HomeMy WebLinkAboutItem 01 Scenario Planning Update AGENDA ITEM SUMMARY Meeting Date: 9/16/2013
Meeting Type: Work Session
Staff Contact/Dept.: Len Goodwin/DPW Staff Phone No: (541)726-3685
Estimated Time: 40 minutes
S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Mandate
ITEM TITLE: SCENARIO PLANNING UPDATE
ACTION REQUESTED: Provide direction to staff.
ISSUE STATEMENT: Technical work of the scenario planning effort, mandated by the Jobs and Transportation Act of 2009, has continued since the Council was last briefed in 2012. A complete work plan and public involvement plan that coordinate
that effort with activity under the U.S. Housing and Urban Development
Grant awarded to the Lane Livability Consortium have now been developed
and staff seeks direction with respect to implementing those work plans.
ATTACHMENTS: 1.: Council Briefing Memorandum 2.: Draft Work Plan
3.: Scenario Planning Material from Metro
DISCUSSION/ FINANCIAL
IMPACT:
As part of the Jobs and Transportation Act of 2009, the State imposed on the
Central Lane Metropolitan Planning Organization an obligation to conduct a
scenario planning exercise with respect to how the impact of greenhouse gas generation from vehicles of less than 10,000 pounds gross vehicle weight could be
reduced to help achieve reduction goals established by the Legislative Assembly in 2007. The Central Lane Metropolitan Planning Organization (MPO) is to develop one or more such scenarios. This effort was to be undertaken in concert with state
actions to provide additional reductions on a statewide basis, and was to be funded by the State.
Subsequent to the adoption of the legislation, the region was able to secure a Sustainable Communities grant from the U. S. Department of Housing and Urban Development. One of the tasks under the grant is to complement the obligation
imposed by the Jobs and Transportation Act by transforming the narrow scenario planning task into a broader range assessment of the region’s future by carrying
forward, and building upon, the work done by staff in developing the Springfield
2030 Plan Because of the supplementary grant awarded to the Lane Livability Consortium, we have an opportunity to consider the impact on such diverse
things as economic development and public health, This will make it
possible to broaden the narrow task in the Jobs and Transportation Act, to
encompass a more holistic view of how Springfield can develop and grow
under the changing nature of our economy. This grant is funded by federal money, and by an additional contribution from ODOT. Although no local cash
match is required, city staff have and will continue to have, significant staff time
devoted to the effort.
M E M O R A N D U M City of Springfield
Date: 9/6/2013 COUNCIL
BRIEFING
MEMORANDUM
To: Gino Grimaldi
From: Len Goodwin
Subject: Scenario Planning Update
ISSUE:
Technical work of the scenario planning effort, mandated by the Jobs and Transportation
Act of 2009, has continued since the Council was last briefed in 2012. A complete work plan and public involvement plan that coordinate that effort with activity under the U.S.
Housing and Urban Development Grant awarded to the Lane Livability Consortium
have now been developed and staff seeks direction with respect to implementing those
work plans.
BACKGROUND:
This memo provides an update on the scenario planning activities going on in the
metropolitan area as a result of the mandate from the Jobs and Transportation Act of
2009. Because those activities have been supplemented by the grant awarded to the
Lane Livability Consortium, we have an opportunity to consider the impact on such
diverse things as economic development and public health, This will make it possible to broaden the narrow task in the Jobs and Transportation Act, to encompass a more
holistic view of how Springfield can develop and grow under the changing nature of our
economy.
In the 2009 Act, the State imposed on the Central Lane Metropolitan Planning
Organization an obligation to conduct a scenario planning exercise with respect to how the impact of greenhouse gas generation from vehicles of less than 10,000 pounds gross
vehicle weight could be reduced to help achieve reduction goals established by the
Legislative Assembly in 2007. The Central Lane Metropolitan Planning Organization
(MPO) is to develop one or more such scenarios. This effort was to be undertaken in
concert with state actions to provide additional reductions on a statewide basis, and was to be funded by the State. The Oregon Department of Transportation has confirmed its
commitment to provide that funding.
Once the exercise is completed, the local governments within the Central Lane MPO are
obliged to cooperatively select a scenario from among those developed. Specifically, no obligation was created by the legislation which would require the governments to
implement any of the scenarios (unlike the obligation imposed on the Portland Metro
area, which did include an obligation to modify land use plans to implement a scenario).
While a single scenario must be selected, it is clear from conversations with the Oregon
Department of Transportation (ODOT), and the legislative history of the Act, that elements of that scenario may be different for each local jurisdiction. The original scope
of work was reviewed by Council in May of 2012.
DISCUSSION:
Subsequent to the adoption of the legislation, the region was able to secure a Sustainable Communities grant from the U. S. Department of Housing and Urban Development. One
ATTACHMENT 1 - 1
of the tasks under the grant is to complement the obligation imposed by the Jobs and
Transportation Act by transforming the narrow scenario planning task into a broader range assessment of the region’s future by carrying forward, and building upon, the work done by the City of Eugene in developing its Envision Eugene planning exercise,
and the somewhat similar Springfield 2030 Refinement Plan exercise, as well as the
recently adopted Coburg Comprehensive Plan. This grant is funded by federal money,
and by an additional contribution from ODOT. Although no local cash match is required, city staff have, and will continue to have, significant staff time devoted to the effort.
Under the auspices of that latter grant, the jurisdictions working together have developed
updated work plans to implement the planning requirements of the two separate sources of funding. In doing so, we have paid careful attention to the experiences of Metro, since that agency has been charged with not only the same charge to develop and select a
scenario, but also with the duty to implement the selected scenario in their land use
planning regime. A selection of material provided by Metro to explain this process, and
some of the results that they have developed, is attached as Attachment 3.
Progress has been, unfortunately, slower than most would have hoped. Recently, the
Project Management Team decided it was appropriate to select a new Project Manager
in an effort to accelerate progress. We have been fortunate to have retained the services
of Kristin Hull, of CH2M Hill. Ms. Hull has significant experience in scenario planning in other jurisdictions. She has been involved in a number of planning exercises in the
metropolitan area, so she is quite familiar with the breadth of issues that may be
somewhat particular to this region.
The fundamental approach is to develop a base/reference case reflecting the state of the community in 2035 based upon the planning as adopted and in effect today and the
assumption that the actions described in the current drafts of both the Springfield 2030
Plan and the Envision Eugene Plan are implemented. (It is not necessary to specify
exactly where a UGB expansion may occur; we can refer to the anticipated number of
acres without further specificity.) Technical work on developing that base/reference case has been underway for several months, following an extended period of discussions with
ODOT about the terms of an Intergovernmental Agreement with the Lane Council of
Governments, acting as MPO staff, on the details of funding the effort. Following the
development of those baseline references, staff from the several agencies, with the
support of the State, would explore additional options to further the work of the 2030 Refinement Plan and Envision Eugene exercises.
LCOG staff are engaged in collecting the appropriate data and modeling future
transportation activity based on the application of that data to the proposed local
comprehensive plans. Once that task is complete, it will be appropriate to test various changes in planning assumptions (an exercise casually described as “moving the levers”)
about economic development, the future local economy, changes in development
patterns, either market driven or induced through changes in planning requirements,
pricing, public health impacts, and so on, to imagine alternative impacts that could
result. Part of this process will be developing assumptions that can be used for testing purposes. Once a series of assumptions are developed and reviewed with Council and
with the public, staff will be able to generate a number of activities which might be
ATTACHMENT 1 - 2
considered as elements of one or more scenarios. Those elements will then be subjected
to public scrutiny and reviewed by the various elected bodies, so that each elected body may develop its own list of activities that will form the elements of one or more scenarios. A detailed public involvement plan is now in development, under the
guidance of our new Project manager, Kristin Hull.
It is important to recognize that we expect the results of the exercise not to be revolutionary suggestions, but incremental improvements on the work we have done in preparing the Springfield 2030 Plan. Staff believe that we have gone quite far in the
direction of facilitating appropriate and supportable growth in the context of the current
economic environment. We expect that the scenario planning exercise will test the
results we anticipate from 2030, and make it possible to improve upon those results.
As Council will observe by examining the materials from Metro in Attachment 3, in
their case different communities selected differing sets of initiatives to consider. We
expect that will be the case in this area as well, with Coburg, Eugene, and Springfield
each selecting alternatives independently. The cumulative impact of these various elements across the several jurisdictions will then be analyzed to see how effectively they meet the goals of the Jobs and Transportation Act mandate, and how effectively
they present a desirable regional vision for the future. At that point, the elected bodies,
after appropriate public input, can combine the various elements into a scenario, and
report to the Legislative Assembly, by February 2015.
It is important that there be opportunities for Springfield citizens not only to have
adequate chances to comment on any results from this process, but also to express their
perspectives as the alternatives, and the “levers” to be turned, develop. We expect that
the City can rely on our traditional public involvement processes to reach out to the community and give them a chance to comment on any suggestions that emerge from
the process. However, those processes won’t work well to make sure that there is a
Springfield perspective in the development of any suggestions. As a result staff
recommends that they be directed to identify a series of community members, including
some who are skeptical about the entire process, and solicit their interest and involvement in this early stage.
ACTION REQUESTED:
Direct staff that Springfield will use its traditional methods of public involvement to
solicit input from citizens on the proposed elements of a scenario for Springfield.
Direct staff to select private citizens to participate in groups evaluating alternatives to be considered for evaluation in developing scenario alternatives.
ATTACHMENT 1 - 3
CLSP Scope of Work, 5/31/2012 Page 1 of 16
“Central Lane Scenario Planning (CLSP)”
Scope of Work
Draft 5/31/2012
INTRODUCTION Under the 2009 Oregon Jobs and Transportation Act (House Bill 2001), the Central Lane Metropolitan Planning Organization (MPO) is required to develop two or more land use and transportation scenarios that accommodate growth while achieving a reduction in greenhouse gas (GHG) emissions from cars and light-duty trucks. The local governments within the boundaries of the Central Lane MPO—the cities of Eugene, Springfield and Coburg, Lane County and Lane Transit District (LTD)—are then required to cooperatively select one of these scenarios. The local governments are not required to implement the selected scenario. The Central Lane MPO is required to report the findings of this work to the legislature by February 2015. The Oregon Department of Transportation (ODOT) and the Oregon Department of Land Conservation and Development (DLCD) have committed to funding the scenario planning process and providing technical assistance and guidance. In addition, the (Portland) Metro Regional Government will provide technical assistance. Under the terms of the U.S. Department of Housing and Urban Development (HUD) Sustainable Communities Regional Planning Grant for the SMART Communities Project, the Lane Livability Consortium is required as Task 4 to “support the Central Lane MPO and partner agencies in developing a regional approach which can be used to address necessary planning to reduce GHG production within the MPO.” This work will include significant data and modeling development, research of equity considerations related to reducing GHG emissions, and the development of scenario planning methodology, GHG reduction strategies, and regional decision-making models. ODOT has committed to providing $200,000 in matching funds towards Task 4 of the SMART Communities Project. This work will bring other disciplines into the scenario planning process, including examinations of local policy “levers” that could affect, or be affected by, climate change. These include economic development, community health, and other public infrastructure investments. This Statement of Work (SOW) defines the major work program activities to be completed by the Central Lane MPO and local governments within the boundary of the Central Lane MPO in the time period between July of 2012 and June of 2015 to conduct scenario planning in fulfillment of the requirements of Section 38a of House Bill 2001 adopted by the Oregon Legislature in 2009. This SOW also defines the major work program activities to be completed by the Lane Livability Consortium as part of Task 4 (“Climate Change Planning”) of its SMART Communities Project to meet its obligations under the Sustainable Communities Regional Planning Grant from HUD.
ATTACHMENT 2 - 1
CLSP Scope of Work, 5/31/2012 Page 2 of 16
GOALS 1. Convene a collaborative, regional process to select a preferred scenario for achieving a reduction in GHG emissions from cars and light-duty trucks in the Central Lane metropolitan area. 2. Actively engage and inform the region’s decision-makers, public agencies and other community stakeholders on land use- and transportation-related actions needed to prepare for and address climate change. 3. Integrate community health and economic development considerations into policy makers’ decision-making environment with respect to efforts aimed at reducing the generation of GHG. 4. Apply an outcomes-based evaluation approach and use scenario planning, visualization and other analysis tools to assess the benefits and impacts of scenarios tested. 5. Select a preferred scenario that reduces GHG emissions from cars and light-duty trucks while advancing many of the region’s identified values and objectives, including the triple bottom line measures of economy, social equity and the environment. 6. Build consensus, ownership and support for local, regional, state and federal investments and actions needed to achieve local ambitions for sustainable growth and development. 7. Develop a clearer vision of how the individual jurisdictions can contribute to the region’s future and development of a framework for enhanced regional cooperation and collaboration.
OBJECTIVES 1. Improve community awareness and understanding of climate change and emissions reduction contributions from land use and transportation policies and investments, and how those investments affect community health. 2. Use sketch-level scenario tools to estimate emissions reductions that can be achieved through changes to land use and transportation; frame policy inputs and outputs to be tested; and develop and evaluate at least two scenarios that meet the Metropolitan GHG Reduction Target for the Central Lane Metropolitan area. 3. Establish appropriate reference scenario data and enhanced visualization and analysis tools to evaluate the costs, benefits and impacts of land use and transportation choices. 4. Use regional models to evaluate a reference case and alternative land use and transportation scenarios. 5. Identify strategies, policy changes and tools to reduce GHG emissions from cars and light-duty trucks and advance the region’s desired outcomes, public priorities and local efforts to implement regionally significant plans. 6. Coordinate scenario planning with other state, regional and local planning efforts. 7. Develop recommendations for streamlining state land use, transportation and climate change planning requirements applicable to the region.
ATTACHMENT 2 - 2
CLSP Scope of Work, 5/31/2012 Page 3 of 16
REGIONAL CONSULTATION, COORDINATION & DECISION-
MAKING STRUCTURE The Local Governments, who will ultimately cooperatively select a preferred scenario, are:
• City of Eugene
• City of Springfield
• City of Coburg
• Lane County
• Lane Transit District The responsibilities of the Central Lane MPO under House Bill 2001 will be overseen by its policy board:
• Metropolitan Policy Committee (MPC) Organizational, technical and fiscal support will be provided by:
• Central Lane MPO / Lane Council of Governments (LCOG) Funding will be provided by:
• ODOT
• HUD A Leadership Team, with policy maker representatives from each of the involved Local Governments, will collaboratively oversee the process. A Project Management Team, with empowered staff representatives from each of the involved Local Governments, LCOG, and ODOT will collaboratively manage the process, with the assistance of the Project Manager. The process will be closely coordinated with the Lane Livability Consortium’s SMART Communities Project. Indeed, the organizational structure for the two efforts are so similar that it will likely make sense to adjust the Lane Livability Consortium’s Leadership Team and Project Management Team to serve the scenario planning process. But the two efforts will have two different project managers. Periodic briefings of the Oregon Transportation Commission (OTC), the Land Conservation & Development Commission (LCDC), the Environmental Quality Commission (EQC), and the Oregon Global Warming Commission (OGWC) may occur to provide status reports, gather input at key milestones in the process, and ensure consistency among work programs and products.
ATTACHMENT 2 - 3
CLSP Scope of Work, 5/31/2012 Page 4 of 16
Figure 1. Organizational Structure.
FISCAL STRUCTURE Distinguished from the organizational structure of the process, the LCOG will serve as the fiscal agent for the process, receiving grants and distributing monies to participating partners and consultants. In particular, LCOG will have an intergovernmental agreement (IGA) separately with ODOT and HUD to perform certain tasks in exchange for certain funding. In turn, LCOG will have IGAs separately with each of the participating partners and contracts with consultants to perform certain tasks in exchange for certain funding.
In what follows, references to LCOG performing certain tasks are in some cases intended as a shorthand for saying the Project Management Team (PMT) will be responsible for seeing
that those tasks are carried out by participating partners, as per other agreements yet to be
developed in detail. LCOG will serve as the fiscal agent for the project.
STAGING The process will be divided into stages, with a significant decision or milestone at the end of each stage. (Note that it might be advantageous for one stage to begin before the previous ends.)
Eugene City Council
Lane County Board of Commissioners Lane Transit District Board of Directors
Leadership Team
Springfield City Council Coburg City Council
Project Management Team
MPC
Staff & Consultants
ATTACHMENT 2 - 4
CLSP Scope of Work, 5/31/2012 Page 5 of 16
Stage 0: Getting Started (through June 2012) This preliminary stage will focus on learning about scenario planning, identifying regional opportunities and challenges, understanding state requirements, developing a scope of work, and securing funding. This stage will result in a scope of work, an organizational structure, initial funding, and the formal start of the process.
Stage 1: Understanding Choices (July to December 2012) This stage will focus on understanding the range of choices to be explored, both “inputs” (choices / policies / strategies / actions) and “outputs” (evaluation measures), and the methods to do so. This stage will result in a set of choices to explore and a better sense of the desired outcomes of the process. This stage will also result in a better (but not necessarily complete) understanding of existing conditions, trends and the possible outcomes of current plans.
State 2: Shaping Choices (January to December 2013) This stage will focus on designing and evaluating a small number of alternative scenarios (in addition to one or more reference scenarios), applying the findings from Stage 1 and incorporating strategies identified in local and regional planning efforts that are completed or underway. This stage will also evaluate the benefits, impacts, costs and savings associated with different strategies across environmental, economic and equity goals. Case studies will be developed to illustrate potential community effects. This stage will result in development of alternative scenarios that will be subject to further analysis and review in Stage 3. This stage will also result in a report to the “House and Senate interim committees related to transportation [with] recommendations for a cooperative process of rulemaking and enforcement of the rules,” which is required by House Bill 2001. The completion of this stage will also satisfy and conclude Task 4 of the SMART Communities Project.
Stage 3: Testing Choices (January 2014 to March 2015) This stage will focus on collaboratively building and selecting a preferred scenario, applying the lessons of Stage 2. This stage will explore policies, investments, and actions that would be needed to implement the preferred scenario—should that be desired. This stage will also result in a report to the “Legislative Assembly … on the implications of implementing the [preferred] land use and transportation scenario … by amendments to the local governments’ comprehensive plans and land use regulations,” which is required by House Bill 2001. And this stage will result in an opportunity to consider whether or not to pursue future stages, if any.
Stage 4: Implementing Choices (April 2015 and beyond) This stage is optional, and in any case is beyond this scope of work. But the scenario planning process could result in a decision to formalize and/or implement (elements of) the preferred scenario.
ATTACHMENT 2 - 5
CLSP Scope of Work, 5/31/2012 Page 6 of 16
PHASED FUNDING This SOW outlines Stages 1–3 of the process, aiming to meet the obligations under the Sustainable Communities Regional Planning Grant from HUD by the end of Stage 2 and to fulfill the requirements of Section 38a of House Bill 2001 by the end of Stage 3. But this SOW focuses on and provides a detailed schedule and budget for just the first year (“phase”) of the process, i.e., through June 2013. A subtask is to scope out the rest of the process in detail and develop an IGA between ODOT and LCOG to provide funding through the end of Stage 3.
TASKS
Project Budget (first year, all sources): $1,193,563
Task 1: Project Management, Administration & Coordination
Objective: Develop the final work program, and manage the project organization and delivery of products called for in this Statement of Work, in coordination with other state, regional and local planning efforts, in particular, the Lane Livability Consortium’s SMART Communities Project.
Task Budget: $321,900
Subtask 1.1: Management & Administration The Project Manager, with guidance from the Project Management Team, will manage the scenario planning process including, but not limited to:
• Develop agreements between LCOG and participating partners.
• Develop more detailed scopes of work for contractor support, preparing invoices, contracts and accounting.
• Submit quarterly progress reports to ODOT and HUD.
• Develop and maintain project documentation.
• Identify a range of focus areas and teams responsible for leadership for specific interest areas, activities and/or products, like economic development, public facilities planning, community health, or elements of the Metro Plan.
Deliverables:
Ongoing: Agreements between LCOG and participating partners, contractor scopes of work, invoices, contracts and accounting, biweekly Project Management Team meetings, quarterly progress reports.
Budget: $268,500
[ODOT Note: 6 hours per PMT meeting? PMT need to meet so often? PMT and TAG overlap? Reduce Sharepoint cost from $10,000?]
ATTACHMENT 2 - 6
CLSP Scope of Work, 5/31/2012 Page 7 of 16
Subtask 1.2: Participating Partner Coordination The Project Manager, with assistance from the Project Management Team, will:
• Ensure that participating partners are informed and engaged in the process.
• Pursue and secure region-wide policy level agreement on the intent and steps of scenario planning, including who is involved, lead organization(s), and the decision making framework.
• Participate in and coordinate with policy making, advisory and technical committee meetings,
including presentation and briefing materials. These bodies include, the Eugene, Springfield and Coburg city councils, the Lane County Board of Commissioners, the LTD Board of Directors,
and MPC—and their relevant standing advisory and technical committees. This coordination is
expected to evolve into consensus at key milestones of the project, including selection of a
preferred scenario in Stage 3.
Deliverables:
Ongoing: Participation in policy making, advisory and technical committee meetings. Presentations, draft recommendations, and final recommendations. Provide on-going assessment of decision-makers needs and adjust framework, as needed.
Budget: $16,400
Subtask 1.3: Other Local Partner Coordination
The Project Manager, with assistance from the Project Management Team, will ensure that other
government and non-government partners are informed and appropriately engaged in the process. These
other partners could include, as appropriate, other members of the Lane Livability Consortium, the LaneACT, cities close to the Central Lane MPO, etc.
Deliverables:
Ongoing: Participation in other local partner meetings.
Budget: $0
Subtask 1.4: Federal & State Coordination
The Project Manager, with assistance from the Project Management Team and intergovernmental relations managers, will ensure that appropriate federal and state entities are informed. These could
include, as appropriate, members of Congress, federal agencies, governor’s office, Regional Solutions
Team, state legislators, OTC, LCDC, EQC, OGWC.
Deliverables:
Ongoing: Participation in federal and state meetings.
Budget: $12,000
[ODOT Note: State already involved. Why not just handled by project manager? How about leveraged resources? Eric: Not necessary for scenario planning.]
Subtask 1.5: Assistance to Other Metropolitan Areas
Share information and provide limited assistance to other metropolitan areas interested in conducting
scenario planning, in particular, the Oregon MPO Consortium and other MPOs.
ATTACHMENT 2 - 7
CLSP Scope of Work, 5/31/2012 Page 8 of 16
Deliverables:
Ongoing: Participation in other metropolitan area meetings.
Budget: $0
Subtask 1.6: Revise & Extend Scope for Work
Develop scope of work for remainder of scenario planning process.
Deliverables:
By Quarter 4: Revised and extended scope of work. Revised and extended IGA.
Budget: $25,000
[ODOT Note: Can we cover this under PMT meetings?]
Task 2: Public Education & Engagement
Objective: Develop and conduct a public and stakeholder education and engagement program to improve community awareness and understanding of choices for the future—including climate change
and emissions reduction contributions from land use and transportation. This task will be coordinated
with the Statewide Transportation Strategy, Toolkit and public education campaign being developed by
ODOT and DLCD in response to Senate Bill 1059 requirements related to reducing GHG emissions. [Satisfies HB 2001 §38a(4) re “public review and comment.”]
Task Budget: $277,000
Subtask 2.1: Research Opinions LCOG will conduct public opinion research and focus groups to assess public awareness of issues, values around issues, and a “language bank” to discuss issues to support and inform the decision-making process through all stages of the process. This subtask will inform Subtask 2.2: Develop Public Education & Engagement Plan, focusing more on learning where the public is on issues than on how to educate and engage the public. This subtask includes consultant support. [Ed. Note: This
subtask should be closely coordinated with any values research conducted as part of Subtask 3.4: Research Community Values.]
Deliverables:
By Quarter 2: Documentation of public opinion research and findings.
Budget: $29,000
[ODOT Note: Group didn’t want to re-ask public what their opinions are? Overlap with 3.4? ODOT has done survey, Stephanie can send CLMPO info.]
Subtask 2.2: Develop Public Education & Engagement Plan LCOG will develop a strategic Public Education & Engagement Plan that spans all stages of the process, including a stakeholder matrix of key issues, timing of interaction, outreach to Title VI communities, communication tools, key messages, and critical path of decision-making. This subtask includes consultant support.
ATTACHMENT 2 - 8
CLSP Scope of Work, 5/31/2012 Page 9 of 16
Deliverables:
By Quarter 2: Draft and final strategic Public Education & Engagement Plan.
Budget: $29,000
[ODOT Note: Can we take advantage of ODOT’s/State’s work?]
Subtask 2.3: Develop Media Plan LCOG will develop a Media Plan that identifies key media, develops timeline for outreach opportunities, and provides messaging points. This subtask will span all stages of the process as refinements to the Media Plan will be needed to support the decision-making and public education and engagement process. This subtask includes consultant support.
Deliverables:
Ongoing: Draft and final documentation of Media Plan.
Budget: $0 during first year / funding phase
Subtask 2.4: Prepare Communication Materials To support implementation of the Public Education & Engagement Plan developed in Subtask 2 and the Media Plan developed in Subtask 3, LCOG will prepare communication materials, including development and maintenance of a website, use of social media, scenario evaluation reports, factsheets, newsletters, and other printed materials needed to inform stakeholders about the project. This subtask will span all stages of the process to support and inform decision-makers and stakeholders about the process, key milestones, findings and recommendations. Consultant support will be needed, including translating public notices for non-English speakers, factsheets and other materials called for in the Public Education & Engagement Plan and Media Plan developed in Subtasks 2 and 3. [Includes HUD Task 4.6: Climate Change/GHG Reduction Public
Outreach.]
Deliverables:
Ongoing: Presentation materials, factsheets and other printed materials. Website.
Budget: $99,000
Subtask 2.5: Media Engagement To support implementation of the Media Plan developed in Subtask 3, LCOG will engage media to create interest in desired outcomes and process development. This subtask will span all stages of the process.
Deliverables:
Ongoing: Press releases and implementation of the Media Plan.
Budget: $10,000
Subtask 2.6: Establish & Support Regional Stakeholders Group To support implementation of the Public Education & Engagement Plan developed in Subtask 2, LCOG will convene a Regional Stakeholders Group to engage deeply in the process through all stages, providing ongoing advice and serving as ambassadors for the process. LCOG will develop a
ATTACHMENT 2 - 9
CLSP Scope of Work, 5/31/2012 Page 10 of 16
meeting schedule and materials, and provide ongoing support. Consultant support for facilitation of the Regional Stakeholders Group may be needed.
Deliverables:
Ongoing: Materials for and notes from Regional Stakeholders Group meetings.
Budget: $56,000
[ODOT Note: Run stakeholder group?]
Subtask 2.7: Convene Regional Summits, Workshops & Charrettes To support implementation of the Public Education & Engagement Plan developed in Subtask 2, LCOG may convene regional and localized summits, workshops and charrettes to frame policy options and choices with sketch-level scenario planning tool(s). These events will be used to educate key stakeholders and decision-makers on the process, understand desired outcomes, and garner input, support and participation of attendees. One to two regional summits or workshops are anticipated for each fiscal year that bring together policy makers, stakeholders and other community leaders to provide input. A series of more localized workshops is anticipated during the latter part of Stage 2 and throughout Stage 3 to support development and evaluation of alternative scenarios. Consultant support may be needed.
Deliverables:
Ongoing: Documentation of results of regional summits, workshops and charrettes.
Budget: $54,000
[ODOT Note: $25,000 per charrette high?]
Subtask 2.8: Solicit Public Comments To support implementation of the Public Education & Engagement Plan developed in Subtask 2, LCOG will conduct a public comment period during each stage of the process, to seek understanding and feedback from stakeholders and the public on the scenario results. Tools could include print materials, web, open houses, presentations, media outreach, new media, etc. LCOG will prepare a “decision-kit” for the public, stakeholders, and decision-makers that provides key information and guidance on policy choices and trade-offs identified in the analysis of the preferred alternative. LCOG will report findings to advisory committees, local policy makers, and State agencies. This subtask is linked to Subtask 4: Prepare Communication Materials and provides communication support in message development, meeting scheduling, editing, document design, and formatting of report materials. This also includes preparation of a report that compiles all comments received, a log describing disposition of comments received and proper noticing of public hearings/meetings.
Deliverables:
By Quarter 9: Decision-Kit and public comment summary report, presentation materials, factsheets and other printed materials. Lane Livability Consortum Toolkit #3.
Budget: $0 during first year / funding phase
ATTACHMENT 2 - 10
CLSP Scope of Work, 5/31/2012 Page 11 of 16
Task 3: Scenario Planning Research & Framing
Objective: Conduct research to understand the appropriate range of choices to be explored—“assumptions”, “inputs” (choices / policies / strategies / actions) and “outputs” (evaluation measures)— and to identify and define appropriate strategy options for later testing.
Task Budget: $80,000
Subtask 3.1: Research State of the Art LCOG will research and produce a summary memo to establish the technical and policy basis for land use and transportation GHG reduction strategies to test, and other priority impact areas such as prosperity, community health and social equity. This work will be conducted, as appropriate, by LCOG, state agencies, consultants or research organizations. The research will draw on the state’s Toolkit developed pursuant to Senate Bill 1059, Metro’s Toolbox, Cool Planning developed by the Oregon Transportation & Growth Management Program, resources related to California’s Senate Bill 375, Moving Cooler, and other resources.
Deliverables:
By Quarter 2: Memo summarizing state of art.
Budget: $5,000
[ODOT Note: Research state of the art? HUD grant?]
Subtask 3.2: Identify Relevant Trends LCOG will research and produce a summary memo to identify trends relevant to the scenario planning process. This is a backward-looking exercise to identify and document what has been changing. Trends could include changing demographics, incomes, household sizes, travel choices, energy costs, etc.
Deliverables:
By Quarter 2: Memo summarizing relevant trends.
Budget: $5,000
Subtask 3.3: Review Current Plans LCOG will review current regionally significant plans, programs and initiatives, identifying community values, goals, objectives, evaluation measures, and strategies. [Includes HUD Task 4.3: Land Use/Transportation.]
Deliverables:
By Quarter 2: Memo summarizing relevant elements in current plans.
Budget: $25,000
Subtask 3.4: Research Community Values LCOG may conduct surveys and focus groups to identify and refine community values. This subtask will inform Subtask 3.5: Determine Scenario Planning Elements, in particular, the community values that underlie the evaluation measures. This subtask includes consultant
ATTACHMENT 2 - 11
CLSP Scope of Work, 5/31/2012 Page 12 of 16
support. [Ed. Note: This subtask should be closely coordinated with any values research conducted as part of Subtask 2.1: Research Opinions. That subtask is more about what language to use to talk about issues, whereas this subtask is more about substantively what needs to be analyzed to provide
desired information to the public.]
Deliverables:
By Quarter 2: Documentation of community values research and findings.
Budget: $25,000
Subtask 3.5: Decide Scenario Planning Elements LCOG will identify the elements (“assumptions,” “inputs” and “outputs”) of the scenario planning process. LCOG will also address equity considerations. This subtask will be informed by Subtasks 3.1–3.4. This subtask will also be performed in parallel and iteratively with Task 4: Select & Develop Analysis Tools , as the desired elements might not be technically feasible or affordable. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public. [Includes HUD Task 4.2: Equity Considerations.] [Includes HUD Task 4.5: GHG Reduction Strategies.]
Deliverables:
By Quarter 2: Draft and final assumptions, inputs and outputs for use in constructing and evaluating the reference scenario and alternative scenarios.
Budget: $20,000
[ODOT Note: Aren’t PMT members doing this work? No, this is other staff, not PMT.]
Task 4: Select & Develop Analysis Tools
Objective: Select and develop planning models and other analysis tools to establish appropriate baseline data, allow for comparison of key scenario assumptions, and provide adequate detail to develop findings necessary to select a preferred scenario. The tools developed should enhance regional and local land use and transportation models to evaluate the costs, benefits, and impacts of land use and transportation choices, including an evaluation of GHG emissions from cars and light-duty trucks, and other priority impact areas such as prosperity and social equity. [Satisfies HB 2001 §38a(2) re “modeling and other capabilities.”] It is anticipated that multiple tools will be needed to analyze the elements (“assumptions,” “inputs” and “outputs”) identified in Task 3: Scenario Planning Research & Framing and that these will be applied in successive tracks of analysis. In Track A, Metropolitan GreenSTEP will be used to explore different high-level scenarios involving different sets of policies but only with a very coarse
geographic resolution: a few dozen distinct districts. In Track B, additional analysis tools can be used,
for example, Envision Tomorrow or INDEX which support finer-grained GIS-based analysis involving
thousands of distinct geographic units.
Task Budget: $241,238
ATTACHMENT 2 - 12
CLSP Scope of Work, 5/31/2012 Page 13 of 16
Subtask 4.1: Establish & Maintain Technical Advisory Group (TAG) To support selection and development of tools in Subtasks 2 and 3 and to support development and evaluation of scenarios, LCOG will establish a technical advisory group consisting of local, Metro and state staff and consultants.
Deliverables:
Ongoing: Materials for and notes from TAG meetings.
Budget: $50,000
[ODOT Note: Check arithmetic.]
Subtask 4.2: Acquire, Install & Implement Metropolitan GreenSTEP LCOG will acquire, install and implement Metropolitan GreenSTEP for use in conducting a Track A analysis to frame scenario choices and policy options. This subtask will be supported by the TAG. This subtask includes consultant support. [Includes HUD Task 4.1: Data & Modeling.]
Deliverables:
By Quarter 4: Draft and final documentation of Metropolitan GreenSTEP.
Budget: $141,238
Subtask 4.3: Select, Evaluate & Develop Additional Analysis Tools LCOG will select, evaluate and develop additional analysis tools, for example, Envision Tomorrow or INDEX, for use in conducting a Track B analysis to refine scenario choices and policy options. This subtask will be supported by the TAG. This subtask includes consultant support. [Includes
HUD Task 4.4: Scenario Planning Methodology.]
Deliverables:
By Quarter 6: Draft and final documentation of additional analysis tools.
Budget: $50,000
[ODOT Note: Need to watch this item closely.]
Task 5: Land Use & Transportation Scenario Development,
Evaluation and Selection
Objective: Use elements developed in Task 3: Scenario Planning Research & Framing, and
Metropolitan GreenSTEP and additional analysis tools developed in Task 4: Select & Develop Analysis
Tools to develop and evaluate a reference scenario and at least two alternative land use and
transportation scenarios that reduce GHG emissions from cars and light-duty trucks, and to select a preferred scenario. [Satisfies HB 2001 §38a(3),(4) re developing scenarios and selecting a preferred
scenario.]
Task Budget: $273,425
ATTACHMENT 2 - 13
CLSP Scope of Work, 5/31/2012 Page 14 of 16
Track A: Metropolitan GreenSTEP
Subtask 5.1: Develop & Evaluate Base Case & Reference Scenario with Metropolitan
GreenSTEP Analyze the 2005 base case in order to establish a benchmark for the purposes of the state’s Metropolitan GHG Reduction Targets. Analyze the 2010 base case derived from the 2035 RTP and local TSPs. Analyze the 2035 future reference scenario. The land use assumptions for this reference scenario will be the land use assumptions in current plans (for example, the 2035 RTP, RTSP, local TSPs, Envision Eugene, Springfield 2030, etc.). This subtask will be supported by the TAG. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public.
Deliverables:
By Quarter 2: Draft and final documentation of reference scenario development with Metropolitan GreenSTEP.
Budget: $74,475
Subtask 5.2: Develop & Evaluate Range of Alternative Scenarios with Metropolitan
GreenSTEP Analyze alternative scenarios for 2035 developed by changing policy settings from the default (“Level 1”) settings used for the reference scenario. This subtask involves deciding on the levels to be analyzed as a result of both technical and policy considerations. This subtask will be supported by the TAG. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public.
Deliverables:
By Quarter 4: Draft and final documentation of alternative scenarios for meeting the state’s GHG reduction targets for cars and light-duty trucks with Metropolitan GreenSTEP.
Budget: $198,950
[ODOT Note: Actually developing alternative scenarios? Double counting on TAG task? Timing? Is this
not in next Phase?]
Track B: Additional Analysis Tools
Subtask 5.3: Prepare to Use Other Analysis Tools Prepare to use other analysis tools. For example, for Envision Tomorrow, develop building blocks and development types. This subtask will be supported by the TAG. This subtask includes consultant support. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public. This subtask includes consultant support.
Deliverables:
By Quarter 4: Draft and final documentation of building blocks and development types.
ATTACHMENT 2 - 14
CLSP Scope of Work, 5/31/2012 Page 15 of 16
Budget: $0 during first year / funding phase
Subtask 5.4: Develop & Evaluate Base Case & Reference Scenario with Additional
Analysis Tools Analyze the 2005 base case in order to establish a benchmark for the purposes of the state’s Metropolitan GHG Reduction Targets. Analyze the 2010 base case derived from the 2035 RTP and local TSPs. Analyze the 2035 future reference scenario. The land use assumptions for this reference scenario will be the land use assumptions in current plans (for example, the 2035 RTP, RTSP, local TSPs, Envision Eugene, Springfield 2030, etc.). This subtask will be supported by the TAG. This subtask includes consultant support. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public.
Deliverables:
By Quarter 6: Draft and final documentation of reference scenario development.
Budget: $0 during first year / funding phase
Subtask 5.5: Develop & Evaluate Range of Alternative Scenarios with Additional
Analysis Tools Analyze a handful of significantly different alternative scenarios (“themes”) for 2035 derived from work by the Regional Stakeholders Group and in public forums and charrettes. This subtask involves creating scenarios based on both technical and policy considerations. This subtask will be supported by the TAG. This subtask includes consultant support. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public. [Includes HUD Task 4.8: Toolkit Chapter 3.]
Deliverables:
By Quarter 6: Draft and final documentation of alternative scenarios for meeting the state’s GHG reduction targets for cars and light-duty trucks.
By Quarter 6: Draft and final HUD Toolkit Chapter 3.
Budget: $0 during first year / funding phase
Subtask 5.6: Develop & Select Preferred Scenario Use what has been learned to develop and select a preferred scenario that, among many things, reduces GHG emissions from cars and light-duty trucks. This subtask involves creating scenarios based on both technical and policy considerations. This subtask will be supported by the TAG. This subtask includes consultant support. Note that this subtask covers technical work needed to inform Task 1 meetings with policy makers and Task 2 meetings with stakeholders and the public.
Deliverables:
By Quarter 10: Draft and final documentation of preferred scenario for meeting the state’s GHG reduction targets for cars and light-duty trucks.
Budget: $0 during first year / funding phase
[Ed. Note: Additional subtasks will be identified in Subtask 1.6: Revise & Extend Scope for Work.]
ATTACHMENT 2 - 15
CLSP Scope of Work, 5/31/2012 Page 16 of 16
Task 6: Rulemaking Report
Objective: By February 2014, prepare a report to the House and Senate interim committees related to transportation with recommendations for a cooperative process of rulemaking and enforcement of the rules. [Satisfies HB 2001 §38a(7)(a).]
[Ed. Note: Subtasks will be identified in Subtask 1.6: Revise & Extend Scope for Work.]
Deliverables:
By Quarter 6: Draft and final rulemaking report.
Budget: $0 during first year / funding phase
Task 7: Preferred Scenario Report
Objective: By February 2015, prepare a report to the Legislative Assembly on the implications of implementing the preferred land use and transportation scenario by amendments to the local governments’ comprehensive plans and land use regulations. [Satisfies HB 2001 §38a(7)(b).]
[Ed. Note: Subtasks will be identified in Subtask 1.6: Revise & Extend Scope for Work.]
Deliverables:
By Quarter 10: Draft and final preferred scenario report.
Budget: $0 during first year / funding phase
ATTACHMENT 2 - 16
About Metro
Clean air and clean water do
not stop at city limits or county
lines. Neither does the need for
jobs, a thriving economy, and
sustainable transportation and
living choices for people and
businesses in the region. Voters
have asked Metro to help with
the challenges and opportunities
that affect the 25 cities and
three counties in the Portland
metropolitan area.
A regional approach simply
makes sense when it comes to
providing services, operating
venues and making decisions
about how the region grows.
Metro works with communities
to support a resilient economy,
keep nature close by and
respond to a changing climate.
Together, we’re making a great
place, now and for generations
to come.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
Summer 2013
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
The Road to 2040
Choices for our future
N early two decades ago, the residents of this region set a course for growth with
the adoption of the 2040 Growth Concept – a plan for how the region grows
over the next 50 years.
The vision for 2040 calls for each community to decide the best way to create vibrant
downtowns, provide good jobs, and offer affordable housing and transportation choices
for its residents. Together, these community visions encourage growth in downtowns,
main streets and employment areas, and preserve farms, forestland and natural areas. They
help build a strong regional economy, while celebrating and strengthening individual local
character.
Shaping the region with intention
The desired outcome of this shared vision is a region
where people live, work and play in healthy communities
with easy access to everyday needs. Where safe and
reliable transportation choices connect people to jobs and
goods to market. Where current and future generations
benefit from the region’s sustained economic
competiveness and resilience. Where everyone enjoys
clean air, clean water and a healthy ecosystem. And
where the benefits and costs of growth and change are
equitably shared among all communities.
Shared values for livable communities guide our policy and
investment choices to create a unique sense of place and quality of life that attract people
and businesses to the region and inspire generations to call this place home.
Leadership on climate change
Because we have focused development where it makes sense – in downtowns, main streets
and employment areas – and invested in transportation choices, we drive 20 percent fewer
miles every day than other regions of a similar size.
By taking direction from the 2040 plan and working together with local communities as
they develop and update community visions, we can grow in a more sustainable manner
that reduces greenhouse gas emissions from transportation and improves the environment
for healthier, more livable communities.
But there’s more to be done.
New challenges call for new choices
The Oregon Legislature
has required the
Portland metropolitan
region to reduce per
capita greenhouse gas
emissions from cars and
small trucks by 2035.
How we get there
is up to you.
Printed on recycled content paper
13125mdw 5.13.2013
What choices are you
willing to make to respond
to these challenges?
Clean fuels and technology
How can the region support state
and federal efforts to transition to
clean fuels and technology?
Community investment
How do we pay for investments
needed to realize our shared vision
for walkable communities, job
creation, and affordable housing
and transportation choices?
Transit
How much frequent transit should
the region provide and what
areas should be a priority? What
other investments are needed to
complement this strategy?
www.oregonmetro.gov/climatescenarios
LOOKING AHEAD
Developing a preferred scenario
Working together, cities, counties and
regional partners will decide which
elements from each of the three scenarios
should go forward into one preferred
scenario for the region to adopt in
December 2014.
Considerations for developing a preferred
scenario include:
• costs and benefits across public health,
environmental, economic and social
equity goals
• financial implications
• public support and political will.
Join Metro’s online opinion panel today
at www.optinpanel.org and be
entered to win a $100 gift card.
ATTACHMENT 3 - 1
WE ALL HAVE CHOICES TO MAKE
The choices we make today will determine the future of
the Portland metropolitan region. While we have worked
together to create strong local communities and a region
with an enviable quality of life, today’s uncertain economy,
limited resources, rising energy costs and a growing and
diverse population have brought new challenges.
In collaboration with city, county, state, business and
community leaders, Metro is researching how investments
and transportation and land use policies can be leveraged to
respond to these challenges and meet climate goals.
Scenario planning
To stimulate thinking about our choices for the future and
the possible impacts they may have on how we live, travel
and work, three scenarios will be tested in 2013 to help
answer the questions:
• What will our choices cost and what can we afford?
• Which strategies are most effective for supporting
community visions and reducing greenhouse
gas emissions?
• What are the risks, opportunities and tradeoffs of
our choices?
Scenario A
RECENT TRENDS
This scenario shows the results of implementing
adopted plans to the extent possible with existing
revenues.
Scenario B
ADOPTED PLANS
This scenario shows the results of raising additional
revenues – as called for in the adopted Regional
Transportation Plan – to allow the region to make more
progress toward implementing adopted plans.
Scenario C
NEW PLANS AND POLICIES
This scenario shows the results of pursuing new
policies, more investment and new revenue sources to
more fully achieve adopted and emerging plans.
CLIMATE SMART COMMUNITIES SCENARIOS PROJECT TIMELINE
2011-12
Research how strategies could impact community
outcomes and GHG emissions
Jan.-Sept. 2013
Develop and evaluate scenario options to learn how
choices today impact our communities tomorrow
Oct. 2013-March 2014
Report back to communities and develop a preferred scenario
April-Dec. 2014
Adopt a preferred land use and transportation scenario
How we live
More young people, seniors and families live close to services
and transit because of the convenience this offers. I live
close to where I work and can choose to drive or take
another way.
How we get around
Streets, highways and transit systems in my community are
in good repair. I can easily walk, bike and take transit to
work and to meet my everyday needs.
How we work
I reinvest cost savings to create more jobs and further shift
operations toward energy efficiency for my business and
delivery needs.
How we invest
We work together with business and community leaders
to find new ways to fund maintenance and make new
investments in streets, highways, transit, sidewalks and
bike pathways.
How we live
My community provides more housing choices, jobs and
services near transit.
How we get around
Streets, highways and transit systems in my community are
in good repair. Targeted investments make it easier to walk,
bike or take transit to work and to meet my everyday needs.
How we work
I build on past cost saving measures to invest in new
technologies and cleaner fuels to support my delivery and
business needs.
How we invest
We partner with nearby city, regional and state leaders to
increase existing revenues to properly maintain
and expand streets, highways, transit, sidewalks and
bike pathways.
How we live
Developers provide some new
housing choices near transit
and downtown areas.
How we get around
Streets in my community
need repair. I often drive
because transit is not available
in my neighborhood. There
are limited new pathways
for biking and walking to
get me to transit.
How we work
I look for ways to lower the
fuel operating costs for my business while maintaining my
delivery schedule and serving customers.
How we invest
We rely on existing revenues, many of
which are declining (e.g., gas tax, payroll tax,
federal funds). We spend an increasing
share of that revenue on maintaining
what we have.
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SHAPE PREFERRED SCENARIO SELECT PREFERRED SCENARIOSHAPE CHOICESUNDERSTAND CHOICES
What is a scenario?
A scenario is an
example of what the
future might look like,
based on the choices
we make today.
The scenarios presented
will be tested in
summer 2013.
WHAT THE FUTURE MIGHT LOOK LIKE IN 2035
ATTACHMENT 3 - 2
CLIMATESMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESAbout Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
Key challenges
Strategies
• Mixed-use development
• Active transportation
• Traffic management
Beaverton
Community case study
Beaverton builds economic opportunity
Beaverton is revitalizing its downtown with targeted
investments and partnerships to create jobs and
civic destinations, increase housing choices, provide
access to nature and expand travel options for residents
and visitors. These actions are helping the city grow
in a sustainable manner, create a healthy, livable
community and reduce greenhouse gas emissions from
transportation.
Downtown Beaverton is served by three state high-
ways, one commuter rail line, two light rail lines and
one freight rail line that connect Beaverton to other
communities in the region. Since opening in 1998,
TriMet’s MAX light rail stations have attracted housing,
employment and retail development to the area. A
project known as The Round, featuring a mix of office
and housing, was built around the Beaverton Central
station surrounding a circular plaza that includes the
MAX station.
Old Town, south of Farmington Road, offers a well con-
nected street grid and historic buildings with small busi-
nesses and pedestrian-oriented retail. The Beaverton
Central Library, Beaverton City Park and the Beaverton
Farmers Market are gathering places that serve nearby
neighborhoods and visitors from across the region.
The city has built strong public support for and remains
committed to expanding housing and transportation
choices, creating parks and natural areas, and support-
ing local businesses to spur downtown revitalization.
• Major transportation corridors
divide the north and south parts
of downtown Beaverton.
• An incomplete street network,
high traffic volumes, long
blocks and inadequate bike and
pedestrian crossings limit access
and mobility.
• The Round remains incomplete,
contributing to the lack of
downtown housing choices and
job opportunities.
• Aging infrastructure and empty or
underutilized development sites
limit the vibrancy of the area.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Develop a broad strategy for revitalization
In addition to promoting a mix of new housing
and businesses within a well-connected street,
bicycle and sidewalk network, revitalization
efforts should also provide opportunities for
recreation and enjoying art. Marketing and
economic development are enhanced by projects
that improve storefronts and signage.
Combine community investment tools
Beaverton continues to build its toolbox of
policies and investments to grow local jobs and
expand downtown housing choices, provide
needed infrastructure, and demonstrate
the city’s commitment to sustainability and
revitalization efforts.
Leverage partnerships and resources
Downtown revitalization requires the cooperation
of public agencies, chambers of commerce,
local businesses and civic organizations, as well
as leveraging local, regional, state and federal
resources to build needed investments.
Build community and business champions
The ideas borne out of the Beaverton Community
Vision and refined through the Beaverton Civic
Plan have helped achieve successes with residents
and businesses.
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Wilsonville Oregon City
Beaverton★
Mixed-use
development
Active
transportation
Traffic
management
Climate benefits COMMUNITY CASE
STUDY SERIES
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what the City of Beaverton is
already doing to realize its vision for the
future, and provide a strong foundation
for meeting state climate goals for
2035. The climate benefits shown
represent the relative effectiveness of
each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
13552-1 Printed on recycled paper 041713 www.oregonmetro.gov/climatescenarios
Working together to help meet
Oregon’s target for reducing
greenhouse gas emissions from
cars and trucks
Regional partner
ATTACHMENT 3 - 3
Investments and partnerships revitalize downtown Beaverton
The City of Beaverton is leveraging its existing transportation system,
infrastructure, land and financial resources to build a prosperous and vibrant
community that will also help reduce greenhouse gas emissions, especially from
transportation. The city has targeted policies, financial incentives and investments
to support local businesses, grow local jobs, encourage more people to live and
work in downtown, manage parking, make the area safer and more convenient
to walk and bike, improve traffic operations, and transform Canyon Road to be
more pleasant and attractive. Hosting activities such as the Beaverton Farmer’s
Market, regular arts and culture events like the expanded Old Town Festival, the
annual International Festival, Flicks by the Fountain, and painting downtown
murals attracts residents and customers to the area. The city’s actions leverage
local, regional, state and federal partnerships and resources that further catalyze
downtown revitalization efforts.
Nearly 1,100 businesses and more than
14,000 jobs exist within one mile of
downtown Beaverton. The Beaverton
Transit Center serves as the primary
transit hub of Washington County and
has one of the highest ridership rates
in the TriMet system with two light
rail lines, a WES commuter line, and
eleven bus lines. While housing options
in the downtown area are limited, the
city is leveraging public and private
investments and innovative tools to
encourage people to live and work in
the downtown core and attract new
restaurants, shops and services that
people want to visit.
Community and economic development
efforts currently underway include:
• policies and investments that
encourage new housing and
businesses to locate downtown near
transit
• an inventory of brownfield sites for
potential redevelopment
• business programs and incentives
for microenterprises, start-ups and
target industries, including tax credits,
storefront improvement grants and
workforce development assistance
• financial incentives and partnerships
with nonprofit organizations to build
affordable housing choices
• allowing businesses to share parking
spaces and removing minimum parking
requirements in designated areas,
including areas located near transit,
to encourage efficient use of available
parking
• installing electric vehicle charging
stations downtown.
Making way for biking
and walking
The city has prioritized investments to:
• implement a wayfinding system that
provides directional guidance to area
destinations for biking, walking and
taking transit
• create bicycle boulevards on low-
traffic streets, add east-west bike
corridors that parallel Canyon Road,
increase bicycle parking, and fill gaps
in the bicycle network
• improve pedestrian access to area
businesses and transit service by
making street crossings safer, filling
sidewalk gaps, and adding curb ramps,
benches and lighting to make walking
safer, more convenient and pleasant.
Improving traffic
operations
Congestion along major travel corridors
causes delays that increase vehicle
idling and emissions. To address this,
the city:
• constructed multi-modal streets that
parallel state highways to provide an
alternative for local traffic
• installed adaptive traffic signals that
are synchronized to optimize traffic
flow.
Transforming
Canyon Road
Canyon Road emerged as a high priority
during Beaverton’s Community Vision
and Civic Plan process. It is a noisy and
intimidating place to walk with few
crossings and heavy traffic. Beaverton
is collaborating with the Oregon
Department of Transportation to
redesign Canyon Road to be pedestrian-
friendly and more attractive for
development. Key investments identified
to transform the corridor include:
• safer pedestrian and bicycle crossings
at key intersections
• sidewalk improvements, landscaping,
transit stop improvements, pedestrian-
scale lighting and stormwater
treatment facilities
• an off-Canyon Road bicycle boulevard
network, providing parallel routes for
biking
• new street connections to provide
multiple routes for travel.
Connecting people
with nature
The Beaverton Creekside District, com-
prising nearly 50 acres in the downtown
area, is located near Beaverton’s down-
town creeks. It sits at the core of the
area’s transit system, providing a focal
point for revitalization efforts.
Restoring and enhancing the downtown
creeks will improve water quality and
provide places for residents and visitors
to enjoy the natural environment.
2010
1 Growing the economy
with jobs, housing and
transit
2011 2012 2015-2020
Completion of the Beaverton Urban
Renewal Plan projects attracts
business and housing, improves
traffic flow and public safety, and
spurs private investment
Beaverton Community Vision calls
for creating a vibrant downtown and
improving mobility
Beaverton Civic Plan emphasizes
greater connectivity, economic oppor-
tunity, and environmental sustainability
Voters adopt $150 million Beaverton
Urban Renewal Plan
$1 million HUD Sustainable Communities
Challenge Grant awarded to help imple-
ment Beaverton Civic Plan
Improvements made to Canyon Road
streetscape and downtown creek,
park and plaza
Off-Canyon Road bicycle boulevard
network launched
2
3
4
5
TC
217
10
8
SW Beaverton-Hillsdale HwySW Beaverton-Hillsdale Hwy
BeavertonRound
LibraryLibrary
CE MasonWetlands Park
GriffithPark
Central Beaverton
Nbus routes
light rail transit
commuter rail
freight rail trails
transit centerTC
parks/natural areas
Beavertonregional center
½ Mile
light rail station/bus stop
building footprint
1
2
3
5 1
4
2
Timeline
2020-2040
ATTACHMENT 3 - 4
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGES
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Wilsonville Oregon City
Key challenges
Strategies
• Mixed-use development
• Active transportation
• Traffic management
82nd Avenue corridor
Revitalizing a 1950s commercial corridor
in Clackamas County
The 82nd Avenue corridor in Clackamas County is
a major commercial activity center serving a large
portion of urban Clackamas County. The corridor
extends from Johnson Creek Blvd on the north
end to Sunnyside Road on the south. While 82nd
Avenue serves as a primary connection between
neighborhoods and commercial and industrial
centers, it also functions as a key arterial street to
move people and goods. For this reason, the area
is well-positioned for revitalization through the
development of mixed-use neighborhoods with
nearby services.
The 82nd Avenue corridor originally emerged as a
distinct retail and local business hub. In 1980, the
county created a revitalization plan through the
Clackamas Town Center Urban Renewal District to
encourage private investors to build thousands of
housing units and millions of square feet of retail and
commercial space in the area. Over the years, the
concentration of development resulted in a rise in
daily use of commercial services and traffic volume. In
2006, the North Clackamas Revitalization Area Urban
Renewal District was established to promote affordable
housing and development around the northern portion
of the corridor. These major programs help address the
transportation and land use challenges that contribute
to greenhouse gas emissions.
• The existing multi-lane arterials
(82nd Avenue and Sunnyside
Road) are barriers for pedestrian
crossing.
• While the backbone of the transit
system is in place, there is need
for a local shuttle or additional
transit service to provide access to
local business and jobs.
• While the zoning would allow
for multi-family or more
intense mixed-use commercial,
redevelopment is expensive and
the market is not supporting the
transition at this time.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Clackamas★
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
Working together to help meet Oregon’s target for reducing greenhouse gas emissions from cars and trucks
Regional partner
Mixed-use
development
Active
transportation
Traffic
management
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
13552-2 Printed on recycled paper 5.24.13 www.oregonmetro.gov/climatescenarios
COMMuniTY CAse
sTudY seRies
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
These greenhouse gas emissions
reduction strategies are an important
part of what the Clackamas regional
center is already doing to realize its
vision for the future, and provide a
strong foundation for meeting state
climate goals for 2035. The climate
benefits shown represent the relative
effectiveness of each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
Community case study
Leverage partnerships and resources to
create a vibrant community Support coop-
eration between public agencies, chambers of
commerce, local businesses and civic organiza-
tions, and leverage local, regional, state and
federal resources to build needed investments.
invest in sidewalks, bike lanes, multi-
use trails and transit to connect people
to jobs, goods, services, education and
recreation Focus on the key connections
identified in the recently completed Clacka-
mas Regional Center Pedestrian and Bikeway
Connections Plan to give people who arrive
by light rail or bus better access to the destina-
tions in the 82nd Avenue corridor and jobs in
the area.
Maintain affordable housing and link
these communities to commercial areas
and light rail Improve street connections,
such as the realignment of Otty Road at 82nd
Avenue, to enhance the safety and create
a more direct route to commercial areas on
82nd Avenue and the Fuller Road Light Rail
Station.
Continue to research and develop
strategies Explore additional strategies to
remove development barriers and to create
a more flexible and expedited approach to
approving mixed-use development in the 82nd
Avenue corridor.
ATTACHMENT 3 - 5
Balancing access with jobs, housing, amenities and livability
In 2009, the MAX Green Line was extended into Clackamas County, providing
access to light rail at both the Fuller Road Station and the Clackamas Town Center
Station. The light rail line parallels the I-205 freeway and is located about one-half
mile from 82nd Avenue. In addition, fairly regular bus transit service is provided
along 82nd to Clackamas Town Center. Other investments have been made to
complete the road network in the area including the boulevard treatment along
Monterey Avenue and beautification improvements along Sunnybrook Boulevard.
The Clackamas Town Center mall anchors the southern portion of the corridor
and is an established hub for commercial activity in the area and the region. Other
relatively large employers and services in the area include the North Clackamas
Aquatic Park, Clackamas Community College and the Kaiser Permanente Sunnyside
Medical Center. As one of the fastest growing business centers in the region, it
is vital to the economic health of Clackamas County to ensure the area’s long-
term success by achieving a balance
of good access and amenities that
attract residents, businesses and future
development. This includes providing
access to nearby parks, open space and
public spaces, as well as transportation
improvements to encourage bicycling
and walking, to promote and maintain a
vibrant, healthy and safe community.
Improvements in the Clackamas Town
Center Urban Renewal Area, created
in 1980, are guided by the Clackamas
Town Center Development Plan
that identifies projects that address
traffic circulation and capacity issues
and community infrastructure needs
including utility upgrades, landscaping,
parks, biking pathways, and parking
and transit facilities. Completed projects
include:
• key roadway connections to facilitate
north/south movement within the
regional center
• realigning road intersections for safety
and more efficient movement
• improvements to Monterey Avenue to
create a Main Street standard
• Green Line light rail project with two
station areas, to link the regional
center and area neighborhoods to the
Gateway Regional Center with high
capacity transit.
Many of the significant transportation
infrastructure investments that have
been completed create the backbone
for the transportation network. What
remains to be filled in are some critical
east-west connections that allow
residents and visitors to more easily and
efficiently travel to and through the
area. In addition, key investments are
needed to improve the conditions for
pedestrians and bicyclists in the area.
Revitalizing area
neighborhoods
The North Clackamas Revitalization Area
(NCRA), formed in 2006, straddles the
northern portion of the 82nd Avenue
corridor. The neighborhoods just west
of 82nd needed access to sewer and
other important infrastructure. The goal
of the NRCA is to support the existing
affordable neighborhoods while also
investing in the commercial areas along
82nd Avenue. Since its creation, NCRA
urban renewal funds have been used
to create a safe, clean and affordable
mixed-use neighborhood with nearby
services by:
• working with the community to create
a neighborhood park
• providing low-cost loans for sanitary
sewer hook ups
• partnering with Water Environment
Services/CCSD#1 to extend sanitary
sewers to the area
• working with affordable housing
providers on the construction of
new units, and loans and grants for
repairs and renovations
• developing street improvements along
key north-south facilities.
1980
1 improving transportation
access and connections
1996 2006 2009
Monterey Avenue connected to Fuller
Road, expanding travel choices and
access to the Clackamas Town Center
and Green Line station
Clackamas Town Center Urban
Renewal District formed to provide
transportation and community
facilities to support a rapidly
growing area
Clackamas Regional Center Area
Design Plan adopted that implements
the Metro Region 2040 regional center
designation
North Clackamas Revitalization Area
formed to implement the community’s
vision for the area as safe, clean and
affordable, with mixed-use
neighborhoods
Max Green Line opens, the first light
rail line extended into Clackamas
County
2
3
Timeline
2013
I2
P
P
TC
CLACKAMAS CO.
MULTNOMAH CO.
SE King Rd
SE 7
2nd A
ve
SE 8
2nd A
ve
SE
2
nd
r
SESunnysideRd
S
EIdleman Rd SE King Rd
SE Otty Rd Mount
Scott
Mount
Scott
SE Alberta Ave SE 9
2nd A
ve
SE
9
7
th
Av
e
SE B
ell A
ve
SEAldercrest
Rd
SE Railroad Ave
SE 1
22nd A
ve
SE Thompson Rd
S
E J
oh
ns
o
n R
d
SE Luther RdSE Clatsop St
SE S
tanley A
ve
S E Law nfield Rd
SE129thAve
S
E M
t S
c
ott B
lv
d
SE W
ebster R
d
SE L
ake R
d
SE
Fla
v
el
D
r
SE Fuller Rd
S
EStevensRd
SELinwood
Ave
SE 1
32nd A
ve
SE King Rd
SE
7
2
n
d
A
v
e
SE
8
2
n
d
A
v
e
SE
2
nd
r
SESunnysideRd
S
EIdleman Rd SE King Rd
SE Otty Rd
SE Alberta Ave SE
9
2
n
d
A
v
e
SE
9
7
th
A
ve
SE
B
e
l
l
A
v
e
SEAldercrest
Rd
SE Ra
i
l
r
o
a
d
A
v
e
SE
1
2
2
n
d
A
v
e
SE Thompson Rd
S
E
J
o
h
n
s
o
n
R
d
SE Luther RdSE Clatsop St
SE
S
t
a
n
l
e
y
A
v
e
S E Law nfield Rd
SE129thAve
S
E
M
t
S
c
o
t
t
B
l
v
d
SE
W
e
b
s
t
e
r
R
d
SE
L
a
k
e
R
d
SE
Fla
v
el
D
r
SE F
u
l
l
e
r
R
d
S
EStevensRd
SELinwood
Ave
SE
1
3
2
n
d
A
v
e
Springwa t e r C o rridor
Springwa t e r C o rridor
Kello
g
g
Cre
ek
M o u n t Scott Creek
ChristThe King
ClackamasTown Center
ClackamasPromendae
LincolnMemorial Park
Lincoln MemorialPark Cemetery
WillametteNational Cemetery
MillPark
Mt TalbertNature Park
North ClackamasAquatic Park
NorthClackamas Park
ScottCreek Park
SouthernLites Park
AltamontPark
Ella V.Osterman Park
Harmony RoadNeighborhood Park
HarneyPark
Lents
ChristThe King
ClackamasTown Center
ClackamasPromenade
LincolnMemorial Park
Lincoln MemorialPark Cemetery
WillametteNational Cemetery
MillPark
Mt Talbert
Kaiser HospitalKaiser Hospital
Nature Park
North ClackamasAquatic Park
NorthClackamas Park
ScottCreek Park
SouthernLites Park
AltamontPark
Ella V.Osterman Park
Harmony RoadNeighborhood Park
HarneyPark
Lents
82nd Avenue Corridor
N1 Mile
bus routes
light rail transit
freight rail
trails
Park & rideP
transit centerTC
parksnatural areas
SE 82nd AveCorridor
Clackamasregional center
bus stop
light rail station
buildingfootprint
2
3
1
supporting uses essential
to a vibrant, mixed-use
community
Parks, schools and other important
institutions all are located within a
mile of the 82nd Avenue corridor. The
North Clackamas Aquatic Park, Kaiser
Sunnyside Medical Center, Clackamas
Community College, La Salle High
School, Trader Joe’s, Fred Meyer and a
long list of other educational, healthcare
and commercial uses call this area
home. Affordable housing with a mix of
housing types are located in and around
the area. All the ingredients are in place,
but the transition from an auto-centric
area to a vibrant mixed-use community
has yet to take hold.
Identifying the key investments will be
critical, but it is also necessary to support
the role of the private sector as a leader
in creating this vibrant community.
Recent planning efforts have identified
the need to transition some parking lot
areas into higher density housing, shift
some key locations from redevelopment
of low density housing to mixed-use
development, and improve the bicycle
and pedestrian systems. In addition, as
funds become scarcer to improve the
road system for more automobiles, there
will be a need to see how we can work
with developers to finance a variety of
transportation facilities that support
multiple modes of travel.
Working together with the development
community, it will be important to
continue to identify ways to encourage
economic growth, foster a healthy
community, and improve circulation and
connections for all forms of travel.
82nd Avenue corridor
ATTACHMENT 3 - 6
FREQUENTLY ASKED QUESTIONS April 2013
What is the Climate Smart Communities Scenarios Project all about?
Working together with city, county, state, business and community leaders, Metro is researching the
most effective combinations of land use and transportation policies and strategies to help us create
great communities and meet Oregon’s targets for reducing greenhouse gas emissions. Adopted in 2009,
House Bill 2001 requires the Portland metropolitan region to develop a land use and transportation plan
that will reduce greenhouse gas emissions from cars and light duty trucks (excluding freight vehicles) to
help meet state goals for a healthy environment.
Policies that for years have protected farm and forestland and preserved air quality have also reduced
how much we drive, resulting in lower emissions compared with other regions. Through December
2014, Metro and local partners will study scenarios that represent what the area could look like in 2035
if various transportation and land use strategies are pursued. In the largest sense, the project is as much
about where we invest to keep this region a great place to live, work and prosper as it is about reducing
greenhouse gas emissions.
Why is this important?
Many of the policies and actions that can reduce greenhouse gas emissions – planning and building
walkable, transit-friendly communities, facilitating advances in technology (cleaner fuels and more fuel-
efficient vehicle and engine designs), and making investments in infrastructure and public awareness
programs – will not only reduce harmful emissions, they will create great local communities, support
good jobs and a resilient regional economy and help the region meet state greenhouse gas emissions
reduction targets.
Why should I care about greenhouse gas emissions?
Greenhouse gas (GHG) emissions reductions are part of the state’s plan to protect public health, lower
energy consumption and reduce the need for driving. Carbon emissions affect the air we breathe and
the state has initiated a number of actions to respond to this public health challenge. In 2007, the
Oregon Legislature adopted House Bill 3543, setting statewide greenhouse gas reduction goals that
apply to all sectors — energy production, buildings, solid waste and transportation.
The first state laws to implement carbon emissions reduction goals focused on the transportation
sector, which accounts for approximately 25 percent of the overall emissions in Oregon. Adopted in
2009, House Bill 2001 requires the Portland metropolitan region to develop and adopt a land use and
transportation plan that will reduce greenhouse gas emissions from cars and light duty trucks (excluding
freight vehicles) to meet these goals.
www.oregonmetro.gov/climatescenarios
ATTACHMENT 3 - 7
How much do we have to reduce emissions, and by when?
HB 2001 directs Metro to develop combined land use and transportation plans, called scenarios, that
show what policies and investments are needed to accommodate growth while reducing emissions. The
law requires the region to adopt a preferred scenario after public review and consultation with local
governments, and local governments are required to implement the scenario through their plans. In
2011, the state land use agency - the Land Conservation and Development Commission - adopted
greenhouse gas emissions reduction targets for the year 2035 for each of Oregon’s six metropolitan
areas. The target for the Portland metropolitan region calls for cutting roadway tailpipe emissions to 1.2
metric tons per person by 2035.
The good news is that implementing current local plans and realizing advancements in cleaner fuels and
more efficient vehicles (Steps 1 and 2) are expected to reduce emissions to 1.3 metric tons per person
by 2035. Metro and local communities will need to continue working together to make those current
plans a reality, and additional investment and policy action will be needed to meet the region’s target. In
November 2012, the Land Conservation and Development Commission adopted additional rules that
provide more details as the region selects a scenario to meet the state target by December 31, 2014.
The Climate Smart Communities Scenarios Project will demonstrate to Oregonians and the nation that
carbon reduction targets set by the state can be achieved while producing outcomes of equal
importance to residents: clean air and water, vibrant communities, transportation choices, equity, and
economic prosperity.
Why is it a regional target as opposed to a target for every city and town in the region?
Vehicle travel in the region includes a combination of local travel (trips that begin and end within the
region) plus trips that pass through the region, or that begin or end outside the region. In addition,
ATTACHMENT 3 - 8
residents of one community often work, shop or go to school in another city or county. That's why the
Land Conservation and Development Commission, the state agency responsible for setting the Portland
area’s carbon reduction target, set the goal at a regional level rather than community by community.
Does that mean that Metro is going to create one solution for the whole region?
There is no single solution to meet the state’s greenhouse gas reduction goals. Communities will each
have a role to play and a way to reduce emissions their own way. Different policies, actions, investments
and technology improvements will combine to form a solution that will be implemented at state,
regional and local levels. Local solutions will vary community by community.
Where are we in the project?
The project has three phases. Phase 1 focused on understanding choices. In this phase, all policy options
that help reach the targets were open for consideration.
In Phase 2 the climate scenarios project team integrates community input from local government
officials, community and business leaders, and the Metro Council to define the alternatives and
strategies to be further evaluated. All will be tested in 2013, so cities, counties and community partners
can decide which elements of the three should go forward into one scenario for the region to adopt in
2014.
Phase 3 is about building the strategy and defining how best to implement it. Metro, in partnership with
local community and business leaders, will develop and recommend the preferred land use and
transportation scenario and strategies needed to support implementation. In 2014, the region must
adopt a scenario that supports local goals but also meets the emissions reduction target adopted for the
region.
ATTACHMENT 3 - 9
What do you mean by policies and strategies?
During Phase 1 analysis the team evaluated six categories of policies that could be evaluated using a
new modeling tool called GreenSTEP, as seen below:
With as many as five different strategies in each of six categories, and including up to three levels of
ambition in each category, the team analyzed 144 different combinations, called scenarios.
What is GreenSTEP?
GreenSTEP is an innovative modeling tool that supports scenario planning at the state and metropolitan
area levels. It was developed at the request of the Oregon Global Warming Commission. Standard
urban travel models are concerned only with forecasting traffic volumes on specific roadways in urban
areas. GreenSTEP models account for household vehicle travel, energy consumption and greenhouse gas
emissions regardless of where the travel occurs. But GreenSTEP can also calculate household vehicle
travel, household walk and bicycle trips, amounts of money households spend on vehicle travel, and
more.
Because it is a new type of model, GreenSTEP has been and continues to be peer-reviewed by state,
national and international modeling experts. It is recognized by the U.S. Department of Transportation
and by the American Association of State Highway and Transportation Officials.
ATTACHMENT 3 - 10
ODOT and Metro worked together to develop a metropolitan area version of GreenSTEP used to support
Phase 1 of the climate scenarios project. This version allows planners to evaluate prospective policies at
a much finer level of geographic detail than is possible with the state level version.
What has been learned so far?
The Phase 1 findings are summarized below:
1. Current local and regional plans and policies are ambitious and provide a strong foundation for
meeting the region’s greenhouse gas target.
2. The reduction target is achievable but will take additional effort and new strategic actions.
3. Most of the strategies under consideration are already being implemented to varying degrees in
the region to achieve the 2040 Growth Concept vision and other important economic, social and
environmental goals.
4. A range of policy choices exists to reduce greenhouse gas emissions; the best approach is a mix
of strategies.
5. Community design and pricing play a key role in how much and how far people drive each day
and provide significant greenhouse gas emissions reductions.
6. Fleet, technology and pricing strategies provide similar significant greenhouse gas emissions
reductions but no single strategy is enough to meet the region’s target.
7. Road management and marketing strategies improve system and vehicle efficiency and reduce
vehicle travel to provide similar, but modest greenhouse gas emissions reductions.
You can download a pdf of the complete Phase 1 Findings Report at
http://www.oregonmetro.gov/climatescenarios
How will social equity and environmental justice be considered and achieved? Will Metro make sure
that the region’s most vulnerable populations – low-income households, communities of color, older
adults and children, people with disabilities and households with limited English proficiency - benefit
from the climate scenarios project?
We all want a region that provides good jobs, safe and reliable transportation, livable neighborhoods,
and access to the opportunities that create the quality of life for which our region is known – for
everyone. As part of the project, Metro is creating a “scorecard” to measure how well the chosen
scenarios work to advance environmental justice and equity along with other desired outcomes. The
scorecard will include a set of environmental justice and equity outcomes that the region desires, along
with ways to measure each outcome. A variety of evaluation measures will be used to assess the
scenario options, including housing and transportation costs, access to jobs and affordable housing and
transportation choices, air quality, implementation costs, vehicle miles traveled, freight costs, and so on.
Housing and transportation costs in particular will help determine the effect of certain policy actions on
vulnerable communities.
Phase 2 outreach includes discussions with organizations working to advance equity and environmental
justice in the region to provide guidance to this aspect of the process. Project outreach will also include
ATTACHMENT 3 - 11
opportunities for community leaders to help identify what strategies should be included in the
preferred scenario and how best to implement the strategies being considered to ensure the preferred
scenario advances equity and environmental justice in the region.
What about the business community? How will business and economic interests be considered? Will
Metro make sure that the region’s preferred approach creates jobs and supports the area’s economic
competitiveness?
The community engagement strategy described for equity and environmental justice will also involve
business leaders and business associations. Project outreach will include meetings with representatives
from business sectors such as freight and building industries, shippers, ports, commercial and residential
developers, small business owners, as well as the region’s largest employers and business associations.
Project outreach will also include opportunities for business leaders to help identify what strategies
should be included in the preferred scenario and how best to implement the strategies being
considered to ensure the preferred scenario advances job creation and economic prosperity in the
region.
How much is all this going to cost and who’s going to pay for it?
Cost will be one of many evaluation criteria used to guide the region’s final selection and adoption of a
preferred scenario in 2014. It will be a critical dimension in any discussion of implementation.
Phase 1 was intended to study a range of options to meet the target. With a variety of options still under
consideration, it is not possible to estimate costs until a more specific direction is agreed upon.
Evaluation of costs as well as potential cost savings will occur in Phase 3. After Phase 3, the preferred
scenario will be implemented through policies, actions and investments at the state, regional and local
levels. An important outcome of the project will be documenting the investments and policies
necessary to achieve local plans and visions, working together to realize those visions and finding ways
to leverage or seek additional state and regional investment.
As the scenarios planning continues to be refined, policies and actions already being implemented as
part of a community’s planning process will likely become important building blocks in the final
scenario’s recommendation. The project is as much about investing in smart growth, healthy
communities and a wonderful place to live and work as it is about reducing carbon emissions.
How can I stay involved?
There are many ways to stay involved in the development of the preferred scenario. Sign up to receive
updates via e-mail about additional public events, forums, and web surveys at the project website at
www.oregonmetro.gov/climatescenarios or by calling 503.797.1551.
ATTACHMENT 3 - 12
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESKey challengesGateway
Community case study • Options for residents to gather
and hold community events are
limited due to a lack of parks
and open spaces.
• There is an absence of quality
affordable and market-rate
housing.
• Lack of infrastructure makes
it difficult to support urban
development in a suburban place.
• There is a need to attract more
family-wage jobs to the area,
matched to the skill sets of the
existing workforce.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Strategies
• Mixed-use
development
• Active transportation
• Transit
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Beaverton
Oregon City
Gateway
★
Building community support
for redevelopment
A djacent to two regional freeways and served
by three light rail lines and 13 bus lines, the
Gateway area in East Portland provides one of the
region’s best transportation networks. It is projected
to become the most accessible location in the
Portland metropolitan region in 20 years, creating
a new center for jobs and the residents of East
Portland. With increased activity, the area will be a
destination for working, shopping and recreation,
and home to thousands of people, both newcomers
and longtime residents.
With this focus, it is evolving into a source of
community pride as an embodiment of the values
and aspirations of the East Portland community.
Redeveloping a low density, suburban style
commercial and retail area into a more dense,
pedestrian-friendly, mixed-use community will
require sustained investment. The Opportunity
Gateway Concept Plan and Redevelopment
Strategy, the culmination of an effort by hundreds
of stakeholders over a two-year period, sets the
stage for a transformation that supports sustainable
development and helps the region meet the state
mandate to reduce greenhouse gas emissions for
cars and small trucks.
13552-3 Printed on recycled paper 5.20.13
Mixed-use
development
Active
transportation
Transit
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what the Gateway area in
Portland is already doing to realize its
vision for the future, and provide a
strong foundation for meeting state
climates goals for 2035.
For more information on greenhouse
gas emissions reduction strategies,
refer to the Climate Smart
Communities Scenarios Project
website at www.oregonmetro.gov/
climatescenarios.
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
Working together to help meet Oregon’s target for reducing greenhouse gas emissions from cars and trucks
Regional partner
COMMuniTY CAse
sTudY series
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
encourage grassroots community building
activities The East Portland community
developed the East Portland Action Plan with
the assistance of the City of Portland, and
received funding to hire an advocate. The
advocate has expanded the capacity and
improved the advocacy of East Portland and
Gateway community members. The EPAP now
includes many governmental partners working
with community members to improve the
quality of life in East Portland.
support community involvement The
Growing Gateway EcoDistrict was conceived
and developed by the community, including
residents and businesses, in partnership with
the Portland Development Commission, City
of Portland, and the Portland Sustainability
Institute.
develop and foster public-private
partnerships Many Gateway businesses
support civic ventures in Gateway, including
the summer Movies in the Park series and
the Sunday Parkways bike ride event. The
Glisan Commons mixed-use project included
significant public investment to meet affordable
housing and revitalization goals.
www.oregonmetro.gov/climatescenarios
ATTACHMENT 3 - 13
Re-Energizing Gateway, as well as
projects that improve a sense of place
and connectivity in the district.
Creating a community
gathering place
The Gateway community has long de-
sired a public gathering space to enjoy
in the heart of the community. The
Gateway Redevelopment and Neighbor-
hood Park Project, undertaken in 2009,
seeks to promote and reinforce the
identity of Gateway as a family friendly,
multigenerational, and multicultural
place to live and work.
In 2008, the Portland Development
Commission and Portland Bureau of
Parks and Recreation purchased a 4.2-
acre site along Northeast Halsey Street
within the Gateway Urban Renewal
District. Based on previous community
outreach and planning efforts, it was
decided this site should be a 3-acre park
and 1-acre mixed-use development. The
Gateway Park property is envisioned to
be an important addition to the Halsey/
Weidler commercial corridor and the en-
tire Gateway community. Gateway has
long been identified as one of the city’s
most park-deficient districts, making
the acquisition of property for a park a
priority.
realizing a vision for
sustainable development
In addition to the Gateway EcoDistrict
and Gateway Park undertakings, there
The Growing Gateway EcoDistrict was
created as a pilot project by the City of
Portland along with four other areas
of the city in 2009. It is a community
driven initiative to organize, identify
and implement projects that will lead
to a more sustainable neighborhood
where people want to live and work.
The stakeholders of the Gateway
area came together and formed a
committee that has been working on
setting goals and identifying projects
that will help create economic growth
and local jobs for the community. The
district includes residents, small business
and property owners, and institutions
that are committed to improving
the environment while meeting long
standing neighborhood needs for jobs,
safe streets and mixed-income housing.
Growing Gateway is working to help
residents and businesses make energy
efficiency retrofits through its program,
Planning for healthy communities and sustainable development
The Opportunity Gateway Concept Plan and Redevelopment Strategy, approved
by the Portland City Council in 2000, calls for generating more activity in the
Gateway area by developing retail and housing opportunities that create jobs
and enhance livability. Complementing the existing transportation network with
an improved local network of streets, sidewalks, and transit services will increase
options for walking, biking and taking transit to meet everyday needs. The plan’s
proposal for a variety of amenities including grocery stores, schools, parks, and
employment centers in close proximity to where people live will encourage the use
of these travel options and promote a more active lifestyle.
The Gateway Transit Center will be converted from a primarily surface parking
lot to a mixed-use community, complete with a public plaza, local shops, and
entertainment. Proposed new street connections will reduce congestion on major
streets. Nearby street improvements
including wider sidewalks, street trees,
and bicycle lanes will encourage more
walking and biking, help reduce the
heavy reliance on automobile travel,
and create a livable, healthy community.
To realize this vision, the city has
implemented policies and programs
that leverage existing amenities while
promoting redevelopment tools and
opportunities. Some of the activities
underway or already completed are
highlighted in this section.
2009
1 Growing Gateway
ecodistrict
2010 2011 2012
Fundraising and project
implementation continues
2
3
Timeline
2013
P
P
P
TC
84
205
Gateway area
N
bus routes
light rail transit
freight rail
trails
transit centerTC
parksnatural areas
schools
Gatewayregional center
bus stop
light rail station
buildingfootprint
½ Mile
3
2
1
have been other projects completed or
planned that would facilitate the further
re-development of the Gateway area,
moving it toward the vision articulated
by the community. Some of these
actions include:
• roadway improvements along 102nd
Avenue in 2008 including street bike
lanes, planted center median strip,
sidewalk widening, benches and other
street furniture, and bioswales for
stormwater run-off
• initiate the next phase of
improvements on 102nd beginning
in 2014
• construction of the LEED Platinum
East Portland Aquatics Center in
2009, a neighborhood amenity
financed through a parks levy and
volunteer contributions from a
partnership between David Douglas
School District, Portland Adventist
and Multnomah County for land
contributions
• construction of Gateway Glisan,
a catalytic mixed-use affordable
housing and commercial project at the
intersection of Northeast 99th Avenue
and Glisan Street
• relocation of a Kaiser Permanente
facility in 2013 to bring additional
medical services to the Gateway area
• future plans for development of
Gateway Green, a 40-acre park
between I-84 and I-205 that includes
a cyclo-cross track and urban
park amenities, and demonstrates
sustainable park features.
Community stakeholders engaged
by the City of Portland to discuss
concept of EcoDistrict and form work
group
Work group becomes EcoDistrict
Steering Committee and holds
community meetings to solicit input
for Ecodistrict vision and project
priorities
EcoDistrict Vision developed and MOU
signed documenting commitment
to launch Gateway EcoDistrict and
formalize partnerships between
organizations
Organizational and governance
structure developed; fundraising
initiated for short-term staffing
capacity and early projects
ATTACHMENT 3 - 14
CLIMATESMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
13552-4 Printed on recycled paper 041713
Portland
Vancouver
Gresham
ForestGrove
Wilsonville Oregon City
Hillsboro★
Key challenges
Strategies
• Vehicle technologies
and fuels
• Fleet mix
• Traffic management
Hillsboro
Community case study
Addressing greenhouse gas emissions
with 21st century technology
Home to more than 90,000 residents, host to
dozens of high tech firms, and an employment
area supporting 55,000 jobs, Hillsboro attracts more
than 40,000 commuters to the city every weekday. To
create a healthy, livable community where residents,
visitors and employees have access to everyday needs,
area attractions, and employers, the City of Hillsboro
has invested in new technologies to accomplish these
goals and reduce greenhouse gas emissions.
Building on a strong history of community, collabo-
ration and leadership, Hillsboro has installed electric
vehicle charging stations around the city, incorpo-
rated alternative fuel vehicles in its fleet mix, and
invested in traffic signal coordination and other traffic
management systems. The City of Hillsboro is using
these and other new technology strategies to meet
its aggressive, long-term (2030) operational sustain-
ability goals, including an 80 percent reduction in
GHG emissions and 100 percent fossil fuel-free city
fleet vehicles (except for those vehicles with no fossil
fuel alternative).
This case study highlights accomplishments and
challenges to be addressed as new technologies, such
as charging station networks, continue to grow in
Hillsboro and throughout the region.
• The cost of new technology such
as traffic signal coordination and
system management is high.
• The expense of electric vehicle
infrastructure relative to the
number of electric vehicles in use
is difficult to justify.
• There’s insufficient funding
for widespread electric vehicle
infrastructure such as charging
stations.
• There’s a hesitancy to assume
the risks that come with early
adoption of new electric vehicle
technology.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Demonstrate innovation Test the barriers
and opportunities of cutting edge technologies
to influence similar investment by other public
entities, the private sector, and residents.
Promote public education Help make cutting
edge technologies more accessible to the
public through education about their locations,
operations and efficiencies.
Form partnerships Public-private partnerships
encourage widespread use of cutting edge
technologies.
Build community champions Base goals and
policies on community visions that make it more
politically feasible to create financing mechanisms
for investments and facilitate community action.
Vehicle
technologies
and fuels
Fleet mix
Traffic
management
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what the City of Hillsboro is
already doing to realize its vision for the
future, and provide a strong foundation
for meeting state climate goals for
2035. The climate benefits shown
represent the relative effectiveness of
each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
COMMUNITY CASE
STUDY SERIES
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
www.oregonmetro.gov/climatescenarios
Working together to help meet Oregon’s target for reducing greenhouse gas emissions from cars and trucks
Regional partner
ATTACHMENT 3 - 15
Timeline
Leading the way through installation of new technologies
The City of Hillsboro has made sustainability a high priority, demonstrated by the
Hillsboro 2020 Vision and Action Plan, the city’s sustainability plan and a five-
year organizational strategic plan that supports these initiatives.
Since 2000, the Hillsboro 2020 Vision and Action Plan has engaged the broader
community in developing and implementing projects that strengthen the
community, create economic opportunity and protect the environment. In 2010,
a 10-year review of this plan resulted in two new strategies and ten new actions
for protecting the environment. This same year, the city completed its first
comprehensive greenhouse gas inventory, which provided a critical baseline to
measure how effective the city is in reducing greenhouse gas emissions over time.
Below are three examples that help support the city’s sustainability policies.
Installing electric vehicle
charging stations
Electric vehicle (EV) charging stations are
necessary to support what is expected
to be a growing fleet of EVs throughout
Oregon. But their popularity will only
increase to the degree that there are
charging stations available for owners
to re-charge their cars. The charging
stations must be conveniently located
to ensure that EV owners have the
confidence to travel around the region
without the fear of being stranded with
no power. Hillsboro’s commitment to
achieving the goals set out in its guiding
documents can be seen in its EV charging
infrastructure, the largest in the state.
In 2009, Hillsboro installed the first of its
35 electric vehicle charging stations in
the downtown area to support existing
EV users, encourage the widespread use
of EVs, and spur economic development.
Since then, the city has installed many
more units, including the first Level III
Fast Charger in Washington County
which can charge an electric vehicle to
80 percent battery capacity within 30
minutes. Located near major employers
and civic destinations, most of the
stations are available to the public.
Recently, Washington County, Clean
Water Services, and several businesses
have installed EV charging stations at
their sites, with over 50 available in
Hillsboro.
In 2012, Hillsboro’s Electric Vehicle
Program was one of 27 programs
nationwide recognized for their
innovative practices at the National
League of Cities conference in Boston.
Diversifying fleet mix
Over a ten year period beginning
in 2000, Hillsboro maintained a
substantial fleet of natural gas powered
vehicles. One of the city’s sustainability
goals is to achieve a fleet of 100 percent
fossil fuel-free vehicles by 2030. With
EV charging stations installed at the
Civic Center, two electric vehicles were
purchased for the city fleet in 2011 and
2012. Hillsboro will continue to work
toward this sustainability goal by adding
EVs and other alternative fuel vehicles to
its fleet.
Installing traffic signal
coordination/system
management
Hillsboro has made a strong commit-
ment to improving the efficiency of
traffic flow within the city by installing
street signal timing technology. These
improvements benefit operations and
have a positive impact on reducing
traffic delay, idling, fuel consumption
and greenhouse gas emissions.
Funded in part with U.S. Department
of Energy grant funds, in 2011 the
city completed several traffic signal
upgrades including the first use of the
InSync adaptive signal system on the
West Coast. The InSync system consists
of coordinated traffic signals and video
detection to optimize real time traffic
flow through nine intersections on a
major arterial. Also completed was
the retiming of all 28 city intersection
signals and a comprehensive re-work
of the 185th Avenue and Baseline
Road intersection. The results of these
measures include an annual savings of
26,400 gallons of fuel, a reduction of
carbon dioxide by 232 metric tons per
year, a 10 percent reduction in traffic
delays and a significant cost savings.
Next Steps
In 2012, the City of Hillsboro hosted a
New Energy Cities Community Partners
workshop with Climate Solutions to
map the flow of energy and emissions
in the community and identifying action
areas for reducing fuel consumption and
greenhouse gas emissions. The outcome
included a community energy map
and Climate Action Plan Opportunities
Framework. These tools will be used
in conjunction with an energy sector
analysis to identify opportunities for
implementation. In 2013, a Hillsboro
Sustainability Task Force will be
convened to take this work forward.
2009 2010 2011 2012 2013
1
2
3
Hillsboro installed the first of 35
electric vehicle charging stations in
the downtown area next to the Civic
Center
Hillsboro’s award-winning intermodal
transit facility opened with 13 electric
vehicle charging stations and solar
panel energy production
Major traffic signal timing upgrades are
completed throughout the city
Additional Level II electric vehicle chargers
installed
Hillsboro purchased its first electric vehicle
complementing the city’s existing fleet of
alternative fuel vehicles
The first Level III Fast Charger in
Washington County is installed at the
Hillsboro Civic Center
As a finalist for the national Bloomberg
Philanthropies Mayors Challenge,
Hillsboro proposed a GoPoint Mobility
Hub concept at light rail stations
which included installation of EV
charging stations to better connect
neighborhoods and employment
centers with more travel choices
P P
P
P
P
TC
TC
Hillsboro
NW
H
e
l
v
e
t
i
a
R
d
NE Cornell Rd
NW
Jackson
School Rd
S 1
s
t
A
v
e
NW Amberwood Dr
NW Evergreen Rd
NW Cornell Rd
NW Evergreen Pkw
y
SE Oak St
W Baseline Rd
NW
Walker Rd
SW
River
Rd
NW Hornecker Rd
E Main St
NW Meek Rd
NW Cornelius Pass Rd
NE Brookw o od P k wy
SE River Rd
NW
G
l
e
n
c
o
e
R
d
NE
S
h
u
t
e
R
d
D
air
y
Creek
Tualatin R iver
McK
ay C reek
MelilahPark
MinterBridge Site
Orchard
Orenco WoodsNature Park
PaulaJean Park
Rock CreekPowerline Park
Rock CreekTrail
Rock CreekTrail Park
Rood BridgePark
Shute Park Aquatic
& Recreation Center
AutumnRidge Park
BethanyLake Park
CampIreland
CentralPark
DairyCreek Park
Emma JonesWetlands
Evergreen
Park
FairgroundsSports Complex
FrancesStreet Park
Gordon FaberRecreation Complex
GriffinOaks Park
Jackson BottomWetlands Preserve
Lily Meadows
TrachselMeadows Park
TurnerCreek Park
Walnut CreekEstates
Washington County
Fairgrounds
WillowCreek Park
MelilahPark
MinterBridge Site
OrchardPark
Orenco WoodsNature Park
PaulaJean Park
Rock CreekPowerline Park
Rock CreekTrail
Rock CreekTrail Park
Rood BridgePark
Shute Park Aquatic
& Recreation Center
AutumnRidge Park
BethanyLake Park
CampIreland
CentralPark
DairyCreek Park
Emma JonesWetlands
Evergreen
Park
FairgroundsSports Complex
FrancesStreet Park
Gordon FaberRecreation Complex
GriffinOaks Park
Jackson BottomWetlands Preserve
Lily Meadows
TrachselMeadows Park
TurnerCreek Park
Walnut CreekEstates
Fairgrounds
WillowCreek Park
City of Hillsboro
N
Park & ride trails
transit centerTC
P
parks/natural areas
city boundarybuilding footprint
EV chargingstations
light rail stations
bus stops
1Mile
bus routes
light rail transit
freight rail
26
8
ATTACHMENT 3 - 16
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESKey challenges
Strategies
• Mixed-use development
• Active transportation
• Transit
Rockwood
Community case study
Investing in a community vision
The Rockwood area is the western gateway to the
City of Gresham. It is served by the MAX light
rail line and five stations, and provides a variety of
housing options. Most of Central Rockwood was
developed after World War II when land use patterns
were driven by auto-oriented development. To some
extent, the area evolved from farmland and open
space to a suburban land use pattern with high-
volume arterial streets. Most of the older buildings
and landmarks that provided a visual link
to Rockwood’s origins as a rural community
were removed.
The result has been an auto-oriented, low-profile
patchwork of land uses and activities that are often
poorly integrated and visually unappealing. While
the addition of light rail has provided increased
opportunities for Rockwood, there are few mid-
station MAX line crossings, resulting in less
connectivity within Rockwood. For these and other
reasons, the Central Rockwood area has suffered
from a lack of focus, identity, and investment.
A series of planning efforts currently underway
are providing direction for the Rockwood area to
grow and develop in a sustainable manner to help
create healthy, livable neighborhoods and reduce
greenhouse gas emissions.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Portland
Vancouver
Wilsonville
ForestGrove Hillsboro
Beaverton
Oregon City
Rockwood★
Mixed-use
development
Active
transportation
Transit
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
13552-5 Printed on recycled paper 5.20.13
• The design quality for new
construction needs to better
enhance the community
aesthetic.
• New investment in the area
is needed to encourage new
business and private developers.
• Available amenities don’t meet
the needs of the area’s changing
population.
Continue channeling and attracting invest-
ment to Central Rockwood The Urban
Renewal District has been successful in making
substantive changes to the transportation
network and services in Rockwood that help
attract new investments in the community.
Ensure the development code supports
new investment The development code
is being assessed to determine if it presents
barriers to new development or redevelopment.
Expand travel options Ongoing expansion
of travel options – such as the MAX Trail and
extensions of the Gresham-Fairview Trail –
enhance non-vehicle mobility in the community.
Foster design excellence Implementation of
the Rockwood Design District will continue to
elevate the quality of the built environment in
Rockwood, cultivating renewed energy in the
community.
Include quality of life amenities The city
continues efforts to grow its parks system
and partner with community organizations to
address quality of life issues in Rockwood.
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
Working together to help meet Oregon’s target for reducing greenhouse gas emissions from cars and trucks
www.oregonmetro.gov/climatescenarios
Regional partner
These greenhouse gas emissions
reduction strategies are an important
part of what Central Rockwood in
Gresham is already doing to realize
the community’s vision for the future,
and provide a strong foundation for
meeting state climate goals for 2035.
The climate benefits shown represent
the relative effectiveness of each
strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
COMMunITY CAsE
sTudY sERIEs
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
ATTACHMENT 3 - 17
Planning for sustainable development in Rockwood
Gresham annexed the Rockwood area in the mid-1980s. Since then, several
planning efforts have occurred including the Central Rockwood Plan adopted
in 1998, the Rockwood-West Gresham Renewal Plan adopted in 2003, Design
District guidelines and standards adopted between 2010 and 2012, and the
East Metro Connections Plan completed in 2012. The Central Rockwood Plan
was designed to be a bold yet practical guide to long-term development. It was
innovative for its time as it required more urban development patterns such as two-
story minimum heights for new construction with no height maximums and transit-
oriented, mixed-use buildings. At the same time, a human-scale was sought to
reinforce walking and community engagement. The city is currently performing an
assessment of the plan to determine whether it is performing as intended and if not,
what barriers to implementation exist. Changes will be made as needed to ensure
implementation of the community’s vision for a vibrant Rockwood.
The voter-approved 2003 urban
renewal plan is a 20-year plan that
covers approximately 1,200 acres,
extending from the central area of
Rockwood to the city’s industrial area
north of Interstate 84. Its intent is to
improve the economy and community
of Rockwood through a partnership
among the area residents, property
and business owners, and the City
of Gresham. The overall goals are to
support the development of businesses
that create living-wage jobs and improve
the quality of housing for residents.
A combination of revenue sources are
used, including tax increment financing,
to invest public resources to promote
industrial, commercial and residential
development and rehabilitation that
supports the community’s vision for
revitalization of the area.
Launching Rockwood
in Motion
In 2010, the Gresham Redevelopment
Commission initiated Rockwood in
Motion, which improved the appearance
of Rockwood, made access to the
MAX light rail safer and more pleasant,
and jump-started investment in the
Rockwood Triangle. Elements of
Rockwood in Motion include:
• improved alignment of Southeast
187th Avenue through the Rockwood
Triangle to provide better and safer
connectivity from the MAX station to
residential neighborhoods south of
Stark Street
• addition of a traffic signal at the
intersection at Stark Street and 187th
Avenue
• boulevard treatments along Stark
Street and Burnside Road, including
landscaped medians, pedestrian refuge
islands, wider sidewalks, planter strips
with street trees, bus shelters, and
some green street amenities
• redesign and construction of the 188th
Avenue MAX station by bringing the
eastbound and westbound platforms
together, introducing dramatic public
art, and adding major upgrades for
riders’ safety and comfort.
Creating development
opportunities
A former Fred Meyer grocery store
site located in the heart of Rockwood
was purchased by the Gresham
Redevelopment Commission to guide
development opportunities at this
strategic location. With the economic
downturn occurring shortly after the
purchase, no private party has stepped
up to invest in the site. In the meantime,
the city developed the area as a
community gathering place with a plaza,
playground and wildflower field. In 2012,
the commission initiated a project to
define objectives and a preferred land
planning and development approach
with the intent of soliciting requests for
a development partner in 2013.
Ensuring public safety
The Gresham Redevelopment
Commission is constructing the new
two-story Public Safety Facility, located
on the northern boundary of Central
Rockwood. This project fulfills long-
standing community objectives
including:
• improving police presence and visibility
in Rockwood
• creating a facility that is welcoming to
residents
• attracting new private investment to
the area
• creating opportunities for new
community partnerships.
Expanding transportation
options
Numerous activities are occurring to
expand transportation options in the
Rockwood community. Groundbreaking
is anticipated in 2014 for a trail along
the MAX line connecting the Ruby
Junction station to points further east.
Additionally, a segment of the Gresham-
Fairview Trail was recently completed,
connecting Central Rockwood to
the Springwater Trail. As the trail
system grows, people will have more
opportunities to travel throughout
their community without using an
automobile.
designing for
sustainability
In 2011, the city adopted the Rockwood
Design District for new multi-family,
mixed-use and commercial develop-
ments in the Rockwood area. A design
district is an approach that applies site
and building design criteria by using
discretionary guidelines and objective
1998
1 Investing in revitalization
2003 2010
Central Rockwood Plan
adopted by Gresham City Council
Gresham residents voted to approve
the Rockwood-West Gresham
Renewal Plan
Rockwood Design District guidelines and
standards adopted
Rockwood in Motion begins
standards. Site criteria address elements
such as sustainability, safe design, and
multi-modal design. Building criteria
address elements such as architectural
quality, sustainable design, housing
variety, and the use of high-quality
materials. The overall vision for the
Rockwood Design District is for a
high-quality, long lasting development
where residents meet their everyday
needs within a 20-minute walking
radius of home.
2
3
4
5
6
Timeline
P
Central Rockwood
Nlight rail transit
transit centerTC
Rockwoodtown center
½ Mile
park & rideP Quarry
light rail station
bus routes
trails
parks/natural areas
city boundary
building footprint
bus stop
6 1
23
4
5
2012
East Metro Connections Plan completed
to identify safe connections between
I-84 and Highway 26
2013
Groundbreaking for the Public Safety
Facility
Central Rockwood
ATTACHMENT 3 - 18
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESKey challenges
Strategies
• Employer-based
commuter programs
• Parking management
• Public education and
marketing
Employer-basedcommuter programs
Commuters tend to have fixed routes and
schedules producing a reliable trip pattern
that lends itself to the use of travel options, where
available. Reducing commuter drive-alone trips is the
primary focus of commute options programs, leading
to reduced traffic congestion, lower transportation
costs, improved air and water quality, and increased
levels of physical activity – all of which help lower
greenhouse gas emissions and create healthy
communities across the region.
Employer-based commuter programs are a strategic
approach to effectively promoting travel options
such as biking, walking, transit, and ridesharing
to employees in the Portland metropolitan region.
Parking management, end of trip facilities and
commuter encouragement programs are three
strategies that reduce drive-alone commute trips in
the region. These programs benefit the employer and
the employee through tax and other financial savings,
as well as improved employee health and morale.
• Gaps in walking and biking
paths and facilities connecting
neighborhoods to employment
centers make commute options
such as walking and biking
impractical.
• Employers are challenged by
parking constraints, ongoing costs
and the need to free up parking
spaces for customers and visitors.
• Factors such as families with
children, non-secure bike park-
ing, long transit times, night and
weekend employment shifts not
served by transit create challenges
to using travel options.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
Encouraging travel options for
the daily commute
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
COMMuniTY CAsE
sTudY sEriEs
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
13552-7 Printed on recycled paper 5.20.13 www.oregonmetro.gov/climatescenarios
Employer-based
commuter
programs
Parking
management
Public education
and marketing
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what employers throughout
the region are already doing to create
healthy communities and provide a
strong foundation for meeting state
climate goals for 2035. The climate
benefits shown represent the relative
effectiveness of each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
Manage parking to create a more balanced
and efficient transportation system Strategic
pricing and availability of parking in business
districts and downtowns lead to significant
increases in use of commute options, and
savings for employers and employees.
Encourage business participation in
employer outreach programs Transportation
Management Associations assist local employers
in commute options programs that increase
employee satisfaction, decrease absenteeism
and health care costs, and comply with state air
quality rules.
Provide incentives for employees to make
more of their trips by biking, walking,
ridesharing and transit Many successful
commute option programs encourage employee
participation through monetary incentives and
reward-based challenges.
invest in end-of-trip facilities to encourage
greater use of commute options among
employees and students Secure bike parking,
showers and changing rooms for employees are
a few investments that employers can provide to
encourage commuting by biking or walking.
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Wilsonville Oregon City
ATTACHMENT 3 - 19
Creating healthy communities with commuter travel options
TriMet, Wilsonville SMART, Transportation Management Associations, and the
City of Portland implement programs that encourage employees to use commute
options. These organizations provide information and technical services to employers
to make the business case for supporting and rewarding employees who commute
using travel options.
The TriMet, Wilsonville SMART, and TMA employer outreach programs have made
significant progress with reducing drive-alone trips and increasing the use of
commute options in the region. Since 1996, the programs have served businesses of
all sizes with transportation program assistance, transit pass programs, and surveys
to comply with state air quality rules. These programs are in place for approximately
one-third of the region’s workforce. Program results show an increase in commute
trips (from 26 to 39 percent) by transit, biking, walking, carpool, vanpool, and
teleworking.
Creating a parking pricing and
management strategy is a highly
effective method for reducing the
number of automobile trips coming
into downtowns and centers. The
Lloyd District and downtown Portland
have low drive-alone rates and high
transit mode shares due largely to
comprehensive policies that support
the area’s transportation investments.
Drive-alone trips to the Lloyd District
decreased from 60 percent in 1997
to 41 percent in 2011, a 32 percent
decrease over 15 years, and transit
trips make up nearly 45 percent of
all commute trips into downtown
Portland. Managing parking pricing and
availability, combined with promoting
commute options such as biking,
walking, transit and ridesharing, have
increased the use of these travel options
to these areas. Districts that manage
parking help businesses save money
on parking costs and free up parking
for customers. Encouraging employees
to use commute options reduces
ongoing lease or maintenance costs and
addresses parking constraints.
Making commute trips
easier
Another aspect of employer-based
commuter programs is working with
businesses to provide facilities that
make employee work trips more
attractive. For example, secure bicycle
parking, showers, and changing
facilities encourage biking and walking.
Businesses invest in these facilities to
reduce drive-alone commute trips, free
up parking spaces for customers, improve
health outcomes for their employees,
and foster safe and convenient biking
environments. End-of-trip facilities also
offer important linkages between biking
and public transportation infrastructure.
The close proximity of secure bicycle
parking to transit stops and stations is
valued by bicycle commuters.
Encouraging commute
options
Programs that provide incentives,
distribute information, and promote
workplace competitions are effective
at reducing drive-alone trips. TriMet’s
Universal Annual Pass Program is one
example that has helped increase transit
commute trips. Employers purchase
annual passes at a lower rate based on
employee ridership – a proven incentive
for employees to take transit. Another
technique that has been implemented
by the City of Portland and TMAs is
employer individualized marketing.
These programs provide employees with
maps, trip planning services, incentives,
and personalized assistance for using
commute options. Several examples
include the City of Portland’s Downtown
SmartTrips, Swan Island’s Going to the
Island, and the Lloyd Links program.
Other encouragement programs for
commuters that have yielded positive
results are the Bicycle Transportation
Alliance Bike Commute Challenge and
the Carefree Commuter Challenge.
1974-1979
1 Managing
parking
1995–1997 2001 2004-2009
• TriMet rideshare project begins during
fuel crisis
• Carpool signs placed along regional
freeways and major arterials
• Downtown Portland Carpool Parking
Permit Program
2
3
Timeline
2011
By the numbers
248,000
One-third of the workforce, or
approximately 248,000 employees,
is reached by commuter programs.
39 percent
Employee trips using commute
options rose from 26% in 1996 to
39% in 2011 among employers with
commuter programs.
11,745
Close to 12,000 Bike Commute
Challenge participants bicycled 1.3
million miles in September 2012.
2.1 million
Westside Transportation Alliance
programs reduced the total miles
driven by 2.1 million in 2011.
418,090
In 2012, there were 418,090
boardings on TriMet’s WES
Commuter Rail.
4.5 million
Lloyd TMA programs reduced total
miles driven by 4.5 million in 2012.
29,125
Since 2006, the Portland SmartTrips
Business program served 1,140
businesses, delivered 11,821
employee commute kits, and
distributed 29,125 bike/walk maps.
• BTA Bike Commute Challenge
• Lloyd and Westside Transportation
Alliance TMAs form
• ECO rules established
• TriMet Universal Pass Program piloted
• Tualatin Shuttle begins
• City of Portland Bike Parking Fund
established
• Carefree Commuter Challenge
• Portland SmartTrips Downtown
• TriMet WES Commuter Rail opens
• Drive Less Connect online
• TriMet Map Trip Planner (multimodal)
launched
• Community Cycling Center Create a
Commuter program initiated
• Swan Island Evening Shuttle service
begins
Employer-based commuter programs
Commuter program
investments to date reach
one-third of the region’s
workforce, increasing transit,
bike, carpool and other non-
drive-alone trips.
ATTACHMENT 3 - 20
CLIMATE SMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESKey challenges
Strategies
• Active transportation
• Public education and
marketing
Neighborhood-based travel options
• Geographic barriers such as
freeways, arterials, hills, and rivers
separate neighborhoods from
access to jobs, schools, services,
and amenities.
• One in six of all trips in the
region are now made by active
transportation, yet conditions for
safe and comfortable walking
and biking vary widely across the
region.
• Residents have challenges to
using travel options, including
safety concerns, families with
children, and transit services that
are difficult to access.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Keys to success
• Invest in transportation systems that
give residents options Provide residents
with safe and reliable travel options with
good connectivity to employment centers and
neighborhood amenities and services.
• Ensure residents are informed of, and
confident using, their travel options
Remove barriers by identifying and addressing
concerns through direct outreach.
• Complement walking, biking and
transit investments with direct outreach
to nearby residents Leverage large
transportation investments by funding
strategically-located individualized marketing
projects.
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Wilsonville Oregon City
Choosing walking, biking, and transit
for local trips
About Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
COMMunITY CAsE
sTudY sErIEs
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
www.oregonmetro.gov/climatescenarios
Neighborhood-based travel options programs
use traveler information tools, individualized
marketing and educational outreach events to inform
residents of the Portland metropolitan region about
their travel choices. When neighborhood residents
choose to walk, bike, carpool, or use transit for
their trips, they help reduce traffic congestion and
greenhouse gas emissions, lower transportation
costs, improve air and water quality, and increase
levels of physical activity – all of which help create
healthy and vibrant communities across the region.
Programs offered at the neighborhood level provide
the ideal scale for promoting and encouraging
greater use of travel options. A majority of the trips
residents make throughout the day are for shopping,
leisure activities, or recreation, and begin and end
at home. Programs that provide traveler information
and education contribute to reducing auto trip
lengths and miles traveled by informing choices,
providing materials to help implement those choices,
and motivating residents to try available
travel options.
Active
transportation
Public education
and marketing
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what neighborhoods through-
out the region are already doing to
create healthy communities and provide
a strong foundation for meeting state
climate goals for 2035. The climate
benefits shown represent the relative
effectiveness of each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
13552-8 Printed on recycled paper 5.20.13
ATTACHMENT 3 - 21
Tools and outreach programs encourage travel options
Traveler information tools, individualized marketing projects, and neighborhood
travel options events foster more frequent use of active travel modes such
as walking, biking, and transit. Tools such as bike and walking maps, transit trip
planners, mobile applications for locating carsharing services, and wayfinding
signage are available to help residents make safe and informed travel choices. Some
of these travel resources are the foundation of individualized marketing projects,
which target entire neighborhoods and encourage residents to make more of their
trips using active travel modes. Individualized marketing projects are highly effective
when launched in conjunction with transportation investments such as a new transit
service. Travel options events such as Sunday Parkways in Portland and Sunday
Streets in Wilsonville are effective strategies for promoting active transportation to
residents. These events close off car traffic on designated routes, allowing residents
to have positive experiences biking, walking, and trying out other fun ways to get
around their neighborhoods.
The ability to plan routes and navigate
safely is a critical component to increasing
the use of travel options. Both static and
dynamic means of providing information
can help achieve this outcome. Biking
and walking maps identify safe routes
to popular destinations such as parks,
shopping areas, and employment centers.
Wayfinding signage installed along biking
and walking paths and neighborhood
greenways encourage more frequent and
longer biking and walking trips. Online
trip planning services and real-time
information displays offer a convenient
and mobile way to plan and undertake a
trip, using either one or multiple modes
of travel. Carpooling in the region is
supported by Drive Less Connect, a
multi-state ridematching database that
allows residents to find carpool matches
for a variety of trips.
Informing travelers
of options
Individualized marketing projects
identify people who want to change the
way they travel. Outreach staff contacts
households to offer educational
materials that motivate residents to
drive less and use other travel options.
These projects are successful by focusing
only on people who are interested
in receiving information. They are
most effective when combined with
transportation improvements, such as
light rail. Individualized marketing is cost
effective and and consistently reduces
drive-alone trips by 9 percent.
In 2004, the City of Portland launched
the Interstate TravelSmart individualized
marketing project in conjunction with
the opening of the MAX Yellow Line.
Households that received individualized
marketing made nearly twice as many
transit trips compared to a similar group
of households that did not participate
in the marketing campaign. In addition,
transit use increased nearly 15 percent
during the SmartTrips project along
the MAX Green Line in 2010. Follow-
up surveys show that household travel
behavior is sustained for at least two
years after a project has been completed.
A total of 12 individualized marketing
projects have been conducted in the
Portland metropolitan region since 2003.
Leveraging transportation
investments
TriMet’s MAX Orange Line will connect
Southeast Portland and Milwaukie
neighborhoods to downtown by a
new bridge across the Willamette River
dedicated to transit, biking, and walking.
When service begins in 2015, there will
be approximately 22,000 households
and 85,000 employees within walking
distance of MAX Orange Line stations.
The City of Milwaukie has allocated
resources to improve biking and walking
facilities, develop trails and wayfinding
signage, and enhance transit stops and
stations by providing new bike parking.
When the MAX Orange Line opens in
2015, Milwaukie will have regionally-
connected travel options consisting of
auto, high capacity transit, biking and
walking paths, trails and facilities, and
pedestrian connectivity to downtown.
An individualized marketing project
conducted shortly after the opening could
increase ridership and promote other
travel options, further leveraging this
resource and capital investment.
Offering community
outreach events
Community outreach programs such as
Portland Sunday Parkways and Wilsonville
Sunday Streets encourage residents to
use travel options by exploring their
neighborhoods on foot and bike without
motorized traffic. These events enhance
the health, transportation, air quality,
recreational opportunities, and public
safety interests of neighborhoods and
communities. Providing recreational
opportunities in a low or no-car
environment is a key element for
changing travel habits among residents.
These events work well in suburban as
well as urban areas and are an important
strategy for motivating residents to
try out new and active ways to travel.
Sunday Parkways events have attracted
400,000 attendees since 2008 and the
Wilsonville Sunday Streets event attracted
more than 5,000 participants in 2012.
Forty percent of residents in the region
are aware of these programs. Other
examples of valuable community
outreach and educational programs
include the Community Cycling Center’s
program to reduce barriers to biking
and Metro’s Vámonos program, both of
which provide communities across the
region with the skills and resources to
become more active by walking,
biking, and using transit for their
transportation needs.
1983-1996
1 Providing travelers
with tools
2002-2006 2008-2010 2011
• Wilsonville Sunday Streets event
• Metro’s Vámanos project
• Tigard and Tualatin Hills Parks and
Recreation wayfinding signage
projects
• Bike There! Map
• Federal policy resulting in funds for
non-auto transportation (ISTEA)
• Bridge Pedal event
• TravelSmart individualized
marketing pilot and large-scale
projects
• City of Portland SmartTrips
individualized marketing projects
• Drive Less Save More campaign
• City of Portland Sunday Parkways
• Metro Walk There! Guidebook
• Gresham wayfinding signage and
individualized marketing projects
2
3
4
Timeline
2012-2013
P
P
C
L
A
C
K
A
M
AS
C
O
.
M
U
L
T
N
O
M
AH
C
O
.SE Monroe St
SE King Rd
SE Railroad Ave
SE Washington St
SE Lake Rd
SE M
cLoughlin B
lvd
SE Park Ave
SE M
ain S
t
SE Harrison St
SE River Rd
SE Aldercrest Rd
SE 4
2nd A
ve
SE
34th
Ave
SE H
ome A
ve
SE Stanley A
ve
SE 3
2nd A
ve
S
E
Oatfield
Rd
SE
1
7th
A
ve
SW
Riverside
Dr
SE 4
3rd A
ve
SE Monroe St
SE King Rd
SE
R
a
i
l
r
o
a
d
A
v
e
SE Washington St
SE Lak
e
R
d
SE
M
c
L
o
u
g
h
l
i
n
B
l
v
d
SE Park Ave
SE
M
a
i
n
S
t
SE Harrison St
SE River Rd
SE Aldercrest Rd
SE
4
2
n
d
A
v
e
SE
34th
Ave
SE
H
o
m
e
A
v
e
SE
S
t
a
n
l
e
y
A
v
e
SE
3
2
n
d
A
v
e
SE
Oatfield
Rd
SE
1
7
t
h
A
v
e
SW
Riverside
Dr
SE
4
3
r
d
A
v
e
J
ohnson Creek
Kellogg
Creek
Willa m ette River
Elk RockIsland
KelloggLake
Springwater Corridor
WaverlyCountryClub
MilwaukieRiverfront Park MinthornSprings
RobertKronberg Park
Spring ParkNatural Area
SpringwaterCorridor
DogwoodPark
Johnson Creek Park
TrolleyTrail
future bike routes
bike routes
light rail transit
freight rail
trail
park & rideP
parksnatural area
school
golf course
Milwaukietown center
bus stop
light rail station
Milwaukie travel options
N½ Mile
building footprint
224
99E
43
• Discover Wilsonville individualized
marketing project
• Drive Less Connect online tool
Milwaukie travel options
ATTACHMENT 3 - 22
CLIMATESMART
COMMUNITIES
SCENARIOS PROJECT
SPRING 2013
KEY CHALLENGESAbout Metro
Metro crosses city limits and
county lines to build a resilient
economy, keep nature close
by and respond to a changing
climate. Representing a diverse
population of 1.5 million people
in 25 cities and three counties,
Metro’s directly elected council
gives voters a voice in decisions
about how the region grows
and communities prosper. Metro
works with communities, busi-
nesses and residents to make
the Portland metropolitan area
a great place to live, work and
shape the future.
Stay in touch with news, stories
and things to do.
www.oregonmetro.gov/connect
Metro Council President
Tom Hughes
Metro Councilors
Shirley Craddick, District 1
Carlotta Collette, District 2
Craig Dirksen, District 3
Kathryn Harrington, District 4
Sam Chase, District 5
Bob Stacey, District 6
Auditor
Suzanne Flynn
COMMUNITY CASE
STUdY SERIES
This case study showcases actions
that communities in the Portland
metropolitan region are already
taking to help reduce greenhouse
gas emissions from cars and small
trucks.
This is one of eight in a series
developed for the Climate Smart
Communities Scenarios Project.
• Beaverton
• Clackamas County
• Gateway (Portland)
• Hillsboro
• Rockwood (Gresham)
• Wilsonville
• Employer-based commuter
programs
• Neighborhood-based travel
options
Key challenges
Strategies
• Transit
• Active transportation
• Employer-based
commuter programs
• Public education and
marketing
Wilsonville
Community case study
A vision for a connected community
Wilsonville’s transportation system has been
shaped by the vision of city and business
leaders over the last twenty-four years to create a
healthy community where people have easy access
to transportation to meet everyday needs. The
development of SMART (South Metro Area Regional
Transit) in 1989, and TriMet’s WES (Westside Express
Service) Commuter Rail service in 2009 are examples
of transportation investments that support this vision.
Over the years, SMART has evolved into a full service,
dependable transit system offering a safe and
convenient way to travel within Wilsonville and to
other areas, including Canby and Salem. At SMART
Central Station, TriMet’s WES Commuter Rail offers
train service to Tualatin, Tigard and Beaverton where
it connects with other bus lines and the MAX light rail
system. The city also made important investments to
improve community walking and biking connections
to transit and expand the information available to
residents, visitors and businesses about their travel
choices. These investments help reduce the number
of vehicle miles traveled by the more than 18,000
commuters who come to Wilsonville from other
communities every day to work.
As a result, people of all ages choose SMART for
travel to work, the grocery store, appointments, and
nearby parks and natural areas. These choices help
support sustainable development in the region and
meet the state mandate to reduce greenhouse gas
emissions for cars and small trucks.
• Increasing congestion and
frequent traffic backups on I-5
hamper freight movement and
access to Wilsonville jobs and
impacts the city’s economy.
• I-5 and the Willamette River are
major barriers to developing
connected walking and biking
networks within the community.
• Ninety percent of the employees
working in the city live in other
communities.
The Oregon Legislature has
required the Portland
metropolitan region to reduce
per capita greenhouse gas
emissions from cars and small
trucks by 2035.
Portland
Vancouver
Gresham
ForestGrove Hillsboro
Beaverton
Oregon CityWilsonville★
Keys to success
Cultivate community involvement and
support A community should develop a vision
in partnership with government agencies,
residents and businesses. Wilsonville’s Parks and
Recreation, Bicycle and Pedestrian, and Transit
master plans were all created under the umbrella
of one advisory committee.
develop and foster public-private
partnerships Many Wilsonville businesses are
proud sponsors of public programs such as
Walk Smart, Movies in the Park, and Wilsonville
Sunday Streets.
Support local businesses with transporta-
tion options Wilsonville businesses employ a
skilled, diverse workforce from throughout the
Portland metropolitan and North Willamette
Valley regions. SMART provides a crucial service
for many of the 9 out of 10 Wilsonville workers
commuting from elsewhere to jobs in Wilsonville.
Leverage location within the region The
southern-most city in the region, Wilsonville is
located halfway between Portland, Oregon’s
largest city, and Salem, the state capital.
With ongoing planning and investment in its
transportation system, the city can continue to
serve its residents, businesses and the northern
Willamette Valley.
13552-6 Printed on recycled paper 041713
Working together to help meet Oregon’s target for reducing greenhouse gas emissions from cars and trucks
Transit
Active
transportation
Employer-based
commuter
programs
Public education
and marketing
Climate benefits
★ ★ ★ ★ ★
★ ★ ★ ★ ★
★ ★ ★ ★ ★
These greenhouse gas emissions
reduction strategies are an important
part of what the City of Wilsonville is
already doing to realize its vision for the
future, and provide a strong foundation
for meeting state climate goals for
2035. The climate benefits shown
represent the relative effectiveness of
each strategy.
For more information on greenhouse
gas emissions reduction strategies, refer
to the Climate Smart Communities
Scenarios Project website at www.
oregonmetro.gov/climatescenarios.
★ ★ ★ ★ ★
www.oregonmetro.gov/climatescenarios
Regional partners
ATTACHMENT 3 - 23
Investing in smart travel options and public education
The community vision for city-operated SMART is to provide convenient, safe
and reliable transportation services to meet the needs of Wilsonville residents,
commuters, and visitors of all ages, income levels, and points of travel origin. SMART
is dedicated to providing mobility for those who do not drive and creating a viable,
attractive transportation option for those who do.
SMART provides a variety of services
with its fleet of over thirty-five vehicles
ranging from 40-foot buses to minivans
and a trolley-bus. The services are free
within Wilsonville, but a fee is charged
for service between Wilsonville and
other cities. SMART also operates a
Dial-a-Ride program that provides door-
to-door service within Wilsonville, and
medical transport services to Portland
and other nearby cities for the elderly
and disabled.
In February 2009, TriMet’s Westside
Express Service Commuter Rail, a self-
propelled diesel rail line servicing five
stations from Beaverton to Wilsonville,
began operation. Wilsonville leverages
this service by having SMART buses
take WES commuters to businesses and
neighborhoods throughout the city as
well as offering transfers to Salem and
Canby.
Expanding commuter
information
The SMART Options program promotes
alternatives to driving alone such as
taking the bus or commuter train,
car/vanpooling, walking, biking or
telecommuting. The program provides
free assistance to employers for setting
up employee commuter programs. This
includes help with compliance with
state commuter laws and providing
bus service from the WES station to
businesses throughout the city. SMART
also provides buses for special city-
sponsored events and pre-scheduled
senior lunches, shopping, and other trips.
Expanding resident
and visitor information
SMART provides information to help
area residents get around in healthy,
fun ways and to promote its creative
education programs for students. These
include Bike Smart, Walk Smart and
Wilsonville Sunday Streets.
Bike Smart Bike Smart is a one-stop
shop for information about biking in
and around the Wilsonville area. It helps
residents and visitors plan commute and
recreational trips, and provides maps
and other information to make biking
more convenient and fun.
Walk Smart Walk Smart is a free
program that encourages participants
to walk more by providing tools and
inspiration. It provides maps, educational
resources, “walk to lunch” group walks,
and monthly rewards for participants.
Wilsonville Sunday Streets This event
helps connect neighborhoods, parks,
and people. Adults, children and seniors
who bike, walk and run enjoy traffic-free
streets filled with fun and interactive
entertainment, music, physical activities
and food.
Connecting art
with transportation
SMARTArt works with Wilsonville
students to link artistic creativity and
transportation. Students are asked to
depict a Wilsonville road with heavy
congestion and how that road looks
when other travel options are used.
This project helps student artists see the
connection of transportation choices
to their health, the environment, their
community, and traffic. The winning
projects are displayed on the outside
of a SMART bus and other entries are
displayed on the interior of buses.
Beauty and the Bridge When the
Wilsonville Road interchange area was
expanded to increase vehicle capacity,
walking and biking also benefited from
better east-west crossings under I-5.
In 2012, Wilsonville’s student artists
created tile art that was installed as part
of the project to make it an inviting,
comfortable, and aesthetically pleasing
environment with the goal of improving
mobility and encouraging biking and
walking.
Financing SMART services
and programs
The city’s public transportation system
is funded by a payroll tax paid by
Wilsonville businesses and based on
total payroll or self-employment income.
The tax rate is currently .5 percent (.005)
of gross wages. Despite the closure of
high-profile businesses in Wilsonville
during the recession that resulted in the
loss of nearly 1,000 jobs, a number of
other businesses have either expanded
or announced plans to increase
employment, which has helped keep
Connecting SMART and
TriMet mobility options
SMART ridership numbers and revenue
relatively steady over the last few years.
Intergovernmental grants help pay
for special transportation programs,
bus operations and bus purchases.
The amount of grants received varies
from year to year based upon grant
awards. Over the past decade, SMART
has successfully competed for more
than $10 million in federal and state
grants. The primary funding sources are
supplemented by fare-box revenues and
sale of surplus properties.
1988 1997 2002 2009
Timeline
2013
SMART changes bus routes and
expands service for WES commuter
rail; all routes now transfer at the
SMART Central Station
SMART moves into brand new
operations and fleet facility located
near SMART Central Station
The SMART Options program begins
helping employers promote commuter
benefits to employees
Now operating as SMART, the
transit agency begins offering
express service to Salem
Wilsonville Innovative Transportation
Association creates independent
city-owned transit system and begins
service in 1989 as Wilsonville Area
Rapid Transit (WART)
1
2
3
4
5
5
5
N
City of Wilsonville
bus routes
WES commuter rail
trails
bus stops
SMART central
parks/natural areas
buildings/homes
city boundary
urban growth boundary
county boundary
1 Mile
ATTACHMENT 3 - 24