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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: July 8, 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: June 10, 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. Q2 Strategic Plan Report Card
Redev. Mgr. Farrelly will review Q2 achievements
6:25 PM 7. TCAC Strategic Plan Discussion
Redev. Mgr. Farrelly and CD Director Kirkman will lead a discussion on aligning the TCAC’s
revised strategic plan with CEDS
7:10 PM 8. Tigard Area Chamber of Commerce Update
Chamber CEO Megan De Salvo will share Chamber’s report card and discuss promotion of TIF
Districts
7:25 PM 9. Project Updates
Redev. Mgr. Farrelly and Project Mgr. Cador will provide project updates including business
recruitment.
7:30 PM 10. Downtown Tour with TTAC
Redev. Mgr. Farrelly discuss August 5 walking tour and potential itinerary
7:40 PM 12. Liaison Reports
Commissioner liaisons report on activities
7:45 PM 13. Non-Agenda Items
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
7:50 PM 14. Call to Adjourn
*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:
Wed., August 5, 6:00 p.m., Downtown Field Trip
Wed., August 12, 6:00 p.m. 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).
Page 1 of 1
CITY OF TIGARD
TOWN CENTER ADVISORY COMMISSION
Meeting Minutes
June 10, 2026
Members Present: Ben Coli, Sarah Ericksen, John Goodhouse, Chris Sjolin, Bob Tomasovic (Vice Chair),
and Gabe Velasquez (Chair).
Members Absent: Sara Sereta, JoJo Keating, and Patty Lofgren.
Staff Present: Redevelopment Project Manager Sean Farrelly 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 7:15 p.m. The meeting was held in Red Rock Creek
Conference Room with a hybrid MS Teams option.
2. CONSIDER MINUTES AND ROLL CALL
The May 14, 2026, TCAC Minutes were unanimously approved.
3. CALL FOR NON-AGENDA ITEMS – N/A
4. PUBLIC COMMENT – N/A
5. STAFF LIAISON UPDATE
Sean informed the TCAC that Michele Powers resigned.
6. TCAC STRATEGIC PLAN DISCUSSION
The TCAC reviewed the draft revised Strategic Plan. Members will bring their ideas to the next meeting.
Councilor Shaw suggested a workshop style meeting with the Council liaisons and possibly ECONorthwest
to discuss how the Comprehensive Economic Development Strategy and TCAC Strategic Plan intersect.
7. LIAISON REPORTS – N/A
8. NON-AGENDA ITEMS – N/A
9. CALL TO ADJOURN
The meeting adjourned at 8:00 pm.
Sean Farrelly, TCAC Sraff Liaison
Gabe Velasquez, Chair
TCAC 2026 2nd Quarter Goal Update
Area of
Emphasis
Equitable Business Development
Strategies: Advocate for stakeholders in both
TIF districts using data collection, analysis and
summary in the focus areas of: parking, safety,
under-represented business opportunities,
program and service awareness and possible
locations for business development, retention,
and growth.
Action Plans:
(1) Advocacy and Support for Business
Owners in TIF Districts
(2) Monitoring Parking Management
Activities in Downtown and Triangle
(3) Planning for Under-represented
Business Opportunities
• Staff coordinating with TDA,
property owners, and brokers on
filling vacancies and marketing
improvement grant program
• 3 new grant awards to Downtown
businesses (total $75K)
• Leased TriMet lot spaces available
for Downtown businesses
employees
KPI’s Previous This Quarter
1. Number of potential businesses contacted
by TCAC members
51
2. Number and amount of improvement grants
awarded
1 grant awarded 3 grants awarded
3. Number of empty storefront windows used
to promote the grant program
0 0
4. Number of reprinted signs placed in former
recipient’s windows
0 0
Area of
Emphasis
Connectivity, Parks, and Access
Strategies: Advocate for funding in both TIF
districts through intentional, strategic support
in the form of letters of support, position
statements and advisory recommendations to
decision-makers. Active support for acquisition
of Hall Blvd. by City of Tigard. Work with the
Tigard Transportation Advisory Committee on
walkability issues and potential solutions.
Document and report on pertinent studies,
such as the Red Rock Creek Trail Study, and
legislative actions that may impact safety,
pedestrian projects, walkability, access to
parks, and wayfinding
Action Plans:
(1) Continue advocacy and support for
adequate connectivity, access, mobility
• TCAC provided letter of support
for Federal Safe Streets and Roads
for All grant for 72nd Ave
• Downtown field trip with TTAC
planned for August
• New pedestrian improvements on
Hall Blvd at Fanno Creek Trail and
Omara nearing construction
TCAC 2026 2nd Quarter Goal Update
and safety related funding: Hall Blvd
and 72nd Ave Improvement projects
(2) Active support for ownership of Hall
Blvd. by the City of Tigard
(3) Advocate and work with the Tigard
Transportation Advisory Committee
and other city committees on
addressing walkability issues within
and between two TIF districts
(4) Receive regular updates on the
implementation of the Downtown
wayfinding plan.
(5) Participate in Cinemas redevelopment
planning to increase access to parks in
the Triangle
KPI’s Previous This Quarter
1. Number of collaborative activities with TTAC 0 0
2. Number of letters of support, testimonies
supporting Hall Blvd. transfer/funding and
72nd Ave. funding
1 1
3. Number of community outreach meetings
attended by TCAC members to distribute
surveys and raise awareness of Red Rock
Creek Trail and future Triangle park
0 0
Area of
Emphasis
Housing and Shelter
Strategies: Attend, update, monitor, report
and present with new and pertinent
information from housing and houseless
stakeholder groups. Coordinate and share
information acting as liaisons to TCAC with
local organizations to ensure information flow
and coordination to improve efficiency.
Develop suggested strategies and policies to
address housing issues within the
purview/scope of TCAC to City officials and
decision makers. Support funding needs and
development assistance available for housing
and shelter.
Action Plans:
1) Identify liaisons to attend regular
housing and houseless stakeholder
meetings.
• Toured Family Promise of Tualatin
Valley’s Bridge to Home building
• CPAH Woodland Hearth under
construction (received
Development Assistance)
• New construction started on 42-
unit mixed-use building on Baylor
and SW 70th
TCAC 2026 2nd Quarter Goal Update
2) Monitor data obtained by City
pursuant to desired outcome: “Grow
Collaborative Partnerships”
3) Consider providing development
assistance for affordable housing
KPI’s Previous This Quarter
1. Number of housing related meetings/events
attended by TCAC members
4
2. Number of letters of support/testimonies
supporting housing and shelter in TIF Districts
0 0
3. Number of facilities toured 0 1
4. Number of market rate housing units built in
the TIF Districts per year (target 600)
174 0
5. Number of affordable housing units built in
the TIF Districts per year (target 100)
0 0
6. Number of affordable senior housing units
built in the TIF Districts per year (target 150)
0 0
7. Number of temporary beds built TIF Districts
per year (target 150)
0 0
8. Amount of investment leveraged by TIF grant
programs
N/A N/A
9. Annual percent increase in the Assessed
Value of each TIF District
FY26
City Center: 4.2%
Triangle: 0.5%*
*recalculated due to
anomaly caused by
city property
purchase
10. Number of neighborhood amenities added in
TIF Districts
0 0
11. Number of neighborhood demographic
reports run for TIF Districts
3 0
DRAFT
TCAC Strategic Plan 2026-27
Goal Task KPIs Ec Dev Strategy
Link
1. Thriving new, existing,
and expanding
businesses in TIF
Districts
Advocate and Support for
Business Owners in TIF
Districts
1. 1. Number and amount of
improvement grants awarded
Pillar 1: Business
Attraction,
Support, and
Growth
2. Engagement and
collaboration on TIF
Districts
Engage with the community on
TIF District projects and
collaborate with other boards
and committees
1. Number of community outreach
events attended by TCAC
members
2. Number of collaborative
activities with other boards and
committees
Pillar 3:
Operations and
Communications
3. Development of livable
communities focused
on safety, connection,
and high quality of life in
TIF Districts.
Advocate for infrastructure
and amenity needs in TIF
districts, including streets,
sidewalks, trails, and parks.
1. Number of letters of support or
testimonies for projects in the TIF
District
Pillar 4:
Development and
Placemaking
4. Measurable
improvements in
available housing,
shelter and services
Advocate for new housing
investments
1. Number of housing related
meetings/events attended by
TCAC members
2. Number of letters of
support/testimonies supporting
Pillar 4:
Development and
Placemaking
DRAFT
housing and shelter in TIF
Districts
5. Potential improvements
to existing TIF Districts
and TIF expansion
elsewhere in city
Participate as advisory
committee for the TIF District
Update (utilize TIF in River
Terrace 2.0 and improve
existing TIF Districts)
1. Number of TIF District Update
recommendations adopted
Pillar 4:
Development and
Placemaking
1. Advisory & Governance KPIs (Committee Performance)
Examples above
2. District Outcomes KPIs (Plan Success)
• Property Value Growth: Percentage increase in total assessed property value within each TIF District (year over year and
since frozen base)
• Number of market rate housing units built in the TIF Districts per year and cumulative
• Number of affordable housing units built in the TIF Districts per year and cumulative
• Number of affordable senior housing units built in the TIF Districts per year and cumulative
• Number of temporary beds built TIF Districts per year and cumulative
• Amount of investment leveraged by TIF grant programs per year and cumulative
• Number of neighborhood amenities added in TIF Districts per year and cumulative
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
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
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
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.
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
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
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.
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).
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).
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.
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
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.
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.
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.
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.
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.
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.
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.
Tigard Economic Development Three-Year Strategic Plan 18
Tigard Economic Development Framework
The graphic below pulls all the components of the strategic framework together.
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.
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
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
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
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
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
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
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
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
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
Tigard Economic Development Three-Year Strategic Plan 29
Appendix A: Market Scan Slides
Tigard Economic Development Three-Year Strategic Plan 30
Tigard Economic Development Three-Year Strategic Plan 31
Tigard Economic Development Three-Year Strategic Plan 32
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
Tigard Economic Development Three-Year Strategic Plan 34
HMC
Native Chamber
7/2/26 TIF District Project Updates
Tigard’s TIF District Update Project
• 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.
Enterprise Zone 2.0
• City submitted nomination for census tract that includes the Triangle and part of
Downtown. TCAC provided letter of support
City Center TIF District
1. City Center Building Improvement Grants
• Two new grants awarded- Tigard Bank building and Chamber building
• 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
• Online open house held on June 4
• Council update on July 7
5. Downtown/Triangle Parking
• 28 Spaces in park and ride lot being leased from TriMet and offered for employee
parking
6. Hall Blvd
• New pedestrian improvements on Hall Blvd at Fanno Creek Trail and Omara will soon be
constructed (ODOT project) Oregon Department of Transportation : Project-Details :
Projects : State of Oregon
7. Downtown Wayfinding Implementation
• TCAC update in August
8. Downtown Art
• No updates
9. City Facilities Consolidation (only parking structure is TIF funded)
• No updates
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
• Submitted Safe Streets for All Federal grant submitted, including 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
• Second phase being planned
7. Other Triangle Development
• New market rate 42-unit mixed use building starting construction on Baylor/70th
• Dartmouth Crossing Phase 2 construction starting up