
storefront improvement grant, with
the aim of unlocking new economic
activity. City programs engage with
businesses to help ease the path to
growth or connect them with local
investment and expand visibility.
Through economic development
programs, cities can act as critical
conveners and connectors ensuring
that businesses can access the
resources, capital, and technical
services that they need to thrive.
16
Tigard Economic Development Three-Year Strategic Plan 12
success of a project or initiative. At its best, a SWOC can prioritize what matters and guide
real-world action. As opposed to a one-time exercise which is then shelved, the SWOC
analysis in this strategic plan actively informs the vision, mission, and strategic pillars
around which the strategic framework is built.
This SWOC analysis focuses on the elements that differentiate Tigard and make it unique as
a place to do business. It centers the role of and opportunities for the city to drive and
prioritize economic development. The SWOC was informed by the engagement, including
focus groups, business survey, and interviews, as well as conversations with city staff and
market scan of Tigard’s resources and amenities.
STRENGTHS
Strategic Location and Regional Connectivity: Tigard sits at the crossroads of I-5,
Hwy 217, and Hwy 99W which provide regional connection to Portland and other
major hubs.
High Quality of Life & Outdoor Recreation Amenities: Strong quality of life
amenities including parks, recreation, safety, housing variety, and multimodal
transportation boost talent and residential attraction.
Strong Local Business Networks: Businesses trust and rely on existing networks like
the Tigard Chamber, Washington County, and women-focused industry groups. The
city also has an active and successful micro-enterprise ecosystem and
entrepreneurial culture.
WEAKNESSES
Lack of a Formal Citywide Economic Development Strategy: Although the city’s
2020–2025 Strategic Plan offers some direction, it does not provide a dedicated
framework for prioritizing or focusing economic development projects and programs.
Constrained Employment Land Supply: Tigard is land locked and has limited vacant
industrial and employment land, restricting growth in job-dense industries unless
redevelopment occurs.
Low Program and Services Awareness Among Businesses: Small and medium-sized
businesses lack awareness of city programs and find process time-consuming or
difficult to navigate.
Office and Industrial Submarket Declining: office and industrial markets in Tigard
are experiencing declining demand as large space is vacated by tenants and limited
new construction.
17
Tigard Economic Development Three-Year Strategic Plan 13
OPPORTUNITIES
Redevelopment Potential in Key Growth Areas: Redevelopment potential in
Downtown, Tigard Triangle, Washington Square Regional Center, and the Hwy 99
corridor.
Education & Workforce Partnership: Partnerships with workforce organizations
(WorkSystems) and large employers to tailor workforce training needs and fill
workforce readiness gaps. George Fox University Portland Center could expand
facility use for workforce training.
Business Support System Enhancements: Support businesses with customer
service, permit navigation, relationship development, and grants/loans to help micro-
enterprises grow beyond the start-up phase into the mid-tier scale.
Leverage Existing City Assets: Tigard benefits from a range of economic and
recreational assets that can serve as a foundation for future development.
Harnessing these resources strategically will be critical to advancing the city’s
economic development objectives
CHALLENGES
Regional Economic Uncertainty & Employment Contraction: Layoffs at major
employers (like Intel and Wells Fargo) create workforce instability. Inflation and
escalation on cost of goods, insurance, and borrowing strains households and
businesses.
Competition from Peer Cities: Other regional cities have been cited as great places
to start new businesses due to streamlined permitting and proactive business
retention strategies. Other locations in Washington County have greater industrial
land availability.
Trust Barriers Among Vulnerable Communities: Immigrant communities may avoid
city programs, undermining equitable economic participation.
18
Tigard Economic Development Three-Year Strategic Plan 14
SWOC Analysis Summary
The output of the SWOC is a four-quadrant matrix that summarizes each of the SWOC
components. The matrix is used to conceptualize the components and their relationship with
one another. The matrix should be revisited over the course of the strategy timeline, ensuing
that ongoing actions are aligned with the SWOC.
19
Tigard Economic Development Three-Year Strategic Plan 15
4. Economic Development
Strategic Framework
About the Strategic Framework
The Strategic Framework is the backbone of the three-year strategic plan. The Strategic
Framework incorporates the findings from engagement efforts, environmental scan, and
workshops to provide clear direction for economic development activities over the next three
years.
Vision
Tigard’s economic development vision describes the future the city is working toward.
Grounded in ideas generated during the city’s workshop, the vision expresses the long-term
outcomes the community seeks to create for businesses, workers, and residents.
Mission
Tigard’s economic development mission defines the purpose of this work and the role the
city plays in reaching the vision and supporting a healthy local economy. Developed through
the city’s workshop, the mission reflects why Tigard engages in economic development and
the commitments that guide staff in advancing community prosperity.
ECONOMIC DEVELOPMENT VISION STATEMENT
We envision Tigard as a vibrant community known for its economic strengths and
quality of place, where strong partnerships and responsive services enable thriving
businesses, meaningful career paths, and a resilient economy with enduring
opportunities for all.
MISSION STATEMENT
The City of Tigard and its partners advance economic and community prosperity by
supporting a diverse and resilient business ecosystem, delivering accessible and
navigable services, and aligning partners and city efforts to strengthen Tigard’s
competitiveness and identity as a vibrant place to live, invest, and work.
20
Tigard Economic Development Three-Year Strategic Plan 16
Strategic Pillars
Tigard’s strategic pillars outline the core areas where the city will focus its energy to
advance a thriving and resilient local economy. Rooted in the insights generated during the
workshop, they provide a framework for coordinated action and guide the development of
specific initiatives and measures in the next phase of the strategy.
1. BUSINESS ATTRACTION, SUPPORT, AND GROWTH
We provide services, programs, and guidance that help businesses start, grow,
adapt, come to, and flourish in Tigard, and we connect workers to the training and
career pathways that help them thrive and support the needs of local employers.
2. PARTNERSHIPS AND NAVIGATION
We bolster the region’s network of partners that support businesses and workers by
cultivating strong relationships and providing navigation resources to fill gaps, avoid
duplication, and connect people to the resources that best meet their needs.
3. OPERATIONS AND COMMUNICATION
We strengthen the internal systems, tools, resources, and communication practices
across city departments to deliver clear, coordinated, and high-quality economic
development services that reliably support Tigard’s businesses and workers.
4. DEVELOPMENT AND PLACEMAKING
We advance development, infrastructure, and placemaking across Tigard’s districts
through business recruitment and supportive programs, supporting the
establishment of high-quality commercial areas across the city.
21
Tigard Economic Development Three-Year Strategic Plan 17
Guiding Values
Tigard’s economic development work is guided by core values that reflect how staff
addresses the needs of businesses, workers, partners, community, and fellow staff.
These values emerged directly from the city’s workshop and express the behaviors
and commitments that shape their approach in doing this work. These values are
reflected across each of the strategic pillars and will guide the city’s actions
throughout the next three years.
CUSTOMER SERVICE
We provide clear, respectful, and reliable support across our programs and services,
delivering high-quality, timely guidance and support that businesses and
communities can trust.
COLLABORATIVE PARTNERSHIP
We work openly and constructively with partners across the city and the region,
building strong relationships and shared understanding to support coordinated
action and collective success.
INTEGRITY
We communicate openly and act with honesty and accountability, following through
on our commitments so businesses, workers, partners, and community members can
rely on our work.
CREATIVE INITIATIVE
We step forward with curiosity and insight, bringing creative thinking, practical ideas,
and data-informed guidance to help businesses and workers move ahead with
confidence.
EQUITABLE PRACTICE
We strive to ensure fairness, inclusion, and accessible pathways in our programs and
services, responding to diverse needs with respect and removing barriers that
prevent full participation.
22
Tigard Economic Development Three-Year Strategic Plan 18
Tigard Economic Development Framework
The graphic below pulls all the components of the strategic framework together.
23
Tigard Economic Development Three-Year Strategic Plan 19
5. Implementation Plan
This strategic plan will be implemented over a three-year period, starting with fiscal year
2027, ensuring that the actions identified have near-term impacts on businesses, workers,
and communities in Tigard. Given the short timeframe for implementing the strategic plan,
the city should develop an annual workplan at the beginning of each fiscal year to prioritize
and develop concrete implementation steps. The annual workplan will serve as a detailed
implementation roadmap, and the yearly workplan cycle ensures that the city takes stock of
and identifies new and shifting priorities among the actions and strategic pillars. Within
each workplan, the city should also delegate clear responsibilities and roles for both internal
departments and external partners.
The implementation plan provided in the strategic plan serves as a first step for beginning
implementation, including actions, year one priorities, lead organizations, and indicators to
track progress and success. Organized by strategic pillar, it provides overall direction and
guidance from which the city can develop detailed yearly workplans. Indicators are
separated into three types: outcome, which signal impact in the broader community; equity,
which show distribution of impact to minority or underrepresented groups; and
implementation, which demonstrate internal improvements or outputs
The Role of the City Council
Tigard’s City Council plays a central role in guiding the city’s economic
development efforts. As the community’s elected representatives, the
Council provides policy direction and sets the overall vision for city-led
economic development initiatives. Council perspectives helped shape
this three-year strategy and informed the strategic framework and
actions outlined in the plan. As implementation moves forward,
continued communication between Council and city staff will remain
important, particularly regarding perspectives and input Councilors hear
from businesses, community members, and other stakeholders.
24
Tigard Economic Development Three-Year Strategic Plan 20
PILLAR 1: BUSINESS ATTRACTION, SUPPORT, AND GROWTH
ACTIONS SUPPORTING ORGS
BA 1: Develop focused tools and services that support new and expanding businesses
Sub-actions:
Conduct a resource scan of local and regional business support services and partners
Coordinate with partners to create and distribute business-supportive resource guides
Support externally run mentorship and coaching opportunities for targeted businesses in Tigard, such
as a business incubator program, business-to-business mentorship, and industry-specific coaching
Dedicate city capacity for external and internal business resource guidance (i.e. through a full or part-
time staff role)
Year 1 Priorities:
Analyze staff and supporting organizations’ capacity and capabilities to address key actions
Complete resource scan of business partners to identify which partners best match the needs of the
business community
Begin development of resource and navigation guide for incoming Tigard businesses in collaboration
with partners
Community Development
Economic Dev.
Redevelopment
TCAC
Planning
Communications
City Management
Finance
Local Partners
Chamber
TDA
BA 2: Develop internal data tracking and analysis tools to improve service provision
Sub-actions:
Examine business types and industry clusters present in Tigard to understand the current business
landscape and identify opportunities for success through identification of targeted business categories.
Disseminate an annual Business Experience Survey to gather qualitative information on how businesses
are faring in Tigard and establish regular touchpoints with businesses
Year 1 Priorities:
Develop and administer a Business Experience Survey to establish baseline business data
Conduct landscape analysis to inform opportunity assessment and identification of target industries
and/or locations
Community Development
Economic Dev.
Redevelopment
Planning
Communications
Finance
Business License
Industry Partners
Brokers/Developers
Consultants
Economic
Development
Organizations
25
Tigard Economic Development Three-Year Strategic Plan 21
PILLAR 1: BUSINESS ATTRACTION, SUPPORT, AND GROWTH
ACTIONS SUPPORTING ORGS
BA 3: Create targeted marketing campaigns and materials to highlight local businesses and ongoing
business opportunities in the city
Sub-actions:
Develop a unified brand identify and marketing campaign to market Tigard as a prime location for
recruiting, expanding businesses.
o Consider creating a marketing prospectus that city staff can use to attract new businesses
Invest in avenues to tell the story of Tigard, such as business spotlights, public engagement,
networking, media relations, etc.
Year 1 Priorities:
Develop citywide branding and marketing guidelines and materials
Expand number of networking and community events attended by city staff
Invest in social media campaigns targeted specifically at new or emerging businesses
Partner Organizations
Community Development
Economic Dev.
Communications
City Management
Local Partners
Chamber
TDA
PILLAR 1 INDICATORS
Outcome:
Greater awareness, understanding, and connectivity with the business community
Equity:
Increase in share of businesses in Tigard owned or run by underrepresented groups
Implementation:
Improved internal capacity to provide business resource guidance
Increase in number and reach of business-supportive guide, services, and programs
Increase in number of businesses reached through survey and marketing efforts
26
Tigard Economic Development Three-Year Strategic Plan 22
PILLAR 2: PARTNERSHIPS AND NAVIGATION
ACTIONS SUPPORT ORGS
PN 1: Evaluate existing partnerships and assess current needs, capacity, and performance across partner
organizations.
Sub-actions:
Conduct a partnership capacity scan to assess current list of partners and evaluate whether and how
partners are providing services in line with City goals, where there is the greatest value add, and to identify
service gaps
Engage with economic development partners at roundtables and other economic development events and
meetings
Year 1 Priorities:
Complete partnership capacity scan by assessing full list of current and potential partnerships, and their
programs
Partner Organizations,
Regional Governments
Community Development
Economic Dev.
Redevelopment
Communications
Local Partners
Washington County
Economic
Development
PN 2: Identify opportunities for strengthening or creating new partnerships and clarifying and refining
partner and city roles.
Sub-actions:
Formalize key partnerships and establish clear roles and expectations for city economic development
partners
Invest in partnerships that expand economic development capacity, impact, and reach to better serve
Tigard businesses
Year 1 Priorities:
Upon completion of partnership capacity scan, identify which partners would benefit from formalization
and draft official MOUs for key partners
Partner Organizations
Community Development
Economic Dev.
Redevelopment
Communications
Local Partners
Washington County
Economic
Development
Industry Partners
Brokers/Developers
Consultants
EDO - Economic
Development
Organizations
27
Tigard Economic Development Three-Year Strategic Plan 23
PILLAR 2 INDICATORS
Outcome:
Increase in number of workers or businesses served by partner organizations
Equity:
Increase in access to partner services for underserved businesses and workers
Implementation:
Increase in number of businesses or workers referred to partner services through city-led or supported navigation
28
Tigard Economic Development Three-Year Strategic Plan 24
PILLAR 3: OPERATIONS AND COMMUNICATIONS
ACTIONS SUPPORT ORGS
OC 1: Evaluate and refine internal and external coordination and communications with fellow staff, business
community, and customers, centering on a consistent and clear voice and messaging.
Sub-actions:
Evaluate and improve customer service standards to ensure consistent messaging and internal
collaboration
Create dedicated internal staff capacity, whether through staff time or an interdepartmental economic
development committee, that focuses on aligning economic development focused activities, opportunities,
and challenges across city projects
Develop internal processes to document existing and new relationships, events, and economic
development actions to facilitate information sharing
Year 1 Priorities
Conduct cross-department interviews and/or survey to assess customer service standards
Pilot an interdepartmental economic development committee
Explore potential internal processes and technology to improve information sharing
Community Development
Economic Dev.
Redevelopment
TCAC
Planning
Communications
Local Partners
Washington County
Economic
Development
Tigard Chamber
TDA
OC 2: Promote internal and external awareness of economic development opportunities and programs in
Tigard.
Sub-actions:
Create information sharing platforms, like newsletters or social media, focused on economic development
activities that inform the public regarding ongoing efforts
Support ongoing educational events with partners (such as “State of the Tigard Economy”) to highlight
economic development opportunities and initiatives that tell Tigard’s economic story
Year 1 Priorities:
Research information-sharing platforms that meet city needs
Assess current partner-led educational events happening in the city to understand gaps where the city
could step in or support
Host at least one economic development event lead by city
Community Development
Economic Dev.
Redevelopment
TCAC
Planning
City Management
Communications
Local Partners
Washington County
Economic
Development
Tigard Chamber
TDA
Industry Partners
Brokers/Developers
Consultants
EDO - Economic
29
Tigard Economic Development Three-Year Strategic Plan 25
Development
Organizations
PILLAR 3 INDICATORS
Outcome:
Increase in business use and awareness of city economic development service, processes, and resources
Improved cross-department collaboration for economic development activities
Equity:
Increase in number of minority or underrepresented businesses reached through communications efforts
Implementation:
Improved documentation and tracking of economic development activities and projects across city departments
30
Tigard Economic Development Three-Year Strategic Plan 26
PILLAR 4: DEVELOPMENT AND PLACEMAKING
ACTIONS SUPPORT ORGS
DV 1: Leverage existing policies and regulations to better support development.
Sub-actions:
Explore opportunities to calibrate regulations to support new development and redevelopment of
businesses and industries aligned with the needs and priorities of the Tigard community
Year 1 Priorities:
Conduct a commercial space inventory and analysis to understand opportunities for targeted
geographic recruitment
Identify processes, regulations, and zoning policies that can be leveraged to promote economic
development
Develop guidance or process for using regulations to promote business development
Community Development
Economic Dev.
Redevelopment
Planning
Communications
DV 2: Create and refine impactful development incentives and tools.
Sub-actions:
Create a “development checklist” to help potential developers and businesses build and grow in
Tigard
Consider new policies and tools and refine existing strategies to support and incentivize target
development while balancing city resources and leveraging external funding sources and programs
Examine tools like vertical housing development zone (VHDZ) expansion to support mixed-use
development
Year 1 Priorities:
Create development checklist for businesses to navigate city processes
Conduct an inventory of all current economic development-related strategies and policies in the city
Community Development
Economic Dev.
Redevelopment
Planning
City Management
Communications
31
Tigard Economic Development Three-Year Strategic Plan 27
PILLAR 4: DEVELOPMENT AND PLACEMAKING
ACTIONS SUPPORT ORGS
DV 3: Recruit businesses in targeted industries for specific geographic areas across Tigard.
Sub-actions:
Identify target industry types to recruit to Tigard
Examine areas in Tigard aligned for target industry placement
Develop a recruitment strategy for target industries
Year 1 Priorities:
In tandem with BA 1, complete cluster industry and business analysis to help identify targeted
industry types
Begin geographic assessment of Tigard business areas and potential industry placement
Partner Organizations
Community Development
Economic Dev.
Redevelopment
Planning
Communications
Local Partners
Washington Co. Economic
Development
Tigard Chamber
Industry Partners
Brokers/Developers
Consultants
EDO - Economic
Development
Organizations
32
Tigard Economic Development Three-Year Strategic Plan 28
PILLAR 4: DEVELOPMENT AND PLACEMAKING
ACTIONS SUPPORT ORGS
DV 4: Support development of livable communities focused on safety, connection, and high quality of
life.
Sub-actions:
Coordinate infrastructure improvements and beautification efforts in business and mixed-use
districts
Identify opportunities for economic development alignment with planning projects such as HOME
and River Terrace 2.0
Expand use of TIF districts for economic development
Collaborate with other city departments to develop and expand wayfinding signage along streets and
trails connecting neighborhoods to business and multi-use districts
Year 1 Priorities:
Analyze existing wayfinding resources and identify areas of improvement
Conduct full assessment of existing infrastructure improvements and identify areas for EcDev
coordination
Community Development
Economic Dev.
Redevelopment
Planning
Communications
PW – Engineering
PW - Streets
PILLAR 4 INDICATORS
Outcome:
Decrease in commercial vacancy rates in targeted corridors or districts
Increase in business retention or expansion in targeted districts
Equity:
Increase in share of grants and development incentives awarded to underrepresented businesses or communities
Implementation:
Number of development tools, incentives, or guidance materials created or updated
33
Tigard Economic Development Three-Year Strategic Plan 29
Appendix A: Market Scan Slides
34
Tigard Economic Development Three-Year Strategic Plan 30
35
Tigard Economic Development Three-Year Strategic Plan 31
36
Tigard Economic Development Three-Year Strategic Plan 32
37
Tigard Economic Development Three-Year Strategic Plan 33
Appendix B: Engagement List
The following community organizations, companies, and partners were invited to
participate in a series of focus groups based on organization type:
Small/Medium
Business
Community
Partners
Property
Owners/Large
Employers
Workforce,
Education and
Finance
Regional
Partnership and
Coordination
TCAC and TDA
Rep
Adelante
Mujeres
City of
Beaverton
Creekside HS Washington
County
Tigard Chamber
of Commerce
Jesse Aronson,
Worksystems
Perlo
Construction
PCC Business Oregon
Tigard Bull
Mountain
Farmers Market
xceleratewomen PacTrust George Fox Greater Portland
Inc
WG Acupuncture Centro Macerich Worksystems City of Tualatin
Wow Cow National Assn
of Minority
Contractors
(NAMC)
Fought & Co CRAFT3 City of Sherwood
NW Accent Hillsboro
Medical Center
United Fab
Solutions
Small Business
Development
Center
Explore TV
Cloudminders Portland
Community
College
Verxcorp WorkSource Westside
Economic
Alliance
Shipping
Strategies Group
Latino Built Abbott City of Beaverton
Tualatin Valley
Creates
Oregon Assn of
Minority
Entrepreneurs
(OAME)
Biamp
Enterprising
Generations
Northwest
Native Chamber
(NWNC)
Cushman
Pho /tiger &
Foxy’s
APANO NAI Elliott
Taco Del Sol Unitus Credit
Union
Sugarland Taste Embassy Suites
HibisBloom Jason Graf, FFF
Minute Man
Press
38
Tigard Economic Development Three-Year Strategic Plan 34
HMC
Native Chamber
39
Dear Governor Kotek,
Our committee of volunteers, the Town Center Advisory Commission (TCAC), is writing in
support of the City of Tigard’s nomination of Census Tract 41067030700 to be re-
designated as an Opportunity Zone. The TCAC is charged with making recommendations
on the revitalization of Tigard’s two TIF Districts: Downtown and the Tigard Triangle. This
census tract encompasses nearly all of the Triangle and about 2/3rd of the Downtown.
Tigard’s existing Opportunity Zone has been successful in attracting tens of millions of
dollars in new residential and mixed-use investment. However, there is much work left to
be done to see Tigard’s TIF Districts develop into prosperous, walkable, mixed-use and
mixed income neighborhoods. The Opportunity Zone incentive could be the key to the
financial feasibility of our planned redevelopment of a TIF Agency owned property into a
mixed-use building and the Triangle’s first park. We strongly endorse the continuation of
the census tract as an Opportunity Zone.
Sincerely,
_________________________ _____________________________
Gabriel Velásquez, TCAC Chair Robert Tomasovic, TCAC Vice
Chair
Agenda Item 8 40
February 17, 2026
Secretary Sean Duffy
U.S. Department of Transportation
1200 New Jersey Ave., SE
Washington, DC 20590
Dear Secretary Duffy:
Our committee of volunteers, the Town Center Advisory Commission (TCAC), is writing to support the
City of Tigard’s application for Safe Streets and Roads for All (SS4A) 2026 funding. This grant would
accelerate the construction of Phase 1 of the SW 72nd Ave Corridor Project, within the Tigard Triangle, in
the City of Tigard, Oregon.
The Tigard Triangle is a 550-acre area bounded by three busy highways and located in the NE corner of
Tigard. This is a key growth area for new housing, commercial and mixed-use investments, and is a
Federally designated Opportunity Zone. Over the last six years, we have seen 672 new affordable,
transitional and market rate apartments constructed along or within a quarter mile of SW 72nd Avenue,
the main arterial spine of the Triangle. There are an additional 237 more units of market rate and
affordable under construction within a quarter mile of SW 72nd Avenue.
The current road as it exists today is incomplete, lacking sidewalks, bike lanes, pedestrian crossings, high
quality transit stops and on-street parking. It is not safely serving the needs of hundreds of new
residents for mobility or access, particularly those on foot, bicycle or riding the bus. Investing in SW 72nd
Avenue will support the economic development and housing plans for this district. Not only will the
safety of the new residents be enhanced but multi-modal connectivity will be built out as envisioned.
The Triangle is a Tax Increment Financing (TIF) district, designed to fund new infrastructure and
incentivize the development of a mixed use, mixed income neighborhood. In these early years as a TIF
district, funds are insufficient to complete this critical project as well as make all the needed
investments. The members of the Town Center Advisory Commission are pleased to support this grant
application and excited for the future potential this area holds as a vibrant community. We strongly
believe that improving SW 72nd Avenue will unlock new development, stimulate future investments and
generate revenues to fund other needed infrastructure improvements.
Thank you for your time and thoughtful consideration.
Sincerely,
_________________________ _____________________________
Gabriel Velásquez, TCAC Chair Robert Tomasovic, TCAC Vice Chair
41
Agenda Item 9
5/7/26 TIF District Project Updates
Tigard’s TIF District Update Project
•City nominating census tract that includes the Triangle and much of Downtown
for Opportunity Zone. State chooses final list to send to US Dept of Treasury
•Metro awarded a 2040 Planning Grant to Tigard to evaluate our current TIF Districts and
a potential new one for River Terrace 2.0. Timeline is being developed.
City Center TIF District
1. City Center Building Improvement Grants
•Grant review committee approved $25K grant to Higher Ground Counselling on
Burnham (April 22)
•Working on new marketing plan
2. Main Street/ Fanno Creek Trail Improvements (Nick Wilson Memorial Plaza)
•Project for FY27 will include trail decking, bridge railing, bench, and replanting of Fanno
Creek banks
3. Fanno Creek Trail Lighting
•Due to cost, trail lighting project will be moved out to future year
4. Downtown Reimagined
•Meeting with TDA/Chamber
•Online open house scheduled for June 4
5. Downtown/Triangle Parking
•28 Spaces in park and ride lot being leased from TriMet and offered for employee
parking
•New 2-Hour parking signs M-Sat 8AM-7PM in Downtown and Triangle are installed
6. Hall Blvd
•No updates
7. Downtown Wayfinding Plan
•Final engineering documentation will start (necessary for signs in ODOT ROW).
Implementation will occur in FY26-27.
8. Downtown Art
•No updates
9. City Facilities Consolidation (only parking structure is TIF funded)
•Future of PW building site TBD
42
Agenda Item 9
Tigard Triangle TIF District
1. 72nd Ave Redevelopment Site (former Cinemas)
•Red Rock Creek Stabilization project on schedule for completion by October 2026
•RFQ for developer to go out in summer
2. Red Rock Creek Trail Planning
•Investigating grants for construction
3. Triangle Building Improvement Grants
•No new applications
•Working on new marketing plan
4. SW 72nd Avenue
•Submitting Safe Streets for All Federal grant, requesting TCAC letter of support
5. Mixed Use Path over Highway 217
•Refinement study for Red Rock Creek Trail crossing of Hwy 217 will start in FY26-27
6. CPAH Woodland Hearth
•Construction underway
•Nearing completion of sewer and stormwater utilities for which they received state
funding
7. Other Triangle Development
•The Montage with 183-market-rate apartments next to Hwy 217 is leasing-up
•Dartmouth Crossing Phase 2 construction starting up
43
1
Standard Bylaws for City Boards and Committees
Article I. Purpose and Applicability
These bylaws establish uniform governance standards for all boards and committees
(hereinafter referred to as “boards”) advisory to the City Council of the City of Tigard unless
otherwise required by state statute, the Tigard Municipal Charter, or specific Council
action.
Article II. Membership and Composition
Section 2.1 Size of Boards and Committees
Each board will consist of nine (9) voting members unless otherwise listed in Attachment A.
Section 2.2 Officer Positions & Duties
A. Each board will elect the following officers: Chair and Vice Chair.
B. The Chair will preside over meetings, lead the preparation and delivery of annual
report in coordination with staff, and fill other duties as assigned (e.g. developing
agenda with staff).
C. The Vice Chair performs the Chair’s duties in the Chair’s absence.
D. Administrative duties, including meeting minutes, will be the responsibility of staff.
E. Officer succession:
a. If the Chair position becomes vacant, the Vice Chair will automatically
assume the role of Chair for the remainder of the term.
b. If the Vice Chair position becomes vacant, the board will elect a new Vice
Chair.
Section 2.3 Seat Types and Designations
Designated or representative seats (e.g., subject-matter or demographic representation)
will be evaluated on a case-by-case basis by Council and listed in Attachment A ‘Board and
Committee Charge and Duties’ including where required by statute or agreement.
Section 2.4 Eligibility
A. Members will be residents of the City of Tigard, unless otherwise stated in
Attachment A.
a. Members who relocate outside the approved eligibility area will vacate their
seat.
44
2
B. Members will be eighteen (18) years or older. Anyone under 18 may serve on the
Tigard Youth Advisory Council.
C. Members may not serve on more than one board listed in Attachment A at the same
time.
D. Except for the Tigard Youth Advisory Council, members may not be part of an
elected official’s household or close relative. Members may not be employees of the
city. Relatives of city employees may participate so long as the city employee does
not have authority over the subject matter or board on which the relative serves.
a. A “close relative” includes a spouse, domestic partner, parent, grandparent,
grandparent-in-law, child, stepchild, child-in-law, grandchild, sibling,
stepsibling, stepparent, step grandparent, sibling-in-law, parent-in-law, and
equivalent relative of a member with a domestic partner.
Article III. Terms of Office
Section 3.1 Term Length
A. All member terms will be three (3) years.
B. Terms will commence on January 1 following appointment.
C. Terms will be staggered so that approximately one-third of member terms expire
each year.
Section 3.2 Term Limits
A. Members may serve no more than two (2) consecutive terms on the same board.
B. Partial terms of greater than eighteen (18) months will count toward the term limit.
C. Terms are considered “consecutive” if there is less than a two -year break between
terms.
Section 3.3 Officer Terms
A. Officer terms will be one (1) year, with election at the first regular meeting of the
calendar year and term commencing for the remainder of the meeting they are
elected.
B. Officers may serve no more than two (2) consecutive terms in the same office.
C. Partial officer terms of greater than six (6) months will count toward term limits.
D. Officer terms are considered “consecutive” if there is less than a one-year break
between terms.
45
3
Article IV. Meetings and Procedures
Section 4.1 Parliamentary Process
A. Boards will operate in accordance with Oregon Public Meetings Law and applicable
City policies.
B. Robert’s Rules of Order may guide process, but strict adherence is not required.
Section 4.2 Meeting Frequency
The regular meeting of the board will be held on a date and time determined by the board.
Section 4.3 Quorum
A quorum will consist of a majority of the total authorized voting membership, regardless of
vacancies.
Example: A 9-member board requires 5 members present to conduct business, even if
vacancies exist.
Section 4.4 Voting and Majority
Committee actions will require approval by a majority of the currently appointed members,
excluding vacant seats.
Example: If a 9-member board has 2 vacancies (7 appointed members), approval requires 4
affirmative votes.
Article V. Attendance and Vacancies
Section 5.1 Attendance Expectations
Members who accrue more than three (3) unexcused absences within a twelve (12) month
period will automatically vacate their seat.
An absence is considered ‘unexcused’ if a member does not notify the staff liaison of their
absence prior to the meeting.
Section 5.2 Vacancies
Vacancies will be filled by process outlined in Council Ground Rules.
46
4
Article VI. Roles and Responsibilities
Section 6.1 Board Role
A. Boards serve in an advisory capacity unless otherwise authorized by statute or
Council action and will act collectively, not as individual members.
B. Boards do not determine their own work program; priorities are established by the
Council and implemented through staff.
C. No member may speak on behalf of the City of Tigard or the board on any specific
issue or matter unless expressly authorized in writing by the board or the staff
liaison.
Section 6.2 Code of Conduct
A. In order to be considered for appointment, applicants must sign a Council-approved
Code of Conduct prior to their appointment.
B. The Council may remove a member who fails to comply with the Code of Conduct.
C. Members must re-affirm their commitment each year by signing the Code of
Conduct.
Section 6.3 Subcommittees
Boards may form subcommittees to investigate areas relevant to their charge and duties.
Subcommittees may be formed and dissolved by staff approval and a majority vote of
appointed members.
Article VII. Reporting Requirements
Section 7.1 Annual Report to Council
A. Each board will provide an annual report to City Council.
B. The annual report will include a summary of key activities from the preceding year
and provide City Council with opportunity for direction on board’s work for the
upcoming year.
C. Each board will be allotted thirty (30) minutes for its annual report.
Article VIII. Amendments
These bylaws may be amended by City Council resolution.
47
5
Attachment A
Tigard Boards & Committees Charge & Duties
Committee for Community Engagement
Mission
Charged with oversight, accountability and policy direction on program design for citywide
community engagement activities. The goal is to inspire active two -way community
engagement, broad participation of diverse community members and encourage shared
responsibility and ownership to use knowledge, skills and experience to improve the
community and advance the city' s strategic vision.
Function
• Review and provide comments to project and program managers on specific plans
for community outreach, education, marketing and/ or information on public
services, programs and/ or projects.
• Facilitate informed decisions on issues that are relevant and ongoing.
• Promote active two-way community engagement to surface issues of interest.
• Provide feedback on plans that market dynamic and comprehensive opportunities
for community members to get involved and stay engaged.
• Recommend strategies to involve organizations representing communities of
diverse interests and identities.
• Provide input, feedback and recommendations to match communications tool(s) to
a specific issue/ audience.
• Review and comment on guidelines for information, referral and troubleshooting
services.
• Participate in program/project outreach and monitoring.
• Consult on event planning and equity-centered initiatives.
Outcomes
Community-informed engagement for City projects and plans. Increased awareness of city
services. A network of community navigators that help inform the community of
projects/initiatives and the city of community needs.
48
6
Houseless Advisory Board
Mission
Provide oversight and policy direction on city directed houselessness issues to Tigard City
Council.
Function
• Provide feedback on an action plan for responding to houselessness in Tigard.
• Advise City Council on updates to the city’s Time, Place, & Manner ordinance.
• Review Safe Parking Reports and offer suggestions for program improvements.
• Utilize their lived experiences in the Tigard community to advise City staff on any
other houselessness-related policy and program questions that arise.
• Build education and awareness of Tigard houseless programs and initiatives,
including providing feedback on public communication tools that touch this topic.
• Highlight opportunities for engagement such as resource fairs, business grants,
town halls, and other relevant resources to the Tigard community.
• Collaborate with local and regional boards/partners to stay informed of best
practices, coordinate response, and communicate changes.
Outcomes
Bring together a wide range of community voices to provide collaborative dialogue and
discussion on the issue of houselessness and to increase education and awareness of
Tigard’s houselessness program and initiatives.
Composition
• At least one (1) representative of an established Tigard business association such as
Tigard Downtown Alliance or Tigard Chamber of Commerce (does not require
residency).
• At least one (1) representative from Tigard-based houseless service provider
organizations such as Just Compassion or Family Promise of Tualatin Valley (does
not require residency).
• At least one (1) Tigard resident that has lived experience of houselessness.
• The remaining seats do not have specific composition requirements. Any Tigard
resident may serve.
49
7
Finance Committee
Mission
Advise the Council on City financial matters.
Function
• Review staff recommendations for finance matters including budget adjustments
during the year.
• Oversee City fiscal audits.
• Review and recommend updates to City investment and financial policies.
• Represent the Tigard community on the annual Budget Committee with City
Council.
Outcomes
Community representation and engagement on financial matters throughout the year.
Greater informed and engaged Finance Committee members when they sit on the Budget
Committee.
Composition
• Seven (7) members total that would also serve as the Budget Committee.
Preference for those with financial background or certification.
• All members must be eligible Tigard voters (ORS 294.414 for Budget Committee).
• When acting as the Budget Committee, the Mayor will serve as Chair and Council
President will serve as Vice Chair. All other matters of the Finance Committee will
have a board members serve in the officer roles as listed in Article III of the bylaws.
50
8
Library Board
Mission
The Library Board communicates with the City Manager and Council about library policies,
budget, facilities and other needs of the community to provide quality library service.
Function
The Tigard Public Library Board functions as an advisory body to the City Council. They
review public policies as presented to them from the Library team. The Board meets with
the City Council annually to present evaluations and recommendations regarding needs
and desires of the library community.
Library Board members represent the needs of the community to the Library.
Outcomes
• Recommendations on Library policies.
• Annual presentation to Council.
• Work with library administration in planning and setting goals through an active role
in developing the Library's strategic plan.
Composition
• No more than one (1) voting member to reside outside the City of Tigard but within
Washington County to include members from the library’s service area.
• The remaining seats do not have specific composition requirements. Any Tigard
resident may serve.
51
9
Park & Recreation Advisory Board
Mission
To advise and advocate for park and recreation opportunities for a growing Tigard.
Function
Advise City Council on matters pertaining to:
• Park and recreation opportunities for a growing Tigard;
• Input received from Tigard citizens on matters related to parks and recreation; and
• The future of park and recreation efforts in the City of Tigard
Outcomes
• Protect and preserve parkland and natural areas.
• Make recommendations to Parks and Rec Staff consistent with adopted Parks and
Recreation System Plan.
• Annual presentation to Council.
• Convene as the Tree Board as required.
52
10
Planning Commission
Mission
Advises City Council on general land use and transportation planning issues; long-range
capital improvement programs; and to act as a hearings body for applications of permits,
land use applications and land use appeals, or other matters as directed by the City
Council.
Function
Charged with the power and duties outlined in Tigard Municipal Code section 2.08.100.
Outcomes
• Ensures development aligns with code and policy
• Shapes projects with input from public
Composition
• Not more than two (2) members may be nonresidents of the city.
• Not more than two (2) members may engage principally in the buying, selling or
developing of real estate for profit as individuals, or be members of any partnership,
or officers or employees of any corporation, that engages principally in the buying,
selling or developing of real estate for profit;
• Two (2) members will have expertise related to the design of sites, buildings,
structures or landscapes including but not limited to architects, landscape
architects, engineers and urban design planners.
• The remaining seats do not have specific composition requirements. Any Tigard
resident may serve.
53
11
Town Center Advisory Commission
Mission
Advises the Town Center Development Agency (TCDA) on matters pertaining to Urban
Renewal Plan implementation and tax increment fund allocations for the City Center Urban
Renewal District and the Tigard Triangle Urban Renewal District.
Function
• Make recommendations pertaining to policy, budget, and implementation of urban
renewal projects within the Urban Renewal Plans and associated amendments
and/or the annually adopted Work Programs.
• Consider and discuss issues from a Citywide perspective, as well as that of
particular stakeholders or interests.
• Review and provide comment on reports, presentations, and recommended
policies or strategies related to redevelopment before the Commission.
• Vote on motions in front of the Commission, except where reasonable abstention is
necessary.
• Perform other duties as assigned by the TCDA or City Council.
Outcomes
Recommendations on Tax Increment Financing District policy, budget, and implementation
of projects identified within the Urban Renewal Plans.
Composition
The Commission will consist of members with the following representation if possible:
• At least three (3) business owners or property owners or designated management
representatives of business or property owners whose business or property is
located within the City Center Urban Renewal District or Tigard Triangle Urban
Renewal District;
• No more than one (1) person representing a taxing jurisdiction whose boundaries
overlap the City Center Urban Renewal District or Tigard Triangle Urban Renewal
District.
• Person(s) who represent a cross-section of interests in the community at large;
• Person(s) residing within or adjacent to the boundaries of the City Center Urban
Renewal District or Tigard Triangle Urban Renewal District;
• Person(s) with expertise in real estate development, urban planning or design, or
affordable housing.
54
12
Tigard Transportation Advisory Committee
Mission
Advises Council on a broad range of relevant transportation issues reflecting city priorities
and work program capacity, which may include, but is not limited to:
• Complete Streets Policy implementation
• Project prioritization for funding in the Capital Improvement Program
• Preparation of multimodal transportation system plans and corresponding
transportation financing/capital investment programs
• Developing funding mechanisms and sources to implement transportation projects
• Traffic safety
• Input on project development and concept design
Function
• Consider and discuss issues from a Citywide perspective, as well as that of
particular stakeholders or interests;
• Understand and be able to articulate the Committee’s charge, responsibilities, and
adopted annual work program;
• Review and provide comment on reports, presentations, and recommended
policies or strategies related to transportation issues that may come before it; and
• Vote on motions in front of the Committee, except where reasonable abstention is
necessary.
Outcomes
Recommendations and feedback on transportation projects, programs, priorities, and
concerns from a committee representing bicycle, pedestrian, persons with disabilities
(ADA) and transit users in the Tigard community.
Composition
• At least one (1) self-identified pedestrian advocate;
• At least one (1) self-identified bicycle advocate;
• At least one (1) regular transit user;
• At least one (1) representative who is a self-identified ADA advocate
• The remaining seats do not have specific composition requirements. Any Tigard
resident may serve.
55
13
Tigard Youth Advisory Council
Mission
To empower, improve and connect the lives of Tigard’s youth.
Function
• Advise City Council regarding public issues, projects, and proposals that have an
impact on youth.
• Work with the Mayor, City Council, City departments, Chamber of Commerce, civic
clubs, and other community organizations to create civic engagement opportunities
for local youth.
• Find creative ways to educate the public concerning issues affecting Tigard’s youth.
Outcomes
Recommendations to City departments that reflect the youth perspective. Provide
feedback to community partners via external forums, focus groups. Public events that
serve youth and/or the broader public. Civic and local government education for members.
Composition
• No more than 15 members.
• Tigard residency is not required for members so long as they attend a Tigard-Tualatin
School District school.
56
14
Water Advisory Board
Mission
The Water Advisory Board (WAB) exists as a result of the Intergovernmental Agreement
between Tigard, City of Durham and the Tigard Water District. The WAB is an advisory
board serving the Tigard City Council.
Function
The WAB will be an advisory board and may make recommendations to the Tigard City
Council on significant water service issues including, but not limited to:
• water system rate methodology and structure to be charged to TWSA users;
• system development charges and methodology to comply with state law and to
provide that development growth within the existing TWSA and future areas added
to the TWSA pay an equitable share;
• proposed Capital Improvement Plans, Master Plans, Water Management and
Conservation Plans, Curtailment Plans, Emergency Plans and amendments thereto;
• recommendations to the Budget Committee and Council on budget requests or
amendments to the existing budget for water system operation and maintenance or
CIP;
• policies, rules and regulations regarding the water system or TWSA users which may
be adopted by the Tigard City Council;
• proposed issuance of borrowings secured by water system revenues;
• proposed sale of water to areas outside the TWSA;
• other water related issues assigned by the Tigard City Council or as suggested by
the WAB.
Outcomes
Meets the provisions of the IGA between Tigard, Durham and the Tigard Water District.
Composition
The board includes elected representatives from each of the three parties to the agreement
along with two at-large members, with one being from inside of Tigard and the other
outside of Tigard but within the Tigard Water Service Area.
57