HomeMy WebLinkAboutAgenda Item - 2025-06-23 - Number 07.1 - Staff Memo 06-13-25 PC Mtg w-Attach PP 25-0005
503-635-0290 380 A AVENUE PO BOX 369 LAKE OSWEGO, OR 97034 WWW.LAKEOSWEGO.CITY
TO: Planning Commission
FROM: Erik Olson, Long Range Planning Manager
SUBJECT: Foothills District Plan Update Work Session #1 (PP 25-0005)
DATE: June 13, 2025 MEETING DATE: June 23, 2025
EXECUTIVE SUMMARY
This memo provides background for the Commission’s June 23 work session, which will include
an overview and update on the process to update the Foothills District Plan.
BACKGROUND
The Foothills District is a 120-acre industrial,
residential, and commercial area bound by
the Willamette River to the east, Tryon
Creek to the north, downtown Lake Oswego
to the west, and existing multi-family
residential development to the south.
In 2012, the City adopted the Foothills
District Framework Plan (2012 Plan),
providing the vision, zoning code,
infrastructure, and financing blueprint for
the City's longstanding desire to transform
this area into a vibrant mixed-use
neighborhood that extends downtown to
the Willamette River.
Later that year, the City adopted the
Foothills Urban Renewal Plan (URP), which
was intended to pay for approximately $43
million of the $55 million of public
infrastructure investment called for in the
2012 Plan. The Urban Renewal Plan was
Foothills District shown in red.
Page 2 of 5
repealed in 2013, pausing movement on the project.
Without the URP, no rezoning or development
envisioned under the Plan occurred.
Since 2013, the community context undergirding the
original Foothills Plan has changed. Most notably, the
Tryon Creek Wastewater Treatment Plant (TCWWTP),
currently located on a 14-acre site at the confluence
of the Willamette River and Tryon Creek, is slated for
relocation to an adjacent 6-acre site. If constructed,
the new Wastewater Treatment Facility (WWTF)
would displace a significant portion of the “North
District” originally designated for other uses in the
Plan, including the previously-envisioned street
system.
Acknowledging the need to revisit the 2012 Plan in
light of the consideration of a new WWTF, the Council
adopted a 2024 initiative to, "begin work on a plan to
use urban renewal to support the redevelopment of
Foothills." The City Council recommitted their support
for this work by adopting another initiative in 2025 to,
“Begin the update of the Foothills District Plan.”
Staff applied for funding to update the Plan through
the Metro 2040 Planning and Development Grant program, and on November 21, 2024, Metro
Council awarded the City $745,000 to complete an update of the Plan. At its meeting on
February 4, 2025, the City Council authorized the City Manager to enter into an
Intergovernmental Agreement (IGA) with Metro to accept the grant, and the IGA was finalized
by Metro on February 6, 2025.
The City issued a Request for Proposals (RFP) on March 7, 2025, to find an experienced
consultant team to revisit and substantially update the Plan to be consistent with current
community and regional priorities. Proposals were received on April 10, and the City announced
its intent to award the contract to a consultant team led by First Forty Feet on May 2, 2025.
Staff has since worked with First Forty Feet to negotiate the final terms of the contract,
including refinements to the scope of work and project schedule (Attachment 1).
SCOPE OF WORK
The scope of work outlines the tasks expected as necessary to deliver a coherent community
vision and provide a regulatory and financial roadmap for implementation of the Plan update.
This scope includes the establishment of both a Technical Advisory Committee (TAC) and
Community Advisory Committee (CAC) for project oversight. The TAC will provide technical
expertise and work to refine planning concepts to assist the CAC, who will then help guide the
development of the Plan to ensure the community’s vision and values are reflected.
Vision for the District in the 2012 Plan
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Ultimately, the CAC will make a recommendation to City Council, who will make the final
decision to approve the Plan. The Plan will then be implemented through subsequent
amendments to the Community Development Code (CDC), Zoning and Comprehensive Plan
Maps, Comprehensive Plan, and other City Codes, which require approval from both the
Commission and City Council. The Plan will be further implemented through the adoption of a
new Foothills Urban Renewal Plan, which requires approval of the Lake Oswego
Redevelopment Agency (LORA) Board of Directors (who are also City Councilors).
Public Involvement Strategy
The first project deliverable will be to develop a Public Involvement Strategy that serves as a
“roadmap” for guiding the project’s public planning efforts, with the ultimate goal of producing
a final updated Plan that reflects broad community support. This strategy will define inclusive
engagement and facilitation techniques, identify community partners and project stakeholders,
and outline methods of outreach, engagement, and reporting.
The Consultant will work with the City to develop a Draft Public Involvement Strategy to
present to the Commission, TAC, and CAC in the coming months for input and refinement.
Based on this feedback, the Consultant will refine or revise the Public Involvement Strategy and
begin implementation. Staff notes that the Commission is tentatively scheduled to conduct a
work session to discuss the Draft Public Involvement Strategy for the Foothills District Plan
update on August 25.
Opportunities and Constraints
The Consultant will be expected to conduct a comprehensive inventory and analysis phase
focused on updating the existing land use, infrastructure, and environmental conditions across
the 107-acre Foothills District. This information will be compiled in an Opportunities and
Constraints Summary Paper and Map, which will include the following components:
An analysis of physical conditions, including soil suitability, groundwater dynamics,
environmental hazards, stream corridors, wetlands, riparian habitats, and broader
natural systems;
A detailed review of existing transportation infrastructure to identify current
deficiencies and develop recommendations for improvements to streets, freight, transit,
bicycle, and pedestrian networks;
An inventory and assessment of utility systems—public and private—such as water,
wastewater conveyance, stormwater management, power, telecommunications, and
natural gas infrastructure;
An analysis of parks, open spaces, floodplain management, and the existing educational
landscape; and
An analysis of land use conditions in the area to highlight redevelopment potential and
compatibility with future mixed-use patterns.
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The City will host the first of a series of public events (open house, workshop, online survey or
similar format) to allow a wider audience to review and provide feedback on the opportunities
and constraints presented by existing District conditions. The findings from this engagement
will allow the project team to assess what is valued from a community perspective in order to
develop a vision and guiding principles for the Framework Plan.
Framework Plan Goals and Design Concepts
Following the inventory and analysis phase, the project team will facilitate a collaborative and
iterative process to shape a revised Vision Statement for the District, supported by clear and
actionable Goals and Objectives. This is expected to incorporate the City’s current priorities
around housing and will strategically consider new infrastructure needs and funding
approaches aligned with upcoming urban renewal planning efforts.
The project team will then develop high-level concept alternatives focused on District
organization to explore planning opportunities and challenges in the area. These Concept-Level
Alternatives will be visualized through graphics and illustrative materials, and will be refined
based on input from stakeholders and the public, allowing community members to rank their
preferred approaches. At this stage, the City will host a second public event to gather feedback
on the project vision, guiding principles and preliminary land use and circulation concept-level
alternatives in order to identify further refinements.
Subsequently, Schematic-Level Alternatives will provide detailed insights on these concepts,
addressing feasibility, infrastructure capacity, transportation requirements, floodplain
management strategies, and realistic phasing approaches. Once these alternatives have been
developed, the City will host a third public event to gather more detailed feedback to continue
to refine the schematic-level approaches.
These detailed alternatives will serve as the basis for selecting and thoroughly analyzing a final
Preferred Framework Plan Alternative. Once selected, the preferred alternative will be
analyzed to assess development density, infrastructure needs, traffic and transportation
improvements, and floodplain management solutions. This analysis will include cost estimates,
infrastructure phasing, identification of critical redevelopment trigger points, and
recommendations to ensure the plan aligns with the community’s vision and is practical to
implement. The City will host the fourth and final public event to present the selected preferred
framework plan and receive further community input to refine the plan.
Draft and Final Framework Plans
The Consultant will then develop a Draft Framework Plan that is aligned with community
values and addresses economic development, housing affordability, funding tools, and
equitable implementation strategies. The Draft Framework Plan will be presented at a public
event as well as to the Commission, TAC, CAC, City Council, and other interested stakeholders
for review and comment.
This input will be compiled and evaluated by the project team and TAC to inform
recommendations for adjustments to the Framework Plan. Proposed changes will then be
presented to the CAC for their review and confirmation, ensuring alignment with community
Page 5 of 5
insights and expectations. The Consultant will then incorporate agreed-upon revisions to
produce a refined and comprehensive Final Framework Plan document, which will also be
presented in a user-friendly “story map” format.
Post-Plan Amendments and Implementation
Following the adoption of the Final Framework Plan, the project team will develop
comprehensive Post Plan Amendments to facilitate effective implementation. This phase
involves identifying and drafting necessary modifications to the City’s Comprehensive Plan,
Community Development Code (CDC), Zoning and Comprehensive Plan Maps, and other
relevant City codes, regulations, or plans to ensure consistency with the adopted Framework
Plan’s recommendations.
Project Schedule
The project schedule outlined in the updated scope of work (p. 34, Exhibit C to Attachment 1)
is expected to result in the adoption of the Final Framework Plan by the end of 2026 and the
adoption of implementing Comprehensive Plan, Code, Zoning Map and Comprehensive Plan
Map amendments by the end of 2027:
Task Due Date
A. Updated Project Scope, Schedule, & Budget Jul 1, 2025
B. Key Stakeholder List and Final Public Involvement
Strategy Oct 1, 2025
C. Opportunities and Constraints Summary Map and
Paper, Interview Summaries Dec 1, 2025
D.1 - D.2 Vision Statement, Goals, and Objectives;
Concept-Level Plan Alternatives; Schematic-Level
Plan Alternatives
Jun 1, 2026
D.3 Preferred Plan Schematic & Analysis Summaries Aug 1, 2026
E. Draft Framework Plan Oct 1, 2026
F. Final Framework Plan & Adoption Feb 1, 2027
G. Post Plan Amendments Ready for Adoption Jul 1, 2027
H. Adoption of Post Plan Amendments Dec 15, 2027
The City Council will consider a motion to authorize the City Manager to enter into the contract
with First Forty Feet (Attachment 1) as well as Resolution 25-33 to create the CAC for the
Foothills District Plan update at their meeting on June 17.
ATTACHMENT
1. Draft Foothills District Plan Update Contract, 06/06/2025
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CITY OF LAKE OSWEGO
Standard Service / Personal Service Contract
Foothills District Plan Update
Contractor: First Forty Feet Date of Contract: June 6, 2025
Mailing
Address:
412 NW Couch Street, Suite 405
Portland, OR 97209-4243
Date of Completion: December 31, 2027
Option(s) to Renew? No
WITNESSETH:
Contractor and the City of Lake Oswego, a municipal corporation, mutually covenant and agree to
and with each other as follows:
1.SCOPE OF WORK AND CONTRACT DOCUMENTS. The Contractor shall perform the Project as
outlined in this Contract. The contract documents shall consist of, and any conflicts shall be resolved in the
following priority:
A.This Contract;
B.The City of Lake Oswego Standard Public Contract Provisions, which are attached and
hereby incorporated by reference;
C.The exhibit(s) to this Contract in the following order of priority:
Exhibit A –City’s Request for Proposal (excerpts)
Exhibit B –Contractor’s Proposal
Exhibit C –Revised Scope of Work, Schedule, and Budget
This contract shall supersede any prior representation or contract, written or oral.
2.DURATION OF CONTRACT. This Contract shall become effective on the date this Contract has been
signed by every party hereto. Contractor acknowledges that no work has been or will be performed for the
project under this Contract until this Contract is fully executed and effective. Contractor shall complete
performance of this contract on or before the Date of Completion stated above.
3.PAYMENT.
A.Amount and Manner of Payment. Payment below shall be for all goods, materials,
expenses, and services. Payment will be made as follows, subject to Taxpayer Identification Report / Date
and Method of Payment below, and acceptance of work by Public Contracting Officer.
Method of
Payment
Amount When Paid
When and Amt.
based on
Deliverables
See Exhibit schedule Per Exhibit schedule, submit invoice upon
deliverable or performance of work Not to Exceed: $623,000
B.Taxpayer Identification Report / Date and Method of Payment. No payment shall be due
to the Contractor until the Contractor has submitted to the City’s Finance Department IRS Form W-9
Request for Taxpayer Identification and Certification (http://www.irs.gov/pub/irs-pdf/fw9.pdf). The City
prefers to pay contractors by electronic fund transfer; the contractor may submit the EFT agreement
ATTACHMENT 1
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(http://tinyurl.com/LO-EFT) to the City’s Finance Department. Payment shall be tendered, when due within
30 days from the date of receipt of the invoice.
4. TIME IS OF THE ESSENCE. Contractor agrees that time is of the essence under this Contract.
5. TERMINATION.
A. Parties' Right to Terminate for Convenience. This Contract may be terminated at any
time by mutual written consent of the parties.
B. City’s Right to Terminate for Convenience. City may, at its sole discretion, terminate
this Contract, in whole or in part, upon 10 days notice to Contractor.
C. City's Right to Terminate for Cause. City may terminate this Contract, in whole or in
part, immediately upon notice to Contractor, or at such later date as Public Contracting Officer may
establish in such notice, upon the occurrence of any of the following events:
(i) City fails to receive funding, or appropriations, limitations or other expenditure
authority at levels sufficient to pay for Contractor's Work;
(ii) Federal or state laws, regulations or guidelines are modified or interpreted in such a
way that either the Work under this Contract is prohibited or City is prohibited from paying for such
Work from the planned funding source;
(iii) Contractor no longer holds any license or certificate that is required to perform the
Work; or
(iv) Contractor commits any material breach or default of any covenant, warranty,
obligation or agreement under this Contract, fails to perform the Work under this Contract within the
time specified herein or any extension thereof, or so fails to pursue the Work as to endanger
Contractor's performance under this Contract in accordance with its terms, and such breach, default or
failure is not cured within 5 business days after delivery of Public Contracting Officer's notice, or such
longer period as Public Contracting Officer may specify in such notice.
D. Contractor's Right to Terminate for Cause. Contractor may terminate this Contract
upon 30 days' notice to Public Contracting Officer if City fails to pay Contractor pursuant to the terms of
this Contract and City fails to cure within 30 business days after receipt of Contractor's notice, or such
longer period of cure as Contractor may specify in such notice.
E. Remedies. In the event of termination pursuant to subsections B, C(i), C(ii) or D,
Contractor's sole remedy shall be a claim, per Paragraph 3.A, for: (1) unpaid invoiced completed work,
and (2) as to work in progress that has not been invoiced, (i) hourly rates: the amount determined by
multiplying the number of hours worked times the hourly rate; or (ii) unit price / fixed price: the sum
designated for accomplishing the Work multiplied by the percentage of Work completed and accepted
by Public Contracting Officer, less previous amounts paid and any claim(s) that City has against
Contractor. If previous amounts paid to Contractor exceed the amount due to Contractor under this
subsection, Contractor shall pay any excess to the City upon demand.
In the event of termination pursuant to subsection C(iii) or C(iv), City shall have any remedy
available to it in law or equity. If it is determined for any reason that Contractor was not in default
under subsection C(iii) or C(iv), the rights and obligations of the parties shall be the same as if the
Contract was terminated pursuant to subsection B.
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F. Contractor's Tender upon Termination. Upon receiving a notice of termination of this
Contract, Contractor shall immediately cease all activities under this Contract, unless Public Contracting
Officer expressly directs otherwise in such notice of termination.
Upon termination of this Contract, Contractor shall deliver to Public Contracting Officer all
documents, information, works-in-progress and other property that are or would be deliverables had
the Contract been completed. Upon Public Contracting Officer's request, Contractor shall surrender to
anyone Public Contracting Officer designates, all documents, research or objects or other tangible things
needed to complete the Work.
6. INSURANCE. The Contractor will not perform any work under this contract until the City has
received copies of applicable insurance policies or acceptable evidence that the insurance indicated as
required in subsection D below is in force.
A. Scope of Insurance. The Contractor shall obtain prior to the commencement of the
Contract, and shall maintain in full force and effect for the term of this contract, at the Contractor's
expense, the policies indicated below in subsection D for the protection of the Contractor. The
Contractor shall not undertake any acts that shall affect the coverage afforded by the above policy. If
the insurance policy is issued on a “claims made” basis, then the Contractor shall continue to obtain and
maintain coverage for not less than three years following the completion of the contract.
If no automobile liability insurance policy is required in subsection D, Contractor expressly
acknowledges and agrees that City is not providing any automobile insurance to Contractor and that as
to the City and any third parties, Contractor bears sole liability for claims, damages, injury (including
death) and losses, arising out of or resulting from Contractor's operation of Contractor's automobile or
any other automobile, whether or not such use is related to Contractor's work under this contract, and
Contractor shall make no claim against the City for any claim, damage, injury, or loss resulting thereby.
B. Coverage Amount. The policies shall be issued by a company authorized to do business
in the State of Oregon, protecting the Contractor or subcontractor or anyone directly or indirectly
employed by either of them against liability for the loss or damage of personal and bodily injury,
contractual liability, death and property damage, and any other losses or damages above mentioned
with limits not less than as stated in subsection D below or the limit of public liability contained in ORS
30.260 to 30.300 for any policy, whichever is greater.
C. Certificate of Insurance / Additional Insured and Waiver of Subrogation Endorsement.
The Contractor shall cause the insurance company to provide the City with: (i) a certificate of insurance
and, (ii) if an additional insured endorsement is indicated as required in subsection D below, an
endorsement thereto naming the City, its officers, agents, and employees as an additional insured for
those policies indicated. The policies indicated below in Subsection D will be endorsed to provide a
waiver of subrogation in favor of the City and all additional insureds. The Contractor shall provide the
City written notice of cancellation or material modification (change in limits or coverages) of the
insurance contract for not less than the following notice for the purposes stated: 30 days prior notice
for reasons other than non-payment; 10 days prior notice for non-payment.
The Contractor shall further cause a certificate of insurance to be issued not less than 5 days prior to any
policy expiration date by the Contractor’s insurance company or companies during the term of the
Work, to assure that the required insurance is maintained.
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D.Insurance Policy Requirements.
Required? Type of Insurance Minimum Coverage City named as
Additional
Insured / Waiver
of Subrogation
Yes Comprehensive general
or commercial general
liability
$2,000,000 per occurrence and $3,000,000
in the aggregate
Yes
No Protection and
Indemnity**
US L&H**
$2 million per accident
$2 million per person per accident
Yes
** Admiralty endorsement in lieu of P&I, and US L&H endorsement on
worker comp. coverage for required amounts is permissible
Yes Automobile liability $2,000,000 per accident-combined single
limit or $2,000,000 bodily injury and
$1,000,000 property damage
Yes
No Professional liability $2,000,000 per claim/aggregate No
Yes
Or
No (if
initialed)
Workers Compensation
Employer’s Liability
____________________
[______] Contractor
Initial if Exempt from
Worker Comp Coverage
Statutory Coverage
$1 million per accident
_______________________________
Contractor warrants and represents
contractor does not employ any persons
that would require contractor to provide
workers compensation insurance benefits.
No
*The amounts may be achieved by a combination of base coverage and umbrella coverage.
First Forty Feet
By:_________________________________
Name:_William Grimm_________________
Title: _Principal_______________________
Date: _______________________________
Check one:
Sole Proprietor
Partnership
Corporation
X Limited Liability Company
Limited Liability Partnership
Other:
Domicile, if other than Oregon:
CITY OF LAKE OSWEGO, an Oregon Municipal
Corporation
____________________________________
Martha Bennett, City Manager
Date: ______________________
Public Contracting Officer
380 A Avenue
PO Box 369
Lake Oswego, OR 97034
Date Authorized by Council, if applicable:
June 17, 2025.
APPROVED AS TO FORM:
___________________________________
Ellen Osoinach
City Attorney
Ver. 1703
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CITY OF LAKE OSWEGO STANDARD PUBLIC CONTRACT PROVISIONS FOR PERSONAL SERVICE / SERVICE CONTRACT
(1/22)
Page 1 – City of Lake Oswego Standard Public Contract Provisions (1/22)
The following City of Lake Oswego Standard Public Contract
provisions are made a part of the Contract between City and
Contractor by reference. Where the Lake Oswego Redevelopment
Agency (LORA) is the contracting party, “City” shall refer to LORA.
CHANGES
This contract, including all attachments and exhibits
annexed hereto, shall not be subject to modification or amendment
except in writing, executed by both parties. This contract and any
substantive changes to the scope of work or changes to the contract
costs will not be effective until approved in writing by the City’s
Public Contracting Officer (PCO).
INDEPENDENT CONTRACTOR STATUS
The Contractor agrees and certifies that:
A.The Contractor is engaged as an independent
contractor. Although the PCO reserves the right (i) to determine
(and modify) the delivery schedule for the Work to be performed
and (ii) to evaluate the quality of the completed performance, City
cannot and will not control the means or manner of Contractor's
performance, nor provide any tools or equipment for the
performance of the Work, except as provided elsewhere in this
Contract. Contractor is responsible for determining the
appropriate means and manner of performing the Work.
B. Contractor shall be responsible for all federal or state taxes
applicable to compensation or payments paid to Contractor under
this Contract and, unless Contractor is subject to backup
withholding, City will not withhold from such compensation or
payments any amount(s) to cover Contractor's federal or state tax
obligations.
C.The Contractor will not, on account of any payments
made under this contract, be eligible for any benefit from federal
social security, workers' compensation, unemployment insurance,
or the Public Employee's Retirement System, except as a self-
employed individual;
D.Contractor is not currently an employee of the federal
government or the State of Oregon; and
E.The Contractor is not a contributing member of the
Public Employee's Retirement System.
F.Contractor is not an "officer," "employee," or "agent" of
the City, as those terms are used in ORS 30.265.
OTHER CONTRACTORS
The City may undertake or award other contracts for
additional or related work, and the Contractor shall fully
cooperate with such other contractors and with any City
employees concerned with such additional or related work, and
shall coordinate its performance under this contract with such
additional or related work. The Contractor shall not commit or
permit any act that will interfere with the performance of work by
any other contractor or by City employees.
SUBCONTRACTORS AND ASSIGNMENT
Except as set forth in Contractor’s proposal or otherwise
in this Contract, no subcontract shall be made by the Contractor
with any other party for furnishing any of the work or services
herein contracted without obtaining the prior written consent of
the City, which City may withhold without cause. In addition to
any other provisions PCO may require, Contractor shall include in
any permitted subcontract under this Contract a requirement that
the subcontractor be bound by the following sections of this
Contract as if the subcontractor were the Contractor: Independent
Contractor Status; Other Contractors; Hours of Labor; Ownership
of Work; Indemnity and Hold Harmless; Records; Attorney Fees;
Compliance with Laws. PCO's consent to any subcontract shall not
relieve Contractor of any of its duties or obligations under this
Contract.
This contract is not assignable by the Contractor, either
whole or in part, unless Contractor has obtained the prior written
consent of the City.
City and Contractor are the only parties to this Contract
and are the only parties entitled to enforce its terms. Nothing in
this Contract gives, is intended to give, or shall be construed to
give or provide any enforceable benefit or right, whether directly,
indirectly or otherwise, to third persons.
HOURS OF LABOR
For those employees of Contractor covered or subject to
Oregon employment laws, the Contractor shall pay employees for
overtime work performed under the public contract in accordance
with ORS 653.010 to 653.261 and the Fair Labor Standards Act of
1938 (29 USC 201 et seq.).
ERRORS
The Contractor shall perform such additional work as
may be necessary to correct Contractor’s errors in the work
required under this contract without undue delays and without
additional cost.
REPRESENTATIONS AND COVENANTS
A. Contractor's Representations. Contractor represents and
covenants to City that:
(1) Contractor has the power and authority to enter into
and perform this Contract,
(2) This Contract, when executed and delivered, shall be
a valid and binding obligation of Contractor enforceable in
accordance with its terms, and if Contractor is a partnership,
corporation or other form of business entity, this contract was
duly approved and executed pursuant to authority of the
governing body or parties of the Contractor,
(3) Contractor is not in violation of any Oregon tax laws.
(4)Upon acceptance of each project, the Contractor
warrants that it will carefully examine, as necessary, the site of the
work contemplated and any plans, specifications, and contract
documents pertaining to work, with the exception of unknown
physical conditions at the work site, of an unusual nature, differing
materially from those ordinarily encountered and generally
recognized as inherent in work of the character provided herein.
(5) Contractor shall, at all times during the term of this
Contract, be qualified, professionally competent, and duly licensed
to perform the Work.
(6)Contractor will accomplish the work using a standard
of performance and care that is currently accepted by other
contractors engaged in similar work, under similar conditions
and at the date the services are provided in the Portland
metropolitan area (Standard of Care).
(7) Contractor’s invoices shall describe all work
performed with particularity, by whom it was performed, and shall
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CITY OF LAKE OSWEGO STANDARD PUBLIC CONTRACT PROVISIONS FOR PERSONAL SERVICE / SERVICE CONTRACT
(1/22)
Page 2 – City of Lake Oswego Standard Public Contract Provisions (1/22)
itemize and explain all expenses for which reimbursement is
claimed. Contractor shall send invoices to City’s Project Manager.
(8)Contractor’s completion shall not extinguish or
prejudice City's right to enforce this Contract with respect to any
breach of Contractor warranty or any default or defect in
Contractor performance (defect is defined herein as services that
do not conform to the Standard of Care (Section 6) in the
performance of the Contract).
(9) Contractor has no interest and shall not acquire any
interest, direct or indirect, which would conflict in any manner or
degree with the performance of contractor’s services, and in the
performance of this contract no person having any such interest
shall be employed.
B.Cumulative. The representations and covenants set forth in
this section are in addition to, and not in lieu of, any other
representations and covenants provided.
OWNERSHIP OF WORK
All work products of the Contractor, including
background data, documentation and staff work that is
preliminary to final reports, which result from this contract are the
exclusive property of the City. If this contract is terminated by
either party or by default, the City following payment as required
by the Contract, in addition to any other rights provided by this
contract, may require the Contractor to transfer and deliver such
partially completed reports or other documentation that the
Contractor has specifically developed or specifically acquired for
the performance of this contract.
The reports and all material contained in the reports
(graphics, photos, etc.) shall become the property of the City; the
City may reproduce and distribute the reports, or any part thereof,
in such form as the City desires. Any reuse of completed
documents or use of partially completed documents without
written verification or concurrence by Contractor for the specific
purpose intended will be at the City's sole risk and without liability
or legal exposure to Contractor.
ELECTRONIC CONTRACTING AND REPORTS;
PHOTOCOPY, ELECTRONIC, OR PDF VERSION OF CONTRACT
This contract and any amendments may be executed by
a party electronically by use of a digital signature issued by a city-
recognized certification authority (such as Symantec Digital ID),
pursuant to the Oregon Uniform Electronic Transactions Act, ORS
Ch. 84.001 – 84.063. Upon execution of this contract
electronically, the party consents to conduct further
communications and transactions under this Contract by
electronic means.
Unless otherwise stated in the Scope of Work or
separately waived in writing, all final reports, including reports of
phases of the project and of the entire project, shall be provided
in both written and electronic format. Electronic format shall be
in a format coordinated with the PCO and shall be fully compatible
with such software programs specified by the PCO, .e.g. Microsoft
Word, Microsoft Excel, Microsoft PowerPoint, Microsoft Access,
Microsoft Publisher, Adobe Creative Suite, Adobe PDF, or such
other software program as specified by the PCO.
A photocopy, electronically scanned (PDF), or electronic
version of this Contract shall be deemed equivalent to an
originally signed Contract for all purposes, including arbitration or
litigation.
INDEMNITY AND HOLD HARMLESS
The Contractor shall defend, indemnify, and hold the
City, its officers, agents and employees, harmless against all
liability, loss, or expenses, including reasonable attorney's fees,
and against all claims, actions or judgments based upon or arising
out of damage or injury (including death) to persons or property,
but only to the proportionate extent caused by or resulting from
any negligent or wrongful act, error, or omission (excepting
professional services performed under this Contract) of an act
sustained in connection with the performance of this contract or
by conditions created thereby, or based upon Contractor’s
violation of any statute, ordinance or regulation.
With respect to professional services performed under
this Contract, Contractor shall defend, indemnify, and hold the
City, its officers, agents and employees, harmless against all
liability, loss, or expenses, including reasonable attorney's fees,
and against all claims, actions or judgments based upon or arising
out of damage or injury (including death) to persons or property ,
but only to the proportionate extent caused by any negligent act,
error, or omission of an act sustained in connection with the
performance of this contract or by conditions created thereby, or
based upon violation of any statute, ordinance or regulation.
RECORDS
Contractor shall have access to the books, documents,
papers and records of the City as necessary for Contractor's
performance of the work. The Contractor shall not disclose all or
any part of such records to any other person, firm, corporation,
association or other entity except as reasonably necessary to carry
out the Work, without the consent of the Public Contracting
Officer.
The Contractor agrees that the City and its authorized
representatives shall have access to the books, documents, papers
and records of the Contractor which are directly pertinent to the
specific contract for the purpose of making audit, examination,
excerpts and transcripts.
Contractor shall maintain all fiscal records directly
relating to this Contract in accordance with generally accepted
accounting principles. In addition, Contractor shall maintain any
other records pertinent to this Contract in such a manner as to
clearly document Contractor's performance. Contractor
acknowledges and agrees that City’s duly authorized
representatives shall have access to such fiscal records and other
books, documents, papers, plans and writings of Contractor that
are pertinent to this Contract to perform examinations and audits
and make excerpts and transcripts. Contractor shall retain and
keep accessible all such fiscal records, books, documents, papers,
plans, and writings for a minimum of three (3) years, or such
longer period as may be required by applicable law, following final
payment and termination of this Contract, or until the conclusion
of any audit, controversy or litigation arising out of or related to
this Contract, whichever date is later.
PUBLICATION RIGHTS/RIGHTS IN DATA
To the extent the Work Product consists of material
capable of publication, all publication rights in the product
produced by the Contractor in connection with the work provided
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CITY OF LAKE OSWEGO STANDARD PUBLIC CONTRACT PROVISIONS FOR PERSONAL SERVICE / SERVICE CONTRACT
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Page 3 – City of Lake Oswego Standard Public Contract Provisions (1/22)
for under this contract, whether in preliminary draft or final form,
shall be vested in the City.
The Contractor shall not publish any of the results of the
work without the prior written permission of the City.
All original written material and other documentation,
including background data, documentation, and staff work that is
preliminary to final reports, originated and prepared for the City
pursuant to this contract, shall become exclusively the property of
the City. The ideas, concepts, know-how or techniques relating to
data processing development during the course of this contract by
the Contractor or City personnel, or jointly by the Contractor and
City personnel, can be used by either party in any way it may
deem appropriate.
Material already in the Contractor's possession,
independently developed by the Contractor outside the scope of
this contract or rightfully obtained by the Contractor from third
parties, shall belong to the Contractor. However, the Contractor
grants to the City a nonexclusive, irrevocable and royalty-free
license to use such material to the extent such material is
incorporated into the Work.
This contract shall not preclude the Contractor from
developing materials that are competitive, irrespective of their
similarity to materials which might be delivered to the City
pursuant to this contract. The Contractor will not, however, use
any written materials developed under this contract in developing
materials for others, except as provided in this section.
CONFIDENTIALITY
No reports, information and/or data given to or prepared
or assembled by the Contractor under this contract shall be made
available to any individual or organization by the Contractor without
the prior written approval of the City.
COBID COMPLIANCE
If Contractor, at the time of its solicitation response, was
either certified by the Oregon Certification Office for Business
Inclusion and Diversity (COBID) or submitted a COBID
subcontractor utilization plan, Contractor shall maintain the
certification or comply with the utilization plan. Contractor
acknowledges and agrees that it would be difficult, if not
impossible, to assess the actual damage to the City’s Equity in
Contracting Program by Contractor’s failure to do so. In the event
of Contractor’s loss of COBID certification or failure to comply
with its utilization plan, Contractor agrees to pay City the sum of
$1,000 for each violation. Exceptions to the subcontractor
utilization plan are for approved change orders, reductions in
scope of work, failure of COBID firms to complete work or having
breached the subcontract, and substitution requests approved by
City.
DISPUTE RESOLUTION / VENUE
Any dispute or claim that arises out of or that relates to
this Contract, or to the interpretation or breach thereof, or to the
existence, validity, or scope of this Contract or the arbitration
Dispute Resolution procedure, shall be resolved as follows:
•Level 1: Within 15 days request for Level 1 dispute resolution,
commence negotiation between the Contractor’s Project Manager
and the City’s Project Manager. The City’s Project Manager’s last
offer shall be final unless either party requests Level 2 dispute
resolution within 15 days from commencement of Level 1
negotiation, unless both parties agree to extend the time to
initiate Level 2.
•Level 2: Within 15 days request for Level 2 dispute resolution,
commence negotiation between the Contractor’s management
representative with unlimited authority to settle the dispute and
the City Manager. The City Manager’s last offer shall be final
unless either party requests Level 3 dispute resolution within 30
days from commencement of Level 2 negotiation, unless both
parties agree to extend the time to initiate Level 3 Mediation.
•Level 3: Mediation in accordance with the mediation
procedures of the Arbitration Service of Portland, Inc.
(www.arbservice.com), or such other procedures as the parties
agree. The mediator shall be selected by the parties, either upon
mutual agreement within 15 days written notice by one party to
the other requesting mediation, or if the parties are not able to
agree upon a mediator within said period, then in accordance with
the “Appointment of Sole Arbitrator” of the Arbitration Service of
Portland, except that the person shall be a mediator, not an
arbitrator. If the parties are unable to resolve the dispute upon
completion of mediation, the City Manager’s last offer under Level
2 shall be final unless a Claim for arbitration is filed within 30 days
of the completion of mediation,
•Level 4: Upon the filing of a Claim for Arbitration, Arbitration
shall occur in accordance with the arbitration procedures of the
Arbitration Service of Portland, Inc. (www.arbservice.com), or
such other procedures as the parties agree. The decision of the
arbitrator(s) shall be final and may be entered as a judgment in
the Clackamas County Circuit Court in accordance with Oregon
law.
The Parties shall equally share in the cost of the
mediator / arbitrator(s); each Party shall be responsible for its
own costs and fees. The mediation / arbitration proceeding shall
be held in Clackamas or Multnomah counties, as the mediator /
arbitrator(s) shall select, unless the parties otherwise agree.
SEVERABILITY
The parties agree that if any term or provision of this
contract is declared by a court of competent jurisdiction to be
illegal or in conflict with any law, the validity of the remaining
terms and provisions shall not be affected, and the rights and
obligations of the parties shall be construed and enforced as if the
contract did not contain the particular term or provision held to
be invalid.
COMPLIANCE WITH LAWS
The provisions of this contract shall be construed in
accordance with the provisions of the laws of the State of Oregon
and ordinances of the City of Lake Oswego, Oregon.
The Contractor shall comply with all federal, state and
local laws and ordinances, applicable to public contracts relating
to Contractor’s obligations and performance, and to the work to
be done under this contract.
The Contractor shall comply with all applicable federal,
state, and local laws, rules, and regulations on nondiscrimination in
employment because of race, color, ancestry, national origin,
religion, sex, sexual orientation, gender identity, marital status, age,
medical condition, or disability.
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WAIVER
The failure of the City to enforce any provision of this
contract shall not constitute a waiver by the City of that or any
other provision.
INTEGRATION
This contract represents the entire and integrated
agreement between the Contractor and the City, and supersedes
all prior negotiations, representations or agreements, either
written or oral.
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3.DRAFT SCOPE OF WORK
Unless specifically noted, all tasks and deliverables are the responsibility of the Consultant. The Scope of
Work (SOW) will be refined through contract negotiations between the City and the selected Consultant,
but the work products described below are not expected to change. The final SOW will become
performance requirements under the Contract. Unless specified otherwise, references in the SOW to
the "project team" shall mean, the City together with the selected Consultant.
The following scope is preliminary, and the specific extent of the scope is ultimately dependent on the
extent to which materials developed for the 2012 Plan can be reused for the current Plan Update effort.
Proposers responding to this RFP will be rewarded for developing resourceful and holistic approaches
that incorporate as much of the previously-developed material as possible, while still acknowledging the
need to gather new information based on changes within the Foothills District itself and changes in
broader City, regional, state, federal, and global market contexts. Consultants are also encouraged to
propose refinements to the process, timeline, and division of labor to ensure that the project is
completed within the established budget and timeline (see Section 4) and in compliance with State law
and Lake Oswego Code.
A.Team Organization + Project Management
A.1 Project Management
A.1.1 Consultant Scope of Work / Contracts
The Consultant will work with the City’s Project Manager to more clearly define their scope of work,
including a delivery schedule and not-to-exceed budget for the work. Monthly reports will be
prepared by the Consultant for review with the City’s Project Manager in order to track Consultant
performance to date, including budget, schedule, work completed, and acceptability of Consultant
products.
Products/Deliverables: City and Consultant - Executed Consultant Contracts; Consultant - Monthly
Consultant Performance Reports.
A.1.2 Project Schedule
The Consultant will be expected to work with the City’s Project Manager to manage the project so as
to deliver final products in accordance with the executed grant agreement with Metro. The
Consultant will be expected to update the Project Schedule monthly (or more as needed) to reflect
the approved Consultant SOW and progress to date. The Project Schedule will be reviewed at least
monthly with the City’s Project Manager, and adjustments will be made as needed based on the
outcome of these monthly reviews.
Products/Deliverables: Monthly Project Schedules and Schedule Tracking Reports.
City's Scope of Work
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A.1.3 Accounting and Cost Control
The Consultant will track the Project Budget reflected in the SOW and provide all accounting and
cost controls for the project. Invoices will be submitted to the City for review and approval upon
completion of each task in the project timeline (Section 4). A budget tracking report must also be
provided to measure Consultant performance against the budget and Consultant fees earned.
Products/Deliverables: Invoices by Task; Budget Tracking Reports.
A.1.4 Project Team Meetings
The project team will be expected to meet on at least a weekly basis to review project progress,
ensure consistency and coordination between work tasks, discuss potential schedule changes, and
manage costs to ensure budget certainty.
Products/Deliverables: City and Consultant - Weekly PT meetings on an ongoing basis; Consultant –
Agendas and Minutes for all PT Meetings.
A.2 Project Oversight
The establishment of a Technical Advisory Committee (TAC) will provide technical expertise on subject
matters and help refine planning concepts to assist the Community Advisory Committee (CAC), who will
then help guide the development of the Plan to ensure the community’s vision and values are reflected.
Ultimately, the CAC will make a recommendation to the City Council, who will make the final decision to
approve the Plan. The Plan will then be implemented through subsequent amendments to the City’s
Code and Comprehensive Plan that require approval from both the Planning Commission (PC) and City
Council, and by adoption of a new Foothills Urban Renewal Plan, which requires approval of the Lake
Oswego Redevelopment Agency (LORA) Board of Directors (who are also City Councilors).
A.2.1 Technical Advisory Committee
A Technical Advisory Committee (TAC) comprised of key City and public representatives will be
formed and managed by the project team to help direct the technical work of the project. The
Consultant, with input from the City, will develop a charge statement for the TAC that outlines the
role and responsibility of the committee. It is anticipated that this group may meet up to once a
month during the development of the Framework Plan. The Consultant will attend, facilitate,
prepare meeting agendas and summaries, as well as distribute information to the TAC in advance of
each meeting.
Products/Deliverables: Ongoing Technical Advisory Committee (TAC) Meetings; Consultant –Agendas
and Minutes for all PT Meetings.
A.2.2 City Council Meetings
The Consultant will be expected to attend and assist with presenting at as many as eight (8) City
Council / LORA study sessions at key points throughout the Plan update process to provide project
updates, summarize public engagement, and receive direction related to future phases of the
project. The Consultant is also expected to attend and participate in up to two (2) City Council /
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LORA public hearings related to the adoption of Post-Plan Code, Comprehensive Plan Amendments,
and new Foothills Urban Renewal Plan. In addition, the Consultant will coordinate with the City
Project Manager to prepare the necessary documents, including staff reports and presentation
materials for all City Council study sessions and hearings.
Products/Deliverables: In-person attendance and participation at up to eight (8) City Council/LORA
study sessions and up to two (2) City Council/LORA hearings; Coordination and preparation of
materials in advance of study sessions and hearings.
A.2.3 Planning Commission Meetings
The Consultant will be expected to attend and assist with presenting at as many as eight (8) Planning
Commission (PC) Work Sessions to provide project updates, summarize public engagement, and
receive advisory input at key points throughout the Plan update process. The Consultant is also
expected to attend and participate in up to two (2) PC public hearings related to the adoption of
Post-Plan Code and Comprehensive Plan Amendments. In addition, the Consultant will coordinate
with the City Project Manager to prepare the necessary documents, including staff reports and
presentation materials for all PC work sessions and hearings.
Products/Deliverables: In-person attendance and participation at up to eight (8) Planning
Commission (PC) Work Sessions and up to two (2) PC hearings; Coordination and preparation of
materials in advance of study sessions and hearings.
A.3 Project Coordination
The project will require coordination with a number of parties outside of the City and Consultant. There
are two primary areas of external coordination described below, and additional areas of coordination
may be identified as work progresses.
The City will be engaging with a separate consultant (URA Consultant) to evaluate the potential for
expanding its current East End URP or establishing a new URP encompassing the District. The Consultant
will be expected to coordinate with the LORA’s URA Consultant to provide this information in a timely
way such that the two efforts can occur simultaneously and be considered by the City and LORA as a
coherent package. Additionally, property owners in the District may engage consultants or other
representatives to study development impacts of the updated Plan or to represent their interests in the
planning process. The Consultant will coordinate its efforts with those of the property owner(s)
consultants in order to establish a common vision for the District and incorporate other property owner
consultant information into the planning process.
B. Public Participation + Community Involvement
Meaningful and substantial public involvement will be required in order to successfully deliver an
updated Plan to the City for its action and approval. The public participation effort should not be seen as
a task separate from the others described in the work plan. Rather, it is integral to the entire work plan,
and each of the products and deliverables described in this document need to be generated with an eye
towards supporting and reflecting the public outreach efforts. The Consultant will manage the public
participation effort with support and guidance from the City, and will take the lead in ensuring that the
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work products are produced and presented in a way that reflects community concerns and incorporates
community input.
B.1 Identify Stakeholders
This subtask will identify the key players within government, business, community and advocacy groups
that are involved in or interested in the planning process for the District. The Consultant will work with
the City to establish a list of stakeholders to contact and keep informed throughout the planning
process.
Product/Deliverable: List of Key Stakeholders.
B.2 Stakeholder Interviews
Interviews with key stakeholders identified in 2.1 above will be conducted to establish contacts and
understand the various points of view that will influence the progress of the project.
Product/Deliverable: Interview Summaries/Notes.
B.3 Manage Public Involvement Process
The Consultant will manage the public involvement process in collaboration with the City, based on the
public involvement strategy produced in Task B.4 below.
B.3.1 Community Advisory Committee
A Community Advisory Committee (CAC) will be formed to review work products and provide input
to the project team. The CAC will meet at least monthly during the update of the Plan, or more often
if needed. Meetings will be in-person, virtually, or a combination of both. With input from the City,
the Consultant will develop a charge statement for the CAC, outlining its role and responsibility. The
Consultant will prepare meeting agendas and meeting summaries and may distribute meeting
materials prior to each meeting. The Consultant team will facilitate the CAC meetings and ensure
that members of the team relevant to the meeting agenda/topic area are present and prepared.
Products/Deliverables: CAC Formation; ongoing CAC Meetings; CAC agendas, meeting summaries,
and materials; CAC communications
B.4 Public Involvement Strategy
Based on the information gathered in Task B.1, the Consultant will prepare a Draft Public Involvement
Strategy and submit to the City for review, then present it to the TAC, CAC, and PC for further
refinement and input. The public involvement strategy will be the “roadmap” that guides the public
planning efforts, with the goal of preparing a final updated Plan that envelops broad community
support. The strategy will include:
• Tools for broad dissemination of information;
• Communications strategy for keeping the public informed of the process; and
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• Strategies and tools that can be used to engage under represented populations who typically do
not participate in local planning processes, including youth, low income households, people with
disabilities, people who speak English as a second language, and communities of color.
Based on comments received from the TAC, CAC, and PC, the Consultant will refine the public
involvement strategy and move forward with implementing the strategy. It is anticipated that the
Consultant and the City will revisit the document throughout the planning process, and continue refining
the strategy to ensure that opportunities for public involvement are maximized.
Product/Deliverable: Draft and Final Public Involvement Strategy.
B.4.1 Public Events
Consistent with the final Public Involvement Strategy, the Consultant will plan, organize, and
manage a series of public events (open houses, workshops, online surveys or similar formats) with
the goal of providing a wider audience with an opportunity to review work products and provide
feedback. Following the events, the Consultant will provide a summary of results, comments, and
other feedback received at the events to the CAC, TAC, PC, and City Council.
Products/Deliverables: Up to Four Public Events (TBD); Event invitations and Mailings; Event
Summaries.
B.4.2 Communications/Webpage
Throughout the planning process, the Consultant will be expected to maintain open lines of
communication with the stakeholder groups as well as with each of the committees working on the
project. The Consultant will work with the City’s Project Manager to develop and maintain an
interested parties list at all public events to allow people to sign up for updates and other relevant
information. The Consultant will be expected to draft press releases, social media posts, website
updates or similar products at key points in the process to broadly communicate the work efforts to
date and to highlight upcoming events to people on the interested party list.
Products/Deliverables: Periodic Newsletters; Draft Press Releases / Web Updates / Social Media
Posts.
C. Inventory and Analysis
Prior to beginning the Plan update process, information will be gathered and analyzed to identify key
issues that must be addressed. In some cases, information will need to be gathered or generated by the
Consultant; in other cases, existing information from the adopted 2012 Plan can be reviewed, updated
and utilized. Any information used from the 2012 Plan shall be referenced as the source in the updated
Plan. The information gathered during this phase of work will provide a solid basis for the plan
alternatives and subsequent refinements later in the planning process.
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C.1 Base Maps
The Consultant will be expected to assemble base maps into an electronic format at a variety of scales,
ranging from a District-wide to City-wide scale.
Products/Deliverables: Base Maps.
C.2 Property Ownership Map
The Consultant will be expected to assemble a property ownership map for the District and immediately
adjacent areas. Property ownership information, including contact information, shall be assembled into
a separate database to be used for outreach efforts and development analysis.
Products/Deliverables: Property Ownership Map; Ownership Database.
C.3 District History
The Consultant will review previous historical research of the District and conduct additional research,
as needed, related to past ownership, past use of the District, and historical documents relevant to the
District.
Products/Deliverables: District History Summary Paper.
C.4 Site Conditions
A number of site conditions will be analyzed to understand how soil, environmental, and natural
systems may influence the Framework Plan. Where possible, existing information will be utilized and
analyzed before additional on-site investigation (e.g., soil core samples or soil testing) is undertaken. For
instance, it is possible that data produced by the eventual contractor for the WWTF could be utilized by
the Consultant to complete portions of this task, and a lot of the information from the 2012 Plan is still
applicable and should be able to be reused for this task. All sources of information shall be referenced in
the updated Plan, and proposers are encouraged to leverage as much existing information – from as
many different sources – as possible.
C.4.1 Geotechnical Analysis
Development Suitability - Soils in the District will be analyzed to determine the suitability of site soils
for development. Where possible, existing geotechnical reports on file with the City or made
available by owners in the District will be used as the basis for this summary.
Groundwater – Information regarding depth to groundwater and groundwater flow direction will be
analyzed to determine where opportunities are present for surface stormwater treatment as well as
to inform infrastructure planning tasks as to any underground structures/infrastructure that may be
necessary to support site development.
Level I Environmental Assessment – In order to understand any potential Hazardous Materials issues
that may be present in or adjacent to the District, a Level I Assessment will need to be performed
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and/or an existing source utilized. Further testing and analysis (a Level II Assessment) is not included
in this scope of work.
Products/Deliverables: Development Suitability (Soils) Summary Paper and Maps; Groundwater
Summary Paper and Maps; Level I Environmental Assessment.
C.4.2 Environmental
Stream Corridor/Wetland Delineation - The Consultant will analyze potential wetlands within the
District, and develop initial recommendations on incorporating identified wetlands within the
Framework Plan – including setbacks, mitigation, and protection/expansion of the wetland areas.
Riparian Habitat – Tryon Creek and the Willamette River are both unique natural resources that help
define the northern and eastern boundaries of the District. The Consultant will inventory these
environments and develop initial recommendations on protecting or enhancing these environments
as part of this task.
Natural Systems - The Consultant will be expected to produce a natural systems analysis to better
understand the environmental conditions that are at work on or near the District, including
prevailing winds, solar access, surface water movement, flood storage, and groundwater movement.
Products/Deliverables: Wetland Delineation Summary Paper and Maps; Riparian Habitat Summary
Paper and Maps; Natural Systems Summary Paper and Maps.
C.5 Transportation
C.5.1 Existing Transportation System
The Consultant will be expected to inventory the existing transportation system in the Foothills
District and its vicinity to understand current transportation policy implications, identify current
system deficiencies, and document opportunities for improving the transportation network in the
area.
Street System/Vehicular Movement - Existing streets within ½ mile of the District will be mapped and
classified according to adopted City, County, and State transportation plans. Key intersections
identified by the project team will be analyzed for turning movements and level of service, and a
three-year crash history will be assembled for streets and intersections adjacent to the District and
¼ mile along State Street, where available.
Freight/Rail - Truck freight routes and rail lines in the vicinity of the District will be identified and
studied, including any potential implications that development may have on rail and freight
movement.
Transit - Bus routes in Lake Oswego area will be identified and analyzed, including daily ridership
and available capacity, frequency of service, transit stop locations in or near the District, and transit
transfer points.
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Bicycles – Existing and planned bicycle facilities within 1 mile of the District – including bicycle lanes,
bicycle crossings and recreational pathways – will be inventoried and mapped. Deficiencies in the
system, including the lack of connectivity of bike facilities or unsafe crossing locations, will also be
identified and mapped, and a three-year crash history will be assembled for bicycle related crashes
in the study area.
Pedestrians - Pedestrian facilities within ¼ mile of the District will be inventoried and mapped,
including marked crosswalks, improved crossings, recreational pathways and sidewalks. Deficiencies,
such as missing sidewalks, ADA barriers, gaps in pathways, or difficult or prohibited crossings will be
identified. A three-year crash history will be assembled for pedestrian related crashes in the study
area, with special attention directed towards understanding how pedestrians navigate between
Downtown / adjacent neighborhoods and the Foothills District.
State Highway and County Issues – The project team will work with Multnomah County and ODOT
staff to understand transportation issues related to Highway 43 (State Street) and Terwilliger
Boulevard, as the City does not have jurisdiction over either roadway. This will include an
origin/destination study for the Highway 43 corridor in the vicinity of the District.
Products/Deliverables: Existing Transportation Issues Summary Paper, including graphic exhibits.
C.5.2 Planned Transportation System Improvements
Currently adopted plans and policies will be inventoried to establish planned improvements to the
transportation system serving the District and downtown Lake Oswego. Jurisdictions with plans or
policies that may affect the local transportation system include the City of Lake Oswego, City of
Portland Bureau of Environmental Services (TCWWTP traffic), Clackamas County, Metro, TriMet,
ODOT, and the Army Corp of Engineers.
Products/Deliverables: Transportation System Plan Summary Paper, including graphic exhibits.
C.5.3 Parking
The Consultant will be expected to perform a high-level survey of parking inventory and use in the
District, including a summary of applicable maximum parking regulations.
Products/Deliverables: Parking Issues Summary Paper, including graphic exhibits.
C.5.4 Community Traffic Issues/Concerns
Upon completion of the work described in 3.4.1 – 3.4.3 above, the summary information will be
used to describe current transportation conditions to community stakeholders and solicit their
feedback on any transportation concerns or issues that they feel must be addressed in the planning
process.
Products/Deliverables: Community Transportation Issues Summary.
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C.6 Infrastructure Invntory and Analysis
As with other older urban neighborhoods, the Foothills District does not currently possess infrastructure
adequate to support anticipated redevelopment activity. A detailed and thorough understanding of the
existing infrastructure systems serving the District will be undertaken, and any deficiencies in the
current system will need to identified as early as possible in the planning process.
C.6.1 Public Utilities
Water – The Consultant will inventory and analyze the existing water system serving the District to
determine the amount of capacity present in the system and the ability of the water system to
support future development.
Stormwater Management – The Consultant will review the City’s GIS system in conjunction with the
Stormwater Management Manual (SWMM) to identify existing stormwater facilities within the
District, as well as the waterways that these facilities drain into and the capacity or ability of these
facilities to handle any additional stormwater that may be generated from redevelopment of the
site.
Wastewater Conveyance – The Consultant will assemble information on the sanitary sewer system
in the District, including the main lines that feed the TCWWTP/WWTF from Tryon Creek and
Downtown and Oswego Lake. This information will include existing and proposed sanitary line
profiles and/or invert elevations, sewer line locations, ages, and conditions, and line capacities
including the potential to accommodate future growth.
Products/Deliverables: Water System Summary Paper; Map showing existing water facilities
within/adjacent to the District; Stormwater Management Summary Paper; Map showing existing
stormwater facilities within/adjacent to the District; Wastewater Conveyance Summary Paper; Map
showing existing and proposed sanitary sewer facilities within/adjacent to the District
Note: Sanitary Sewer treatment is covered separately as part of Task C.7.
C.6.2 Private/Franchise Utilities
Power – Power facilities that serve or potentially serve the District will be located, identified and
mapped. Analysis of the current facilities will determine their adequacy to accommodate District
redevelopment efforts.
Substation locations/conditions – Existing PGE substations located in the central portion of the
District will be analyzed for current condition, including any significant upgrades that are planned in
the next five to ten years. In concert with the capacity analysis described above, the Consultant will
also determine the space requirements for expansion and whether the current substation locations
would accommodate any future expansion.
Telecommunications - Telecommunications facilities in the vicinity of the District will be inventoried
to determine what facilities are available to serve anticipated telecommunication needs. Cable,
phone, and fiber-optic facilities will be inventoried, and their capacity to serve additional
development will be established.
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Natural Gas - Natural gas transmission lines that are currently serving, or that potentially will serve,
the District will be inventoried and mapped to determine where connections will need to be made
and the available capacity of the existing distribution system.
Products/Deliverables: Power Facilities Summary Paper; Map showing existing power facilities
within/adjacent to the District; Telecommunications Summary Paper; Map showing existing
Telecommunications facilities within/adjacent to the District; Natural Gas Summary Paper; Map
showing existing Natural Gas facilities within/adjacent to the District.
C.7 Parks and Open Space
This task will consist of summarizing and integrating existing and future opportunities related to parks
and open space in the District, including, but not limited to: adjacent waterways such as Tryon Creek
and the Willamette River; existing parks, open spaces, and pathways in the vicinity of the District; and
opportunities associated with of opening up the existing 14-acre TCWWTP site.
In a related effort, the City is currently updating its long-range parks and recreation system plan (Parks
2040), with adoption expected in early 2025. The Consultant will be expected to fully integrate
applicable goals, policies and action items from the Parks 2040 effort into the Plan update.
Products/Deliverables: Parks and Open Space Summary Paper; Map showing existing parks, open space,
trails system facilities within/adjacent to the District.
C.8 Tryon Creek Wastewater Treatment Plant/Sanitary Sewer
The Consultant will be expected to review available studies related to the existing Tryon Creek
Wastewater Treatment Plant (TCWWTP) and the proposed Wastewater Treatment Facility (WWTF) to
provide a summary of past work and the anticipated scope and schedule of future work. In addition, the
Consultant will summarize the elements of the existing and new wastewater treatment facilities,
including the age of the facility, its current total capacity, how much additional growth the new facility
can accommodate, the current plans and budget for capital replacement at the new WWTF, and other
information that will be relevant to the planning process.
The City is currently in the procurement phase for the design phase of the WWTF, and expects to enter
into a project agreement with a selected contractor later this year and to begin construction in 2026.
Said contractor is anticipated to perform all studies necessary to complete the design work associated
with the WWTF themselves through a separate contract, and will be expected to share any newly-
created documents with the Consultant. However, it is not anticipated that the WWTF contractor will
need to utilize any documents that will be produced by the Consultant under the proposed SOW.
Products/Deliverables: TCWWTP / WWTF / Sanitary Sewer Summary Paper; Map showing existing
sanitary sewer facilities within/adjacent to the District.
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C.9 Floodplain
Substantial portions of the northern section of the District lie within the Lake Oswego Flood
Management Area. The Consultant will be expected to review the Flood Management Areas for the
District to provide an overview of the current flood hazards and their impact on District development
potential.
Current stormwater management facilities will be reviewed and analyzed to determine their potential
impact on District flood control, including the pump station in the northern portion of the District and
floodgates at the TCWWTP. Current and new policies related to development within or adjacent to
floodplains will also be reviewed, especially as they pertain to the preservation of fish habitat, to
determine what regulatory pathways or hurdles may exist to redevelopment within floodplain zones.
Additionally, this task will include a review of the floodplain strategy proposed in the 2012 Plan and the
proposal of subsequent updates to ensure the strategy is consistent with the revised 2022 Flood
Management Code and forthcoming flood management code amendments.
Products/Deliverables: Floodplain Summary Paper; Map showing floodplain designations within or
adjacent to the District and identify developable land that is within the Special Floodplain Hazard Area
(SFHA); recommendations on floodplain approaches to explore in the planning process as needed.
C.10 Land Use
Existing Plans / Policies – The Consultant will document and evaluate any current plans, policies, and
regulations and any amendments then being considered for adoption in the District and its immediate
vicinity. This will include, but is not limited to applicable statewide planning goals, regional plans, County
plans and policies, the City’s Comprehensive Plan, the City’s Community Development Code (CDC), other
relevant portions of the City Code, the City’s Housing Production Strategy, City-approved Neighborhood
Plans for neighborhoods proximate to the District, and previous studies undertaken for the District.
Current Uses – The Consultant will identify and categorize current uses in the District into general use
classes. The Consultant will also identify or estimate building ages and conditions, including an
assessment of land-to-building value to gauge redevelopment potential. Additionally, the Consultant will
identify uses that would potentially be incompatible or non-conforming with an eventual mixed-use
development pattern in the District.
Products/Deliverables: Land Use Summary Paper; Maps depicting current Zoning / Comprehensive Plan
designations, current uses, building ages/conditions.
C.11 Education
Through discussions with the Lake Oswego School District (LOSD), the Consultant will assemble
information on the current status of the education system in Lake Oswego. Emphasis will be placed on
understanding how redevelopment efforts may impact LOSD and what opportunities may exist for
strengthening LOSD through the redevelopment process.
Products/Deliverables: Education Summary Paper.
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C.12 Opportunities and Constraints Summary Map and Paper
As a summary of all of the Task C activities, the Consultant will assemble an Opportunities and
Constraints summary map and paper that provides an overview of the information gathered in the
inventory and analysis phase. This deliverable may address issues such as:
• The relationship to adjacent neighborhoods / amenities and barriers to connectivity between
adjacent areas;
• Current heights, densities, urban form, and opportunities for areas of greater heights and density;
• Range and magnitude of housing opportunities, including affordable housing, workforce housing,
accessible housing, and other opportunities to increase housing capacity or meet housing needs;
• Site features (topography, views, orientation, natural features, etc.);
• Connections to- and from- downtown and adjacent neighborhoods;
• Current infrastructure conditions and locations, and anticipated infrastructure needs;
• Opportunities for parks, open space, trail and pathway connections, view corridors, and other
potential organizing elements of the District;
• Opportunities to increase equitable access to City amenities within the District; and/or
• Analysis of whether the boundary of the District should be modified.
Upon completion of this work, the Opportunities and Constraints Summary Paper and Map will be
presented along with the results of Tasks A, B, and C at a public event, and the input received at those
events will be summarized by the project team and shared with the CAC and TAC.
Products/Deliverables: Opportunities and Constraints Summary Paper and Map.
D. Framework Plan Goals and Concepts
Following completion of the Inventory and Analysis phase and after initial conversations with
community members, the TAC, the CAC, and the PC, the focus of the work plan will turn to an iterative
process leading up to a preferred schematic-level plan for the District. The work described in Task D will
proceed from higher level vision, goals, and objectives through a series of alternatives to the “Preferred
Framework Plan Alternative” that will be used as the basis for the Draft and Final update Framework
Plan. Throughout this task, information will be presented to the TAC and the CAC for review and
feedback, and there will also be opportunities for broader public feedback at public events.
D.1 Develop Plan Vision, Goals, Objectives
The Consultant will present the Vision Statement, Goals and Objectives from the adopted 2012 Plan as
the initial point of conversations with community members, TAC, CAC, and other stakeholders. Based on
the input, a draft Vision Statement will be developed for the Plan update, accompanied by Goals and
Objectives that the Plan update is intended to deliver. The Vision Statement, Goals and Objectives will
continue to evolve over the course of the planning process, and will serve as the basis for potential
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Comprehensive Plan and CDC updates and modifications that would follow completion of the Plan
update process, and for a new Foothills URP.
Products/Deliverables: Vision Statement, Goals, Objectives and continued refinements.
D.2 Develop Plan Alternatives
Building off of the Vision, Goals, and Objectives, a series of plan alternatives will be generated to begin
providing a more detailed view of the redevelopment possibilities in the District. This work will begin
with higher level (Concept) alternatives focused on District organization before moving to more detailed
(Schematic) alternatives which will flesh out the Concept-level ideas.
D.2.1 Concept-level Plan Alternatives
The Consultant will generate four concept-level plan alternatives and present these to the TAC, CAC,
and City Council for their initial review and comment. The focus of the concept alternatives will be
on the overall organization of the District, addressing the critical project issues as identified in Task
C. These plans will be illustrated on maps, and supplemented with cross-sections, rough sketches,
and computer models in order to help convey key concepts. Based on the input received, the
Consultant will refine the concept plan alternatives, at which point they will be presented at a public
event and then to the various project committees. Based on this feedback, the CAC – with input
from the TAC – will select up to two concept plans to explore further in the next stage.
Products/Deliverables: Up to 4 Concept Plan Alternatives, including supporting graphic materials
necessary to convey key ideas; Continued refinement of Concepts based on review/feedback.
D.2.2 Schematic-level Plan Alternatives
Following the development of concept-level planning alternatives task, the Consultant will focus on
the continued refinement of two schematic-level plan alternatives (“schematics”). The schematics
will continue to focus on the issues outlined in the concept phase, but will begin to add other details
to the plans and graphics to better illustrate the planning principles and focus on the next level of
detail in the process, including potential sources of funding for the various projects under
consideration. Schematics will be prepared and presented to the TAC, CAC, PC, and City Council /
LORA for review and feedback. Following these sessions, the Schematics will be refined and
presented for input and feedback at a public event, along with supporting information outlined in
Tasks D.3.1 and D.3.2 below.
Products/Deliverables: 1-2 Schematic Plan Alternatives, including supporting graphic materials
necessary to convey key ideas; Continued refinement of Schematics based on review/feedback.
D.3 Select and Analyze Preferred Schematic Plan Alternative
D.3.1 Select Preferred Plan Alternative
Based on the feedback received at the public event and from discussions with the project
committees, PC, and City Council / LORA, the Consultant will lead a discussion on a preferred plan
alternative to serve as the basis for the Final Framework Plan and present this to the TAC and CAC.
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In addition to public feedback received, this selection will also include an analysis of how the
preferred plan is most consistent with the Vision Statement, Goals, and Objectives for the District.
D.3.2 Gather Supporting Information/Analysis
Following the selection of a preferred plan alternative in Task D.3.1, the Consultant will undertake a
more specific analysis in order to provide supporting information for the preferred Plan. This
information will be used to refine the Plan and to support recommendations in the final updated
Plan document. It should be noted that some of this analysis will occur at a more rudimentary level
earlier in the planning process as alternatives are being explored.
Development Density and Feasibility – The Consultant will analyze the preferred alternative and
generate information on the potential development density of the District and summarize the
development feasibility issues (phasing, efficiency, financing, etc.) present in the preferred
alternative.
Infrastructure Plan and Capacity – Based on the selected alternative, the Consultant will calculate
infrastructure capacity needs and through a sustainability lens and recommend infrastructure
improvements or upgrades with cost estimates that will be necessary to support the preferred plan.
Transportation/Traffic Analysis – Based on the selected alternative and the earlier transportation
analysis performed in the Inventory and Analysis phase, the Consultant will calculate traffic capacity
needs and recommend a package of transportation improvements or upgrades – with cost estimates
– that will be necessary to support the preferred plan. Recommendations must consider
opportunities to comply with the City’s “Dig Once” policy, under which utility infrastructure and
transportation facilities should be aligned.
Floodplain Analysis – Assuming that some areas of the District that are currently within the Flood
Management Area should redevelop over time, the Consultant will undertake an analysis of
potential redevelopment in these areas to determine the potential paths to addressing flood hazard
issues. The Consultant will use the adopted 2012 Plan as one of the starting points for this analysis.
Phasing Approach/Trigger Points – The Consultant will provide an analysis of realistic and actionable
phasing approaches and costs for the preferred Plan, focused on how services can be logically
extended to the District to serve redevelopment efforts. In addition, potential “trigger points” in the
development process will be identified; that is, points at which the amount of redevelopment
activity will require certain capacity or other types of improvements (e.g., parks) within the District.
This analysis will integrate capital projects and infrastructure cost estimates from other subsections
of this task to provide an idea of the public / private improvement cost for each phase.
Product / Deliverable: Summary of Development Density in the District; Summary of Development
Feasibility Issues; Summary of Infrastructure Capacity needs; Recommendations for Infrastructure
Improvements / Upgrades and cost estimates; Map(s) depicting proposed infrastructure spine
locations; Transportation Analysis of preferred Plan; Recommendations for Transportation and
Traffic Improvements/Upgrades and cost estimates; Map(s) depicting proposed street plan and
improvements / upgrades; Summary Paper outlining Floodplain mitigation recommendations and
estimated costs; Map depicting proposed modifications to District Floodplain extent; Summary Paper
outlining potential phasing approaches and trigger points, cost estimates for improvements.
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E. Draft Framework Plan
The combined goal of the tasks described in this section will be to generate and distribute for public
review an updated Draft Framework Plan document. Following receipt of public comments/feedback,
the project team will refine and finalize the document as described in Task F below.
E.1 Refine Preferred Framework Plan
The Consultant will refine the preferred Plan based on the outcome of Task D.3.2, above. This will
include reconfirming that the previous analysis is supported by solid and reliable information.
Product/Deliverable: Refined Preferred Plan and Supporting Graphics; Updated Analysis products (if
necessary).
E.2 Document Framework Plan Elements
Upon completion of the refined preferred Plan, the Consultant will complete documentation of the
following elements that will be necessary to support the final Plan recommendation. These elements
should be seen as an outline of the final Plan document, and they will be combined and incorporated
into the document as described in Task E.3.
History – A summary of the history of the District will be provided, as well as a description of historic
elements that have been incorporated within the preferred Plan. Recommendations, if any, with respect
to historic issues will be provided, including any kind of historic review that may be required in certain
locations within the District.
Site Conditions – The Consultant will produce a summary of site conditions within the District based on
the outcome of Task C, above. Based on this information, the Consultant will provide recommendations
on addressing any potential issues related to redevelopment efforts, including the need (if any) for
additional environmental assessments (Level II Assessments).
Environmental and Sustainable Design – Utilizing information gathered earlier in the planning process
and based on the preferred Plan, the Consultant will provide recommendations on incorporating
environmental and sustainable design elements within the District.
Land Use – A significant element of the preferred Plan will be a series of recommendations to modify
existing land use policies and regulations in order to achieve the preferred Plan vision. These land use
elements will be pursued in greater detail in Task G, but must be outlined in the preferred Framework
Plan document in order to convey the land use principles that will be implemented after the Plan is
approved.
Transportation/Parking – The Consultant will summarize the results of the transportation analysis
performed on the preferred Plan and describe the transportation improvements that will be necessary
to support implementation of the preferred Plan.
Infrastructure – A recommended infrastructure plan with cost estimates will be produced by the
Consultant outlining the infrastructure capacity needs for the District as well as the proposed
infrastructure spine locations within the District. Off-site capacity increases will also be identified, and
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any trigger points in the redevelopment process where capacity upgrades will be required will be
documented.
Parks and Open Space – The Consultant will provide recommendations on open space and park types,
amounts, and locations to reflect the preferred Plan.
Urban Form – The intended scale, look, and feel of the District will be described in this section.
Recommended approaches to design quality, building orientation, pedestrian-scaled design, and other
issues will be outlined.
Floodplain – Based on the earlier Floodplain analysis, the Consultant will provide a set of
recommendations on how to best address or mitigate floodplain issues in the District. These
recommendations, upon approval, will be the basis for later regulatory actions that will be proposed to
address floodplain issues.
Education – The Consultant will work with LOSD to determine how the preferred Plan may impact school
facilities or activities, including how the anticipated population and mix of uses proposed for the District
will translate into additional student population within LOSD over the next ten years. The Consultant will
provide recommendations on what types of facilities or services, if any, should be provided in the
District to accommodate new student growth and ensure the success of the redevelopment efforts.
Public Art – The Consultant will recommend a program for integrating public art in the District.
Public Facilities – Based on the anticipated development density of the District and an assessment of the
type of public facility elements that are desired in the District, the Consultant will evaluate the adequacy
of available public facilities and services required to support District redevelopment. Following this
evaluation, the Consultant will provide recommendations on what types of public facilities or services (if
any) would be desirable or necessary in the District in order to support the Plan.
Cost Estimates – The Consultant will provide cost estimates, in current dollars, for all public and private
improvements based on published industry standard cost tables or information from the utility.
Implementation Strategy – The Consultant will prepare an implementation strategy for the preferred
Plan, including recommendations on the immediate next steps that must be taken in order to move the
preferred Plan forward into more concrete redevelopment efforts. Among the elements that will be
included in the Implementation section of the Framework Plan are:
• A project list, identifying the public projects that will be required to successfully implement
the updated Framework Plan recommendations;
• Phasing recommendations for public infrastructure projects;
• Cost estimates for public and private infrastructure;
• Recommendations or information that will be provided by the City’s Urban Renewal
Consultant outlining the most effective funding strategies for implementing the updated
Framework Plan; and
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• An Action Plan that identifies the critical next steps over a five-year and 10-year periods. The
Action Plan will include the specific task or project to be undertaken, the party responsible
for undertaking that item, recommended funding strategies to pursue, a timeline for
initiation and completion, a cost estimate for completion, and stakeholders involved in the
action item.
Concepts for Post Plan Amendments – The Consultant will develop planning and design concepts for the
District that contain recommendations for uses, densities, building heights, design and development
standards, and other plan elements to serve as a foundation for the drafting of Post-Plan Amendments
in Task G, below.
Product/Deliverable: Draft document collating the tasks above, including supporting graphic
Materials.
E.3 Produce Draft Framework Plan Document
After completion of the work products described in Section 5.2 above, the Consultant will assemble
those products and other information gathered in the planning process into a draft Plan document. The
document will be reviewed and approved by the City Project Manager and then forwarded to the TAC
for an initial refinement prior to distribution for public review.
Product/Deliverable: Draft Framework Plan Document (Distributed electronically, hard copies and by
other means necessary to comply with accessibility requirements).
E.4 Distribute Draft Framework Plan Document for Public Review
After receiving comments from the TAC, the Consultant will revise the Draft Plan and distribute to the
CAC, PC, City Council, and other interested stakeholders for review and comment. At this time, a public
event will also be held to present the draft recommendations and receive additional input.
Product/Deliverable: Revised Draft Framework Plan Document (Distributed electronically, hard copies
and by other means necessary to comply with accessibility requirements).
F. Final Framework Plan
F.1 Assemble Public Comments
Following the public event and review of the Draft Framework Plan, the Consultant will assemble
comments and forward recommendations on how to respond to those comments to the TAC. The
Consultant will work with the TAC to identify what changes are required to the document in light of the
feedback received, then present the proposed changes to the CAC for their review.
Product/Deliverable: Summary of comments received; Recommendations on revisions to Framework Plan
Document.
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F.2 Revise Final Framework Plan Document
After consultation with the TAC and CAC, the Consultant will revise the Draft Framework Plan document
and prepare a final version for submittal to the City.
Product/Deliverable: Revised Final Framework Plan.
F.3 Produce Final Framework Plan Document and Submit to City
The Consultant will produce a final version of the Framework Plan Document and executive summary
story map for easy viewing and submit the document to the City for all necessary actions. Three bound
copies of the document will be produced, along with one unbound copy for ease of reproduction. The
Consultant will also submit an electronic version (format to be determined) of the document.
Product/Deliverable: Final Framework Plan Document and Executive Summary Story Map (12 bound
copies; 1 unbound original; electronic version).
G. Post Plan Amendments and Implementation
Following the completion of the Final Framework Plan document and assumed adoption by the City
Council, the Consultant will prepare the necessary documents for implementing the policy
recommendations contained within the adopted Framework Plan related to land use, zoning,
transportation and floodplain mitigation through amendments to the City Code and Comprehensive
Plan.
The Post Plan Amendments are defined as “all regulatory amendments under the City’s jurisdiction,
including, but not limited to modifications to the City’s Comprehensive Plan, CDC, Zoning Map, and/or
the establishment of Design Guidelines or other regulatory language that will enable the District to be
developed consistent with the adopted Framework Plan, including the resolution of all appeals.” The
Consultant will present draft Post-Plan Amendments to the City’s Project Manager and other City
Departments or public agency staff for review and comments. Upon receiving comments, the Consultant
will make necessary changes and prepare the final public hearing-ready amendment packages.
G.1 Comprehensive Plan Amendments
The Consultant will be expected to identify the areas of the Comprehensive Plan that will need to be
modified in order to implement the land use recommendations contained in the adopted Framework
Plan. If necessary, these recommendations may also include new sections within the Comprehensive
Plan related to the District (for instance, the establishment of a separate Plan District with its own set of
Vision, Goals, and Objectives). The Consultant will then prepare draft language for modifying the
Comprehensive Plan, and will revise this language based on comments from the City’s Project Manager
and other reviewing City Departments or public agency staff.
Product/Deliverable: Recommendations on Comprehensive Plan sections to modify/issues to
address/new sections to add; Draft Comprehensive Plan Language; Final Comprehensive Plan Language
and submittal package.
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G.2 Community Development Code and Zoning Map Amendments
Amendments to the Community Development Code (CDC) and Zoning Map will be necessary in order to
transition from current land use patterns and regulations in the District to a more urban form of
development that reflects the land use recommendations in the adopted Framework Plan. The
Consultant will be expected to identify code sections and zoning districts that require modification and
subsequently prepare draft language for amending the CDC and Zoning Map to bring them into
alignment with the Framework Plan’s recommendations.
Product/Deliverable: Recommendations on CDC sections or Zoning Districts to modify/issues to
address/new sections or Districts to add; Draft CDC Language or Zoning Map changes; Final CDC
language and Zoning Map changes, exhibits, and submittal package.
G.3 Other City Code Amendments
There will likely be other elements of the City Code, or other plans – such as the Transportation System
Plan – that need to be revised, modified, or added in order to fully implement the Framework Plan. The
Consultant will be expected to identify the sections of the City Code or other plans that are inconsistent
with, or are barriers to, the implementation of the Framework Plan, as well as new regulatory tools or
processes that may be necessary to reflect the Framework Plan’s recommendations. The Consultant will
then prepare draft language for modifying these other sections of the City Code / other plans, or
supplemental planning documents, and will revise this language based on comments from the City’s
Project Manager and other reviewing City Departments or public agency staff.
Product/Deliverable: Recommendations on City Code/ Other Plans sections to modify/issues to
address/new sections to add; Draft City Code / Other Plans Language; Final City Code Other Plans
language, exhibits, and submittal package.
G.4 Implementation Process Assistance
Following submittal of the packages described in Sections 7.1 through 7.4, the Consultant will aid the
City as the proposed revisions make their way through the various approval processes (e.g., Planning
Commission, City Council / LORA, FEMA, etc.). Where necessary, the Consultant will prepare revisions to
code and plan language or applications to reflect the direction of the various bodies.
Products/Deliverables: Language/Package revisions; consultation with City related to regulatory
processes.
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3LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
We believe that each project holds unique opportunities
that can significantly propel the design and
implementation of the project. These opportunities
are grown through a planning process that focuses
not only on physical planning and design, but also
creating relationships and partnerships that will drive
innovation. We prioritize a place strategy, articulate big
ideas and concepts, and formulate development and
infrastructure strategies that create long-term value
and more successful places.
PROJECT INITIATION:
Set the Game Plan
The initiation phase focuses on developing ongoing
relationships with a project’s local agencies, government
leaders, stakeholders and the public; identifying the
project’s scope and boundaries; reviewing background
information; determining the area’s physical, economic
and regulatory opportunities and constraints; and
establishing an overall vision, project goals and
objectives.
Our team is committed to:
»Establishing a coordination process for gathering
information and collaborating with related projects
»Reviewing all project documentation, including aerial
photographs, other mapping materials, GIS data and
previous plans and studies
»Creating appropriate base mapping materials suitable
for plan development and delivery to the client
»Working with our team of consultants to complete
technical analyses of existing baseline and projected
market, demographic, traffic and transportation data,
and infrastructure and policies/regulatory conditions.
»Concisely documenting the physical and regulatory
strengths, opportunities, constraints and weaknesses.
»Using this information with input from the project
steering committee, stakeholders and the general
public to establish community identified goals and
objectives. The goals and objectives will inform
the creation of development scenarios and used as
measurable criteria for scenarios evaluation.
BUILD THE VISION:
Develop & Evaluate the Possibilities
The FIRST FORTY FEET team builds the vision by
assembling a broad range of creative and credible land
use, circulation and infrastructure scenarios. Scenarios
consider a range of development intensities and types,
context-specific circulation improvements and utilities
that serve the desired land use function. City leaders
stakeholders and the public actively review, comment,
and assess alternative scenarios, and scenarios are
evaluated against the project goals.
Draft scenarios and a preferred scenario will:
»Capitalize on existing and planned facilities and
private development
»Promote a market driven and balanced mix of
complementary and sustainable land uses and
equitable development
»Enhance multi-modal access to and throughout the
planning area
»Be presented in high-quality graphic products which
convey information and facilitate visualization of
development scenarios.
EXHIBIT B
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4LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
PLAN FOR SUCCESS:
Create the Road Map
The First Forty Feet Team will produce a Foothills
Framework Plan that inspires local confidence to
stimulate private investment that is consistent with the
community’s desires for future growth. An engagement
summary details how the community shaped the
framework plan and decision-making process. A detailed
implementation plan identifies projects, priorities, costs
and financial and funding strategies. The plan’s policy
and regulatory recommendations ensure projects are
built in a manner that is consistent with the community’s
goals. An action plan identifies the schedule, roles and
responsibilities for implementing the plan over the near,
medium and long-term.
LESSONS LEARNED FROM THE CITY OF
VANCOUVER
We believe it is essential to highlight the innovative
urban developments taking place in Vancouver,
Washington, particularly their award-winning approach
to equitable planning, thoughtful anti-displacement
strategies, and commitment to achieving a vision of
sustainable urbanism and enhanced livability.
Vancouver, Washington, is experiencing a significant
renaissance in urban development, marked by
transformative projects such as the Vancouver
Waterfront, City Hall’s Gateway District, the Main
Street Promise, the Vine Bus-Rapid-Transit expansion,
the Heights District, Fisher’s Landing TOD, and the
future Interstate Bridge Replacement (IBR) project.
This resurgence is largely attributed to the visionary
leadership of the city’s administration and their
commitment to equitable, inclusive, and accessible
urban design.
FIRST FORTY FEET, together with our proposed team
members ECONW, PBS Engineering, and DCW, has been
instrumental in successfully planning and implementing
transformative redevelopment projects in Vancouver.
Serving as the Urban Design Advisor to the City of
Vancouver’s Department of Economic Prosperity &
Housing, our team has collaborated closely with the
city for nearly a decade, leading and facilitating key
initiatives in the following areas:
»Equitable Development Planning
»Community Engagement & Outreach
»Visioning & Goal Setting
»Subarea Planning and Development Feasibility
»Land Use Planning & Entitlements
»Affordable Housing Development & Financing
»Infrastructure Planning
»Civil Design and Engineering
»Education and Illustrative Design Communication
»Development Code and Zoning Amendments
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5LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
There is value and lessons learned in how our team
have successfully assisted the City of Vancouver
in urban redevelopment that emphasizes equity,
sustainability, economic development, stewardship of
natural resources, and affordable housing. These tasks
are comparable to what Lake Oswego is aiming to grow
with the Foothills District Framework Plan.
-- we want to highlight our experience
by showcasing our most recent
equitable development project-- The
Heights District Project.
THE HEIGHTS DISTRICT -- A
SUCCESSFUL LOCAL MODEL OF
EQUITABLE DEVELOPMENT
The Heights District Redevelopment in Vancouver,
Washington, is a proven approach to an ambitious,
initiative aimed at transforming the former Tower Mall
site and its surroundings into a vibrant, inclusive, and
sustainable urban neighborhood. Spanning 205 acres,
with a core 63-acre area previously occupied by the
Tower Mall, the project is guided by principles of equity,
anti-displacement, affordability, and livability.
Recognizing the potential for redevelopment to
inadvertently displace existing residents and
businesses, the City of Vancouver has prioritized
equitable development. An Equitable Development Plan
was crafted to minimize negative impacts on lower-
income residents and local businesses while maximizing
community benefits.
ENHANCED SCOPE OF WORK AND
CRITICAL MINDSET
FIRST FORTY FEET has learned that equitable planning
and design for urban redevelopment sites include
unique tasks beyond traditional scope items. This team
have integrated a series of proven and very effective
tools and action items into our planning process. These
do not necessarily increase fees, but have replaced the
more traditional planning models, including:
»Equitable Community Engagement
»Equity Impact Assessment
»Health Impact Assessment
»Environmental Justice Analysis
»Anti-displacement Strategies
»Equitable Economic Development Plan
»Community Benefit Agreements
»Restorative Place-making:
»Affordable and Inclusive Housing Models
»Transparency and Accountability Tools
»Comprehensive Analysis of Downtown
»Tactical Urbanism and Demonstration Projects
»Qualitative & Quantitative Research
»Urban Design Discipline Lead
»Developer Interest
»Climate Action Innovation
»Artificial Intelligent Design
Above: Our team engaged the Washington State School
for the Blind to help understand accessibility design
of public space and street design through physical
models.
EXHIBIT B/PAGE 3 OF 12
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6LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
WORK PLAN APPROACH
The following work plan approach illustrates our
understanding of and approach to completing the tasks
identified in the draft scope of work outlined in the RRP.
A. PROJECT MANAGEMENT
FIRST FORTY FEET will collaborate closely with the
City’s Project Manager to define a detailed scope of
work, establish a clear project schedule, and maintain
budget control through diligent monthly reporting and
invoicing practices. This will include ongoing reviews of
project schedules to ensure timely delivery aligned with
the City’s agreement with Metro. Weekly project team
meetings will provide consistent oversight, enabling
adjustments in schedules and budgets to achieve project
goals effectively.
Additionally, FIRST FORTY FEET will oversee project
management through coordination with established
committees, including a Technical Advisory Committee
(TAC) and Community Advisory Committee (CAC). These
committees will inform the refinement of the planning
concepts and ensure alignment with community values
and vision. FIRST FORTY FEET will actively participate in
multiple City Council and Planning Commission sessions,
preparing and presenting necessary documentation
and facilitating discussions that guide the project’s
advancement. Effective external coordination with other
consultants and property owners will be conducted to
synchronize efforts, ensuring a unified vision for the
district’s redevelopment.
TASK A Products & Deliverables:
»Monthly Performance, Project Schedules &
Schedule Tracking Reports
»Monthly Invoices & Budget Tracking Reports
»Agendas and Minutes for all PT Meetings
»In-person - eight (8) City Council/LORA
sessions
»In-person - two (2) City Council/LORA
hearings
»In-person - eight (8) Planning Commission
Work Sessions
»In-person - two (2) Planning Commission
hearings
B. PUBLIC PARTICIPATION &
COMMUNITY INVOLVEMENT
FIRST FORTY FEET will lead an equity-centered public
involvement process, building on the robust participation
established in the 2012 Plan, prioritizing the inclusion
of underrepresented communities and individuals not
currently residing in Lake Oswego.
A comprehensive Public Involvement Strategy will be
developed, outlining targeted communication tools,
engagement methods for diverse populations, and
strategies for broad information dissemination. Our
team will identify key stakeholders, conduct interviews
to capture diverse perspectives, and maintain ongoing
communication via newsletters, press releases, website
updates, and social media outreach.
FIRST FORTY FEET will lead development of the
engagement plan in conjunction with the City. The
plan will define inclusive engagement and facilitation
strategies, identify community partners and project
stakeholders, and outline methods of outreach,
engagement, and summary reporting processes. This
includes flexible meeting schedules and facilities or
online applications necessary and available to support
a range of in-person and virtual engagement.
EXHIBIT B/PAGE 4 OF 12
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7LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
The Engagement Plan will identify methods of outreach
and stakeholder participation to ensure alignment with
the City’s desire to gather input from the community,
downtown businesses, and property owners. The
consultant will collaborate closely with the City and the
designated Community Advisory Committee (CAC) and
actively engage City committees, boards, commissions,
City Council and others to be identified in the Public
Involvement Strategy.
The engagement strategy should consist of:
»Engagement Database. Create a shared engagement
database spreadsheet highlighting key stakeholders,
including Planning Commission in connection with joint
meetings with the City Council, Boards, Commissions,
Agencies and others.
»Engagement Planning. Create a schedule for
engagement meetings including meeting planning
tasks and deadlines and accompanying outreach
materials, facilities, and outreach methods available
and necessary to meet engagement objectives. Create
a list of community partner co-hosts and supporters
for each meeting (non-profits and community
organizations, student orgs, regional public interest
groups, etc..) who have confirmed their interest in
supporting the project and engagement efforts.
»Business & Property Owners. Identify an approach for
contacting business and property owners within the
project area boundaries.
»Engagement Materials & Tools. Method for preparing
community meeting notices, as well as any meeting
materials (such as informational or educational
materials, staff reports, and presentations, etc.),
renderings, and photographic simulations that will
assist in the engagement process. The consultant will
work with City staff to develop materials for the City’s
website such as background and meeting information,
reports, and maps related to the project.
»Conflict Assessment. Prepare in coordination with
City staff a conflict situation assessment to identify
challenges that could prevent successful outreach and
public involvement.
ENGAGEMENT
MILESTONES
FIRST FORTY FEET shall
recommend the design and
facilitation of engagement
session at defined major
project milestones and
identify options with the City
for the design of “interim”
engagement sessions. These shall address the City’s
desire for a focused effort, such as a charette or multiple
work sessions between city departments, the public, and
elected officials to build consensus on specific topics,
scenarios, or implementation measures.
At a minimum, the team will lead the design and
facilitation at major milestones and public events as
indicated:
Public Events--
»Visioning and Guiding Principles. Develop a session(s)
providing information on the overall project purpose,
project schedule, and existing conditions. Best
practices for district revitalization are presented,
survey questions and polling gather feedback to
develop a vision and guiding principles for Foothills
Framework Plan.
»Framework Plan Scenarios & Alternatives. Develop
session(s) providing information on the overall project
purpose, project schedule, and a summary of Session
#1. Survey questions and polling gather feedback on
vision and guiding principles. Preliminary land use and
Work at
the Speed
of Trust
EXHIBIT B/PAGE 5 OF 12
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8LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
circulation concepts are presented to gather feedback.
The meeting results will be used to identify further
refinements for a preferred concept(s).
»Preferred Framework Plan. Develop sessions
presenting a preferred framework plan reflecting
insights from key stakeholders and capitalizing on the
site opportunities.
Engagement Milestones would consist of:
»Meeting Design & Facilitation. The FFF Team will design
and facilitate in-person meetings as identified with the
City in the Public Involvement Strategy. Coordinate
meetings materials, presentations, rehearsals, and
technology support for each meeting. Coordinate pre-
meeting technology and presenter’s check-in one hour
before each meeting.
»Meeting Summaries. Provide meeting summaries in a
consistent meeting summary format for all meetings.
Meeting summaries will include attendance sheets/
lists, speaker summaries, actions, next steps and
questions.
»Meeting Debriefs & Lessons Learned. Coordinate and
facilitate a meeting debrief with the project team (one
hour maximum) for each meeting. Take notes during
each debrief and include a debrief summary in the
meeting summary.
»Update Engagement Plan & Database. Update the
engagement plan based on lessons learned from each
meeting. Update engagement database after each
meeting.
Focus Group Research- Focus groups are small group
discussions with typically 8 to 10 people who are led by
a moderator, whose role it is to follow a discussion guide
designed to elicit the information required by the client.
Discussions usually last two hours and participants are
given an honorarium for their time.
Survey Research- Respondent Contact Methodology
Survey research techniques and tools have evolved
as people’s preferences for how they are contacted
have changed and response rates have declined. We
have adapted to these changes by offering participants
multiple ways to engage. We recommend a “hybrid”
approach that combines traditional live interview
telephone calls with a text-to-online conversion method,
where voters are sent a link to participate via an online
platform.
As reaching a representative group through phone calls
becomes more challenging, hybrid methodologies have
gained prominence and success. This approach upholds
a high standard of reliability and random sampling,
while maximizing sample size and minimizing costs.
Although older voters still tend to prefer participating
by phone with a live interviewer, traditionally hard-to-
Below: Activity at same open house focused on
gathering input from about the design of the Loop
Road, a special street dedicated to learning about the
natural environment through interactive and inclusive
publicly accessible amenities
Above: FFF use of Mentimeter, Survey
Monkey and other infographic tools to
communicate public input results.
EXHIBIT B/PAGE 6 OF 12
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9LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
reach groups—including individuals under 35, people of
color, and renters—are more effectively contacted by
text message. Whether they are reached by call or text,
respondents will be asked the same questions.
We expect to complete 35-40% of the surveys by live
interviewer and 60-65% by text message.
TASK B Products & Deliverables:
»Participation & Community Engagement Plan
»List of Key Stakeholders & Committee Members
»Four (4) Public Events
»Engagement Interviews/Events Summaries
»Outreach Event Content / Updates / Social Media
»Survey programming and testing
»Results, key takeaways, and recommendations
in a PowerPoint report.
C. INVENTORY & ANALYSIS
FIRST FORTY FEET will conduct a comprehensive
inventory and analysis phase focused on updating the
existing land use, infrastructure, and environmental
conditions across the 107-acre Foothills District. This
analysis will include reassessing the feasibility of
previous concepts in light of the anticipated relocation
of the Tryon Creek Wastewater Treatment Plant
(WWTF), evaluating how this significant change impacts
site circulation, redevelopment potential, and access to
adjacent natural areas. Our team will also examine how
nearby redevelopment projects, such as North Anchor
and Windward, have influenced local investment trends
and community character.
To ensure a thorough understanding of site constraints
and opportunities, the FIRST FORTY FEET team will
analyze physical conditions including soils suitability,
groundwater dynamics, environmental hazards,
stream corridors, wetlands, riparian habitats, and
broader natural systems. A detailed review of existing
transportation infrastructure will identify current
deficiencies and propose strategic improvements for
streets, freight, transit, bicycle, and pedestrian networks.
Additionally, utility systems—public and private—
such as water, wastewater conveyance, stormwater
management, power, telecommunications, and natural
gas infrastructure will be inventoried and assessed for
their capacity to support future development.
The scope of analysis extends to parks, open spaces,
floodplain management, and the existing educational
landscape. Land use conditions will be documented
and analyzed, highlighting redevelopment potential and
compatibility with future mixed-use patterns. Finally,
FIRST FORTY FEET will synthesize these findings into
an Opportunities and Constraints Summary Paper and
Map, providing a clear, strategic basis for subsequent
planning phases.
Before: Park and Ride After: Mixed-use T.O.D.
EXHIBIT B/PAGE 7 OF 12
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10LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
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PROPOSED APPROACH
Economic & Market Opportunities- ECONorthwest
will contribute targeted economic insights to the
Opportunities and Constraints Summary by analyzing
housing need, affordability gaps, and overall market
conditions in Lake Oswego. The will focus on summarizing
existing housing market and demographic data, layering
in findings from the City’s Housing Needs Analysis and
Housing Production Strategy to assess opportunities
for affordable and workforce housing. ECOnw will
also support the education summary by coordinating
with LOSD to identify enrollment implications of future
housing growth in the District based on housing need
and population projections.
Development Suitability- Drawing from extensive
experience with other river-adjacent sites along
the Willamette, the team will highlight areas where
additional mitigation may be required and produce
a development suitability map as a key deliverable.
Groundwater characteristics, including flow patterns
influenced by the river, will be assessed using monitoring
wells and existing data, with results mapped to inform
future infrastructure and building strategies.
Environmental Assessment - Environmental and natural
systems assessments will be comprehensive, leveraging
PBS’s past work in the district and familiarity with
permitting and resource management. This includes
updating previous environmental studies and conducting
a Hazardous Materials Corridor Study that integrates
elements of a Phase I Environmental Site Assessment
(ESA). The team will also ground-truth existing stream,
wetland, and riparian habitat data, offering updated
regulatory guidance, high-level inventories, and
recommended treatments. In collaboration with First
Forty Feet, PBS will evaluate environmental factors
like solar access, wind, flood storage, and surface and
groundwater resources to shape opportunities and
constraints within the Framework Plan.
Transportation & Infrastructure - Transportation,
infrastructure, and utility planning will be addressed
through technical evaluations grounded in ODOT and
City of Lake Oswego guidelines. A Traffic Impact Study
(TIS) will assess current and projected conditions
and propose mitigation strategies, while parking
demand and code compliance will be analyzed. Public
utilities will be evaluated to determine capacity and
identify opportunities for upgrades or relocation, with
coordination from utility providers like PGE. Special
attention will be given to the potential relocation of
the Tryon Creek Wastewater Treatment Plant and its
associated infrastructure, as well as updated FEMA
floodplain regulations, which may significantly impact
the planning process and future development feasibility.
TASK C Products & Deliverables:
»Existing Conditions Basemapping
»Property Ownership Database
»District History Summary Paper
»Land Use & Development Suitability Summary
»Site Analysis and Summary Papers
»Environmental Assessment
»Existing Transportation Systems Assessment
»Utility Facilities Assessment
»Parks and Open Space Assessment
»Education Summary Paper.
»Opportunities and Constraints Summary Paper
Top : The Heights Grand Loop Urban Park, a concept
rendering communicating the Hydrology segment of
the ‘Playology’ concept. The Grand Loop is design to
tell the geologic history of the Missoula Floods and
what shaped the Heights.
Playology
The Grand Loop is designed through the
concept of Play as an inclusive activity
where multiple generations benefit.
As the playscape for The Heights, this
signature linear park promotes the health
and development of all children and
provides a source of fun, joy, discovery,
possibilities, and curiosity for all adults.
Healthy children become healthy adults.
THE LOOP VISION
THE HEIGHTS | LOOP VISION | AUGUST 19, 2022
66THE HEIGHTS PLACE GUIDE APRIL 3, 2023
EXHIBIT B/PAGE 8 OF 12
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11LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
D. FRAMEWORK PLAN GOALS AND
DESIGN CONCEPTS
FIRST FORTY FEET will facilitate a collaborative and
iterative process to reaffirm and update the community’s
vision of the Foothills District as a vibrant, walkable,
mixed-use waterfront neighborhood. This process
will incorporate the city’s current priorities around
housing production, especially affordable housing,
and strategically consider new infrastructure needs
and funding approaches aligned with upcoming urban
renewal planning efforts. Community input and guidance
from advisory committees will shape a revised Vision
Statement, supported by clear and actionable Goals and
Objectives.
Beginning with high-level concept alternatives focused
on district organization, FIRST FORTY FEET will
produce multiple redevelopment scenarios to explore
various planning opportunities and challenges. These
concept-level alternatives, supported by visuals and
illustrative materials, will be refined based on input
from stakeholders and presented at public events,
allowing the community to select preferred approaches.
Subsequently, schematic-level alternatives will provide
detailed insights, addressing feasibility, infrastructure
capacity, transportation requirements, floodplain
management strategies, and realistic phasing
approaches. These detailed alternatives will serve as
the basis for selecting and thoroughly analyzing a final
Preferred Framework Plan Alternative.
Ultimately, the preferred alternative will be rigorously
analyzed to assess development density, infrastructure
needs, traffic and transportation improvements,
and floodplain management solutions. This analysis
will include cost estimates, infrastructure phasing,
identification of critical redevelopment trigger points,
and recommendations to ensure the plan aligns with the
community’s vision, sustainability goals, and practicality
for implementation. This comprehensive approach will
yield a clear, feasible, and community-supported plan,
ready to guide future development and policy decisions.
Financial Feasibility - ECO will conduct high-level
financial feasibility testing of key redevelopment
scenarios to inform the preferred plan. This will
include pro forma modeling using residual land value
analysis for up to five development prototypes—such as
mixed-use residential, mid-rise rental, and ownership
townhomes—selected based on the land use vision
and community goals. To build the pro formas, ECO
will assemble key development assumptions including
construction costs, achievable rents and sales prices,
operating costs, financing terms, and parking ratios.
Where recent comparable projects are limited, we
may apply rent prediction tools to estimate potential
revenue based on building type, location, and phasing.
Each scenario will be analyzed with and without public
incentives (e.g., density bonuses, reduced parking, fee
waivers) to test the impact of different policy levers on
feasibility. ECO’s feasibility testing and implementation
guidance will directly support the City’s HPS strategy
to use TIF for affordable housing, including identifying
viable affordability thresholds and tools to close
feasibility gaps.
Pro forma results will help us understand development
gaps, the level of subsidy that may be needed to achieve
development feasibility and affordability targets, and
the trade-offs between public benefits and project
viability. ECO will use streamlined market research,
findings from previous plans, and a small number of
developer interviews to refine assumptions and ground-
truth results. This analysis will support refinement of
the preferred plan and help the team make informed
decisions about development intensity, phasing, and
program priorities.
Cost Estimates – The Consultant will provide cost
estimates, in current dollars, for all public and private
improvements based on published industry standard
cost tables.
TASK D Products & Deliverables:
»Vision Statement, Goals, Objectives
»Concept-level Plan Alternatives
»Schematic Plan Alternatives
»Summary of Development Density
EXHIBIT B/PAGE 9 OF 12
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12LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED APPROACH
E. DRAFT FRAMEWORK PLAN
FIRST FORTY FEET will facilitate a collaborative and
iterative process to reaffirm and update the community’s
vision of the Foothills District as a vibrant, walkable,
mixed-use waterfront neighborhood. This process
will incorporate the city’s current priorities around
housing production, especially affordable housing,
and strategically consider new infrastructure needs
and funding approaches aligned with upcoming urban
renewal planning efforts. Community input and guidance
from advisory committees will shape a revised Vision
Statement, supported by clear and actionable Goals and
Objectives.
FIRST FORTY FEET will produce multiple redevelopment
scenarios to explore various planning opportunities and
challenges. These concept-level alternatives, supported
by visuals and illustrative materials, will be refined based
on input from stakeholders and presented at public
events, allowing the community to select preferred
approaches. Subsequently, schematic-level alternatives
will provide detailed insights, addressing feasibility,
infrastructure capacity, transportation requirements,
floodplain management strategies, and realistic phasing
approaches. These detailed alternatives will serve as
the basis for selecting and thoroughly analyzing a final
Preferred Framework Plan Alternative.
ECO will develop or co-author Framework Plan sections
addressing economic development, housing affordability,
funding tools, and equitable implementation strategies.
We will ensure alignment with community feedback and
City housing goals, and we will help the team translate
feasibility findings into actionable recommendations.
We will integrate equitable development considerations
that emerge through community engagement, such as
affordable homeownership models, anti-displacement
strategies, and support for affordable commercial space,
to ensure the final plan responds to a broad range of
community needs.
TASK E Products & Deliverables:
»Refined Preferred Plan
»Draft Framework Plan
»Revised Draft Framework Plan Document
F. FINAL FRAMEWORK PLAN
FIRST FORTY FEET will manage the finalization of the
Framework Plan by first compiling and evaluating
public comments received during the review period.
This process includes summarizing feedback, preparing
recommendations for adjustments, and coordinating
closely with the Technical Advisory Committee (TAC)
to determine necessary revisions. Proposed changes
will then be presented to the Community Advisory
Committee (CAC) for their review and confirmation,
ensuring alignment with community insights and
expectations.
Following this collaborative review process, FIRST
FORTY FEET will incorporate agreed-upon revisions
to produce a refined and finalized Framework Plan
document. This comprehensive final version, enhanced
by an executive summary presented in a user-friendly
story map format, will be formally submitted to the City.
Deliverables will include multiple physical copies for
easy distribution and reference, along with an electronic
version, facilitating broader accessibility and future
implementation.
PBS will be working closely with FFF and DCW on this
task to help define the scope of suggested improvements
and potential phasing opportunities if known. While this
is a high level assessment it will give the framework
planning process a valuable roadmap for future
capital investments in the district and an idea where
EXHIBIT B/PAGE 10 OF 12
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PROPOSED APPROACH
early infrastructure wins might yield the best route to
kickstarting development of the district.
ECO will build on its development feasibility analysis
to shape a financially grounded implementation
roadmap including recommendations for funding tools
(e.g., TIF, SDCs, land value capture) that can advance
public and private investment. While we understand
a separate TIF consultant will be engaged to develop
an urban renewal plan and report, we propose that the
master plan update include refined feasibility analysis
of the phased development program and updated
infrastructure projects. This will allow for an iterative
approach that allows the City to understand the trade-
offs of phasing decisions. We will also contribute to
proposed zoning and policy updates by evaluating how
land use and development code changes can improve
project feasibility and equitable outcomes.
TASK F Products & Deliverables:
»Summary of comments received
»Recommendations on revisions to Framework Plan
Document.
»Final Framework Plan Document and Executive
Summary Story Map
G. POST PLAN AMENDMENTS AND
IMPLEMENTATION
Following the adoption of the Final Framework Plan, the
FIRST FORTY FEET team led by the Bookin Group will
undertake comprehensive Post Plan Amendments to
facilitate effective implementation. This phase involves
identifying and drafting necessary modifications to the
City’s Comprehensive Plan, Community Development
Code (CDC), Zoning Map, and other relevant city codes,
regulations, or plans to ensure consistency with the
adopted Framework Plan’s recommendations. These
amendments may include creating new regulatory
sections, zoning adjustments, and design guidelines
tailored specifically to support the envisioned
development of the Foothills District.
In close coordination with the City, Lake Oswego
Redevelopment Agency (LORA), and various city
departments, Bookin Group will prepare clear, detailed
amendment packages ready for public hearings
and subsequent adoption processes. This includes
comprehensive reviews, responding to feedback,
and providing refined final documents to streamline
regulatory approvals. Additionally, FIRST FORTY FEET
and the Bookin Group will support the City through the
implementation phase, offering expert consultation
as the amendments navigate various approval
processes, ensuring alignment with the City’s strategic
infrastructure and development investments, as well
as providing a realistic, phased strategy to address
immediate, intermediate, and long-term implementation
priorities.
TASK G Products & Deliverables:
»Recommendations on Comprehensive Plan
»Recommendations on CDC sections or Zoning Districts
»Draft & Final CDC language and Zoning Map changes
»Recommendations on City Code/ Other Plans sections
»Draft City Code / Other Plans Language
»Final City Code Other Plans language
»Language/Package revisions related to regulatory
processes
Above:
Vancouver
Main Street
design mock-
up for APA
WA planning
event
Left: 30th
& Lincoln
intersection
improvement
pilot project
EXHIBIT B/PAGE 11 OF 12
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21LAKE OSWEGO FOOTHILLS DISTRICT PLAN UPDATE / 04.10.25
FIRST FORTY FEET
PROPOSED COST OF SERVICES
Tasks
LAKE OSWEGO FOOTHILLS DISTRICT FRAMEWORK PLAN
A. Team Organization & Project Management
B. Public Participation & Community Involvement
C. Inventory and Analysis
D. Framework Plan Goals and Concepts
E. Draft Framework Plan
F. Final Framework Plan
G. Post Plan Amendments and Implementation
Reimbursable Expenses
TOTAL FIXED FEE
FIRST
FORTY
FEET
$68,000
$52,000
$22,000
$84,000
$16,000
$12,000
$6,500
$3,000
$263,500
ECO
NW
-
-
$18,000
$22,000
$8,000
$3,000
$22,000
-
$73,000
DHM
RESEARCH
-
$37,000
-
-
-
-
-
-
$37,000
DCW
COST
-
-
-
$8,640
-
$10,000
-
-
$18,640
BOOKIN
GROUP
-
$4,200
$5,000
-
-
$4,500
$18,500
-
$32,200
PBS
ENGINEER
$12,000
-
$129,000
$20,000
$10,000
$7,000
$5,000
-
$183,000
TOTAL
PER
TASK
$80,000
$93,200
$174,000
$134,640
$34,000
$36,500
$52,000
-
$607,340
PROJECT FEE The following proposed Cost of Services is based on the proposed Scope of Work, include a
fee proposal that coincides with the proposed Scope of Work and Project Schedule, and identifies the estimated full
cost of services.
EXHIBIT B/PAGE 12 OF 12
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Architecture
Urban Design
Planning
412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 1 of 36
June 6, 2025
General Project Description
A 2025 City Council Goal is to, “Attract and support a diverse population where all people
have civic agency, the opportunity to thrive and have equitable access to City Services.” It is
through this equity lens that we intend to approach the Plan update, prioritizing the
involvement of community members who have typically been under-represented in the
planning process and ensuring Plan outcomes account for the needs of community
members who do not already live in the community. The end goal of this plan is to put in
place those elements that are necessary to encourage redevelopment within the Foothills
District (District) that is consistent with the community vision and values that will be
expressed and incorporated throughout the planning process.
General Outline of the Scope of Work
The scope of work for this project is comprehensive, designed to deliver a coherent
community vision and a complete regulatory and financial roadmap for implementation.
The Foothills District Plan update is intended to build upon the previously adopted 2012
Plan to reflect the proposed location of a new Tryon Creek Wastewater Treatment Facility
(WWTF) and will help guide redevelopment efforts for the area in the coming decades. This
includes the development of a post plan amendment implementation strategy for the
adoption of amendments to the Comprehensive Plan, Community Development Code
(CDC), Zoning Map and other City Code regulations to reflect the updated Plan. The
updated Plan will also be used as the basis for the creation of an Urban Renewal Plan (URP)
for the Foothills Urban Renewal Area (URA) and upon adoption of the updated Plan, the
Lake Oswego Redevelopment Agency (LORA) intends to pursue creating a new Urban
Renewal Plan for the District. While adoption of the URP will take place outside of the
scope of this process, the Plan will be used as the foundation for any future URP
discussions, guiding such elements as public investment priorities (including affordable
housing), types and locations of public improvements, land consolidations, and
public/private partnerships.
Extensive outreach and communication with the Lake Oswego community and other
stakeholders will be a cornerstone for updating the Plan. Ultimately, the goal of securing
broad community support for the updated Plan will depend on the effectiveness of the
outreach effort. Throughout the process, the Consultant will work to foster a welcoming
and inclusive public engagement process that includes open communication with the
community and allows multiple forums for meaningful conversations to take place. In
addition, two advisory committees will be created to engage stakeholders and community
members. A Technical Advisory Committee comprised of City staff, utility providers and
other public entities will be created to help inform the process and provide technical
review and recommendations, and a Community Advisory Committee comprised of
community stakeholders will also be created to guide the Plan update process.
EXHIBIT C
EXHIBIT C/PAGE 1 OF 36
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Architecture
Urban Design
Planning
412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 2 of 36
The approach for updating the Plan will focus initially on those issues that could be
constraints to development or the most challenging to resolve. While the assumed
priorities are to address the existing floodplain in the industrially zoned area and improve
access and connectivity to the District, the importance of each issue may be reprioritized
based on the work performed in the initial tasks identified in the scope of work.
More specifically, the Consultant will prepare:
1. A Public Involvement Strategy that involves community members who have been
traditionally under-represented in local planning processes.
2. An Opportunities and Constraints Summary Map and Paper that provides an overview
of all information gathered during the inventory and analysis phase;
3. Revised Vision Statement, Goals, and Objectives for the new Plan updates to the
District;
4. Two to four Concept-Level Plan Alternatives with different higher-level concepts for the
overall organization of the District;
5. One to two Schematic-Level Plan Alternatives with more refined planning principles
and details for various projects within the District;
6. Draft and Final Framework Plans for the District based on the preferred schematic-level
alternative; and
7. Concepts and Code and Comprehensive Plan language for Post-Plan Amendments and
Implementation.
The Consultant will also attend, facilitate, prepare meeting materials, and distribute
information for ongoing TAC meetings and CAC meetings. Additionally, the Consultant will
make presentations to the City’s Planning Commission and City Council for their input prior
to finalizing the Plan and Post-Plan Amendments.
PROJECT ASSUMPTIONS
The following apply to Consultant deliverables unless otherwise specified in this work
scope or by the City Project Manager:
• Previewing communications materials
o The Consultant shall provide an agenda and draft materials to the Project
Management Team (PMT) at least two (2) working days prior to a
meeting.
o The City will perform one (1) round of review on draft materials.
o The City shall provide comments to the Consultant Leadership Team
within five (5) working days following a meeting to review draft work
scope materials, or within such additional time as may be mutually
agreed upon by the parties.
o The Consultant shall review with the City all revisions and corrections to
materials based on comments received prior to public release.
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
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o The Consultant shall provide materials intended for public release to PMT
at least every five (5) working days prior to the schedu led release, or
within such additional time as may be mutually agreed upon by the
parties.
• Text memorandums and reports
o Memorandums are to be formatted for 8½-inch by 11-inch, or 11-inch by
17-inch paper in their native format and in an open, universally readable
format suitable for review and editing by the City.
o All final memorandums, including graphics, tables, etc. are to be provided
to the City only digitally in an open, universally readable format suitable
for uploading to the City website. The City shall be responsible for
printing all materials.
• Existing Data, Drawings and Plans: The City will provide readily available copies of
the following:
o Utility franchise agreements ;
o All readily available as-builts (public and private) within the study area as
appropriate for the work outlined in this scope of work ; and
o All relevant planning documents (Water System Plan, Sanitary Sewer
Plan, Transportation Systems Plan, Capital Improvements Plan(s), etc.)
that are relevant to the work.
• For the purposes of establishing this Scope and Fee, the project area limits
(Exhibit 1- Foothills Neighborhood General Study Area) are anticipated to include:
EXHIBIT C/PAGE 3 OF 36
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
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Exhibit 1- Foothills Neighborhood (General Study Area)
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 5 of 36
WORK PLAN
The following work plan illustrates a shared understanding of and approach to
completing the tasks identified in the general outline of the scope of work and consistent
with the Request for Proposals for the Lake Oswego Foothills District Plan.
A. TEAM ORGANIZATION & PROJECT MANAGEMENT
FIRST FORTY FEET (FFF) will collaborate closely with the City Project Manager to define a
detailed scope of work, establish a clear project schedule, and maintain budget control
through diligent monthly reporting and invoicing practices. This will include ongoing
reviews of project schedules to ensure timely delivery aligned with the City’s agreement
with Metro. Weekly project te am meetings will provide consistent oversight, enabling
adjustments in schedules and budgets to achieve project goals effectively.
Additionally, FFF will oversee project management through coordination with established
committees, including a Technical Advisory Committee (TAC) and Community Advisory
Committee (CAC). These committees will inform the refinement of the planning concepts
and ensure alignment with the community’s values and vision. FFF will actively
participate in multiple City Council and Planning Commission (PC) meetings, preparing
and presenting necessary documentation and facilitating discussions that guide the
project’s advancement. Effective external coordination with other consul tants and
property owners will be conducted to synchronize efforts, ensuring a unified vision for
the district’s redevelopment .
Task A.1--Project Management
The Project will be organized and managed by a Project Management Team (PMT )
comprised of the City Project Manager, City staff as identified by the City Project
Manager, and key Consultant personnel.
FFF will promote collaboration between the sub-consultant team members, keeping clear
lines of responsibility for each specific task as it relates to the overall project. FFF will
form a Consultant Leadership Team (CLT), where designated discipline leaders within the
consultant team become task leaders responsible for leading critical aspects of the scope
of work. The unique roles of these key team members supporting the project will oversee
deliverables that meet the project objectives. Additionally, FFF will maintain a portal for
accessing iterative and final work products, meeting summaries, progress reports and
invoices.
All decisions and final checks on schedule, tasks and deliverables will go through the City
Project Manager before advancing review materials or engagement through any
committee, group, community stakeholder or decision -making body.
The PMT will meet on at least a weekly basis to review project progress, ensure
consistency and coordination between work tasks, discuss potential schedule changes,
and manage costs to ensure budget certainty.
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
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o Task A.1.1--Consultant Scope of Work / Contracts - Monthly reports will be
prepared by the Consultant for review with the City’s Project Manager in order to
track Consultant performance to date, including budget, schedule, work
completed, and acceptability of Consultant products.
o Task A.1.2--Project Schedule - The Consultant will work with the City’s Project
Manager to manage the project so as to deliver final products in accordance with
the executed grant agreement with Metro. The Consultant will update the
Project Schedule monthly (or more as needed) to reflect the appro ved Consultant
scope of work and progress to date. The Project Schedule will be reviewed at
least monthly with the City’s Project Manager, and adjustments will be made as
needed based on the outcome of these monthly reviews.
o Task A1.3--Accounting and Cost Control – The Consultant will track the Project
Budget reflected in the scope of work and provide all accounting and cost
controls for the project. Invoices will be submitted to the City for review and
approval upon completion of each task in the project t imeline. A budget tracking
report must also be provided to measure Consultant performance against the
budget and Consultant fees earned.
Task A.2—Project Oversight-- The establishment of a TAC will provide technical expertise
on subject matters and help refine planning concepts to assist the CAC, who will then
help guide the development of the Plan to ensure the community’s vision and values are
reflected. Ultimately, the CAC will make a recommendation to the City Council, who will
make the final decision to approve the Plan. The Plan will then be implemented through
subsequent amendments to the City’s Code and Comprehensive Plan that require
approval from both the PC and City Council, and by adoption of a new Foothills Urban
Renewal Plan, which requires approval of the Lake Oswego Redevelopment Agency
(LORA) Board of Directors (who are also City Councilors).
o Task A.2.1--Technical Advisory Committee – A TAC comprised of key City and
public Agencies representatives will be formed and managed by the project team
to help direct the technical work of the project. The Consultant, with input from
the City, will develop a charge statement for the TAC that outlines the role and
responsibility of the committee. The TAC will meet for up to (20) twenty sessions
during the development of the Framework Plan and an additional (4) four
sessions related to the adoption of Post -Plan Code, Comprehensive Plan
Amendments, and new Foothills Urban Renewal Plan. Meetings will be in-person,
virtually, or a combination of both. FFF will attend, facilitate, prepare meeting
agendas and summaries, as well as distribute information to the TAC in advance
of each meeting.
o Task A.2.2.1 --Community Advisory Committee- A CAC will be formed by the City
to review work products and provide input to the project team. The CAC will
meet up to (8) eight sessions during the development of the Framework Plan and
an additional (2) two sessions related to the adoption of Post -Plan Code,
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Architecture
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 7 of 36
Comprehensive Plan Amendments, and new Foothills Urban Renewal Plan.
Meetings will be in-person, virtually, or a combination of both. With input from
the City, the Consultant will develop a charge statement for the CAC, outlining its
role and responsibility. The Consultant will prepare meeting agendas and
meeting summaries and may distribute meeting materials prior to each meeting.
The Consultant team will facilitate the CAC meetings and ensure that members of
the team relevant to the meeting agenda/topic area are present and prepared.
o Task A.2.3--City Council Meetings – FFF will attend and assist with presenting at
as many as five (5) City Council / LORA study sessions at key points throughout
the Plan update process to provide project updates, summarize pu blic
engagement, and receive direction related to future phases of the project. The
Consultant will also attend and participate in up to two (2) City Council / LORA
public hearings related to the adoption of Post -Plan Code Amendments,
Comprehensive Plan Amendments, and the new Foothills Urban Renewal Plan. In
addition, the Consultant will coordinate with the City Project Manager to prepare
the necessary documents, including materials to support staff reports and
presentation materials for all City Council study sessions and hearings.
o Task A.2.4--Planning Commission Meetings – FFF will attend and assist with
presenting at four (4) PC Work Sessions to provide project updates, summarize
public engagement, and receive advisory input at key points throughout the Plan
update process. The Consultant will also attend and participate in up to three (3)
PC public hearings related to the adoption of Post -Plan Code and Comprehensive
Plan Amendments. In addition, the Consultant will coordinate with the City
Project Manager to prepare the necessary documents, including materials to
support staff reports and presentation materials for all PC work sessions and
hearings.
Task A.3--Project Coordination Meetings - The project will require coordination with a
number of parties outside of the City and FFF. There are two primary areas of external
coordination described below, and additional areas of coordination may be identified as
work progresses.
o Task A.3.1 Property Owner/Owner Representative Meetings – Property owners
in the District may engage consultants or other representatives to study
development impacts of the updated Plan or to represent their interests in the
planning process. The Consultant will coordinate its efforts with those of the
property owner(s) and/or their consultants in order to establish a common vision
for the District and incorporate information from these property owners into the
planning process. The scope of work anticipates up to (5) five meetings with
property owner(s) and/or their consultants to inform the project vision and
planning process.
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Architecture
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
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Task A.4--Project Kick-off Meeting - FFF and the City shall schedule and facilitate a half-
day session, including a site tour and meeting(s), in Lake Oswego. At the kick-off meeting,
the Consultant Leadership Team, City staff, and others identified by the City will meet to:
• Tour the project area. This tour will ground the consultant team in the physical
conditions, past work, and City-identified opportunities and challenges about the
area, including considerations for the project boundaries, and planned
development or public improvements projects.
• Determine method(s) for the City’s delivery of background data and the format of
files (plans, drawings, GIS/Cad files) for creating a project area base map.
• Review a draft project work plan schedule and key milestones for engagement.
• Confirm City staff and leadership members assigned to the Project and the
overall Project decision-making process, includi ng deliverables and
documentation review in advance of meetings and community engagement
milestones.
• Discuss the expectations for approach, roles, and communications protocols as
well as expectations for engagement including stakeholder identification,
engagement meetings format (in -person vs virtual), and meeting dates and
facilities available for hosting engagement sessions.
• Discuss the formation of the TAC and CAC, their roles, and the anticipated
number of meetings throughout the project.
• Discuss the anticipated coordination meetings with affected property owner(s)
and/or their consultant(s).
TASK A Products & Deliverables:
• Kick -off Meeting
• Weekly P M T meetings on an ongoing basis --Agendas and Minutes for
all P M T Meetings.
• Monthly Performance, Project Schedules & Schedule Tracking Reports
• Monthly Invoices & Budget Tracking Reports
• TAC Meetings -T wenty -four (24); including twenty (20) Framework Plan
and four (4) Post-Plan Meetings –Agendas and Minutes for all TAC
Meetings.
• CAC Meetings -Ten (10); including eight (8) Framework Plan and two (2)
Post -Plan Amendment m eeting s , agendas and m inutes .
• City Council /LORA Sessions - Seven (7), including five (5) Framework
Pla n and two (2) Post -Plan Amendment m eetings , agendas and
m aterials .
• PC Meetings - Seven (7), including five (4) Framework Plan and three (3)
Post -Plan Amendment Meetings, and Materials .
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Architecture
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 9 of 36
• LORA /Consultant meetings - Up to five (5) m eetings , agendas and
s ummaries .
• Property Owner (s)/Representative (s) meetings - Up to five (5)
m eetings , a gendas and s ummaries .
ANTICIPATED PROJECT MANAGEMENT MEETINGS
Kick-Off Meeting Session 01
Weekly PMT 64
Technical Advisory Committee (TAC) 24
Community Advisory Committee (CAC) 10
City Council/LORA 07
Planning Commission (PC) 07
LORA/Consultant up to 05
Property Owner(s)/Representative(s) up to 05
Total: up to 125
B. PUBLIC PARTICIPATION & COMMUNITY INVOLVEMENT
FFF will lead an equity -centered public involvement process, building on the robust
participation established in the 2012 Plan, prioritizing the inclusion of underrepresented
communities and individuals.
A comprehensive Public Involvement Strategy will be developed, outlining targeted
communication tools, engagement methods for diverse populations, and strategies for
broad information dissemination, feedback gathering, and an engagement summary that
outlines how the information gathered will influence the Project.
FFF will lead development of the Public Involvement Strategy in conjunction with the
City. The strategy will define inclusive engagement and facilitation techniques, identify
community partners and project stakeholders, and outline methods of outrea ch,
engagement, and summary reporting processes. This includes flexible meeting schedules
and facilities or online tools to support a range of in-person and virtual engagement.
The Public Involvement Strategy will ensure alignment with the City’s desire to gather
input from the community, downtown businesses, and property owners. The Consultant
will collaborate closely with the City, the TAC and the designated CAC and actively
engage City committees, boards, commissions, City Council and others to be identified in
the Public Involvement Strategy and a stakeholder identification matrix.
FFF will prepare a Draft Public Involvement Strategy and submit it to the City for review.
It will then be presented to the TAC, CAC, and PC for further input and ref inement. This
strategy will serve as a “roadmap” for guiding the project’s public planning efforts, with
the ultimate goal of producing a final updated Plan that reflects broad community
support.
The strategy will include:
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www.firstfortyfeet.com
page 10 of 36
• Tools for the broad dissemination of project information.
• A communications approach for keeping the public informed throughout the
process; and
• Targeted strategies and tools to engage underrepresented populations who
typically do not participate in local planning efforts, and may include youth, low-
income households, individuals with disabilities, English language learners, and
communities of color.
Based on feedback from the TAC, CAC, and PC, the Consultant will refine the Public
Involvement Strategy and begin implementation. It is anticipated that the Consultant and
the City will revisit and adjust the strategy throughout the planning process to ensure
that opportunities for meaningful public engagement are maximized.
ENGAGEMENT ASSUMPTIONS
Throughout the planning process, the Consultant will maintain open lines of
communication with the stakeholder groups as well as with each of the committees
working on the project.
• The Consultant will work with the City Project Manager to develop and maintain
an interested parties list at all public events to allow people to sign up for
updates and other relevant information.
• The City will manage the delivery of project updates / information and the
scheduling of meetings / engagement sessions through the targeted use of
established City communications channels, such as a Project email list, the City of
Lake Oswego website and social media, newsletters, and other City
communications platforms deemed appropriate.
• FFF will prepare necessary planning, design, logistics, content and materials to
support the City in communications and outreach efforts including draft press
releases, social media posts, website updates or similar products at key points in
the process to broadly communicate the work efforts to date and to highlight
upcoming events for people on the interested party list.
• The City will manage the Project website and email distribution list and facilitate
social and online engagement outreach efforts.
• The City will schedule and coordinate project milestone updates or deliverables
review meetings with City Council and appropriate boards and commissions at
their discretion.
• FFF will develop appropriate materials for engagement meetings with each
audience and be available to lead or support City staff as needed.
• FFF will design and coordinate with the City the integration of online surveys as
part of virtual engagement sessions and will provide survey data for use in
engagement reporting. FFF is able to use a variety of engagement tools, inclu ding
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 11 of 36
SurveyMonkey and Mentimeter, and will coordinate how these applications are
used and accessed during engagement activities.
• DHM, in coordination with the City, will conduct focus group research and
sampling to gather targeted community -wide public opinion on issues and
opportunities related to land use and transportation planning for the District.
• FFF will use Metro’s Regional Equity Atlas in coordination with the City to identify
the locations of underrepresented communities in and around Lake Oswego.
Based on geographic, demographic, and socioeconomic indicators, FFF and the
City will identify up to two distinct underrepresented communities to prioritize
engagement.
• Online surveys will be administered by FFF in coordination with the City through
agreed-upon engagement applications and linked on the City’s website. Survey
links will be distributed by the City via email, newsletter or other City sources and
shared through the City’s social media channels.
ENGAGEMENT MILESTONES
FFF will lead the design and facilitation of engagement sessions at defined major project
milestones and identify options with the City for the design of “interim” engagement
sessions. These shall address the City’s desire for a focused effort, such as a charette or
multiple wo rk sessions between city departments, the public, and elected officials to
build consensus on specific topics, scenarios, or implementation measures.
Engagement Milestones -- Consistent with the final Public Involvement Strategy, the
Consultant will plan, organize, and manage a series of public events (open houses,
workshops, online surveys or similar formats) with the goal of providing a wider audience
with an opportunity to review work products and provide feedback. Following the
events, the Consultant will provide a summary of results, comments, and other feedback
received at the events to the CAC, TAC, PC, and City Council.
• Session # 1 --Opportunities and Constraints. Develop a session(s) providing
information on the overall project purpose, project schedule, and existing
conditions. Best practices for district revitalization are presented; survey
questions and polling gather feedback on opportunities and constraints and
what is valued from a community perspective. Engagement findings will be
used to develop a vision and guiding principles for Foothills Framework Plan.
• Session # 2 --Concept Scenarios & Alternatives. Develop session(s) providing
information on the overall project purpose, project schedule, and a summary
of Session #1. Utilize survey questions and polling to gather feedback on
vision and guiding principles. Preliminary land use and circulation concepts
will be presented to gather feedback. The meeting results will be used to
identify further refinements for preferred concepts.
• Session # 3 -- Schematic Alternatives Design Refinements Develop session(s)
providing information on the overall project purpose, project schedule , and a
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 12 of 36
summary of Session #2. Utilize survey questions and polling to gather
feedback on Framework Plan Scenarios & Alternative Design Refinements.
Preliminary land use and circulation concepts will be presented to gather
feedback. The meeting results will be used to identify further refinements for
a preferred concept(s).
• Session #4 --Preferred Framework Plan. Develop session(s) presenting a
preferred framework plan reflecting insight from key stakeholders and
capitalizing on the site opportunities.
Engagement Milestone Meetings
A range of in-person meetings, encompassing one -on-one, group and large format
meetings, will occur within each engagement milestone identified with the City in the
Public Involvement Strategy .
• Meeting Design & Facilitation. FFF will coordinate meeting materials,
presentations, rehearsals, and technology support for each meeting.
Coordinate pre-meeting technology and presenter’s check -in one hour before
each meeting.
• Meeting Summaries. Provide meeting summaries in a consistent meeting
summary format for all meetings. Meeting summaries will include attendance
sheets/lists, speaker summaries, actions, next steps and questions.
• Meeting Debriefs & Lessons Learned. Coordinate and facilitate a meeting
debrief with the project team (o ne hour maximum) for each meeting. Take
notes during each debrief and include a debrief summary in the meeting
summary.
• Update Public Involvement Strategy & Database. Update the Public
Involvement Strategy based on lessons learned from each meeting. Updat e
the engagement database after each meeting.
Task B.1--Public Involvement Strategy.
FFF will prepare a Public Involvement Strategy in coordination with the City. This plan will
guide how the project is communicated, and how public input is gathered, used, and
shared. The purpose of the strategy is to:
• Outline the goals for public engagement;
• Specify which project design , programming, and framework elements will be
shaped by stakeholder input; and
• Detail the methods, techniques, timelines, and responsibilities for engagement.
The Public Involvement Strategy will be structured as follows:
▪ Section I: Purpose
▪ Section II: Engagement Goals and Objectives
▪ Section III: Outreach Strategy and Measures
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▪ Section IV: Outreach Content and Materials Support
▪ Section V: Stakeholder Identification
▪ Section VI: Project Milestones and Engagement Topics
▪ Section VII. Engagement Methods and Facilities
▪ Section VIII. Decision-Making Process
Task B.2—Public Involvement Process - FFF will execute the Public Involvement Strategy
through a design and facilitation process in collaboration with the City . The public
involvement process will include
o Task B.2.1—Outreach Content and Messaging- Outreach messaging and project
status content and materials will be developed in coordination with the City to
support communications and outreach through the City’s established
communication channels and as described in the Public Involvement Strategy.
Messaging will communicate the project overview (“Why a Plan Update?”, “What
is the Framework Plan?”, and “How will the Plan be Implemented?”) and use
supporting graphics and exhibits depicting the project area, process and timeline
for use on the Project website, established communications channels, and
engagement materials. Outreach content and messaging will be an iterative
process and expanded upon to support the project in alignment with the project
and engagement milestones.
o Task B.2.2 Engagement Materials - FFF will prepare community meeting notices,
as well as any meeting materials (such as informational or educational
materials, staff reports, and presentations, etc.), renderings, and photographic
simulations that will assist in the engagement proce ss. FFF will work with City
staff to develop materials for the City’s website such as background and
meeting information, presentations, boards and exhibits, and maps related to
the project.
o Task B.2.3 Engagement Database- FFF, in coordination with the City, will identify
a range of stakeholders—including government agencies, affected parties,
businesses, community members, developers, and advocacy groups—who are
directly impacted by, involved in, or have an interest in the planning process for
the District. FFF anticipates that the range of stakeholders—defined in
coordination with the City—will include:
• Project Oversight Entities (TAC, CAC, City Council, PC, URA
representatives, and Property Owner(s)/Representative(s))
• Public and Private Agencies
• Affected Parties (Project area residents, businesses, and property
owners)
• Underrepresented Communities
• Developers
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www.firstfortyfeet.com
page 14 of 36
• Downtown Businesses
• Neighborhoods
• Community At-large
FFF will develop a working stakeholder matrix outlining key details for
engagement used throughout all project milestones, that defines:
• List of stakeholders
• Primary topics for engagement
• Level and purpose of engagement
• Date, time, and duration of meetings
• Meeting locations
• Materials to be used
• Type of engagement
• Responsible parties for outreach
FFF will Identify an approach for contacting business and property owners within
the project area boundaries.
o Task B.2.4 Engagement Surveys- FFF will prepare surveys for community event
sessions and for interviews with stakeholder groups, as appropriate. Surveys will
be developed for Engagement Milestone Sessions #1–3 and will be made
available in both paper format and online for use in virtual engagement.
o Task B.2.5--Stakeholder Interviews – FFF will prepare agendas, design and
facilitate interviews with key stakeholders identified in Task B.2.2 – Stakeholder
Matrix. The City will establish initial contacts and FFF will gather a range of
perspectives that may influence the progress of the project. FFF anticipates
stakeholder interviews being facilitated with the following:
▪ Task B.2.5.1 Affected Parties - FFF, in coordination with the City, will
identify and facilitate interviews with affected parties identified in the
engagement matrix during Engagement Milestone Session #1 –
Opportunities and Constraints and Session #2 – Concept Scenarios &
Alternatives.
▪ Task B.2.5.2 Developers - FFF and ECONorthwest, in coordination with
the City, will identify and facilitate interviews with local developers
during Engagement Milestone Session #1 – Opportunities and Constraints
and Session #3 – Schematic Alternatives Design Refinements.
▪ Task B.2.5.3 Under-represented Stakeholders - FFF and the City will
collaborate to identify and partner with up to two trusted community-
based organizations (CBOs) or other local partners that have established
relationships with these communities. FFF will design and implement two
outreach sessions with each identified community and their partners,
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 15 of 36
aligned with: Session #1 – Opportunities and Constraints and Session #2 –
Concept Scenarios & Alternatives.
Engagement activities may include, but are not limited to:
▪ Intercept surveys
▪ Pop-up events
▪ Culturally relevant, language -accessible materials
▪ Targeted small group meetings or interviews
o Task B.2.6—Survey Research - DHM, in coordination with FFF and the City, will
develop and administer a survey of 300 Lake Oswego residents to gather broader
community sentiment on issues and opportunities related to land use and
transportation planning in the Foothills District. The survey will use a mixed-
method approach, combining traditional live-interview telephone calls with a
text-to-online method, in which participants receive a link to complete the survey
on an online platform. Approximately 35–40% of responses will be collected via
live interview, and 60–65% via text message. A sample size of 300 will provide a
margin of error of ±5.7%.
o Task B.2.7--Focus Group - DHM, in coordination with FFF and the City, will
identify focus groups, methods and sampling to gather broader community
sentiment about preliminary concepts and alternatives related to land use and
transportation planning for the Foothills District. DHM will conduct one group
discussion with Lake Oswego residents based on participant demographics
consistent with City residents, including by age, gender, area, income, and race.
• 8-10 participants group
• Two-hour moderated discussion
• Facility and hosting-DHM recommends a neutral, central location, near
public transportation, such as hotels with conference rooms.
• Participants receive a $125 honorarium (included in cost)
• Audio and video recording to review each session
• Transcripts of group discussions and written exercises
• PowerPoint report summarizing key takeaways and recommendations
• Presentation of results
o Task B.2.8 Community Event Design - FFF will prepare the meeting design and run-
of-show agenda for each engagement, interview, meeting, and event. The meeting
design will include:
• A summary of the intent and experiential goals;
• Logistics, including the schedule, location, setup, and arrangement of
materials and facilities;
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• Staffing details, outlining the roles of presenters and support staff from
both the City and the Consultant team; and
• A comprehensive agenda, from setup to breakdown, including station
layout, content distribution, and strategies for staff to facilitate discussion
and collect feedback.
o Task B.2.9—Community Event - FFF, in coordination with the City, will facilitate a
series of large-format interactive meetings and open houses for the broader Lake
Oswego community. These events will align with the key engagement milestones:
Session #1 – Visioning and Guiding Principles, Session #2 – Framework Plan
Scenarios & Alternatives, and Session #3 – Framework Plan Scenarios &
Alternatives Design Refinements. Each community event will include a
combination of presentation and open-house components. The sessions will
begin with a guided presentation and discussion to frame the topics, followed by
interactive breakout stations where participants can engage in one-on-one
conversations with members of the consultant team and City staff.
o Task B.2.10--Conflict Assessment - FFF, in coordination with City staff, will
prepare a Conflict Situation Assessment to identify potential challenges that
could hinder successful outreach and public involvement. The assessment will
also include key takeaways and actionable recommendations to address these
challenges.
o Task B.2.11—Engagement Summary - FFF, will provide an overall summary of
engagement across the project milestones and how engagement influenced the
Plan.
TASK B Products & Deliverables:
• Draft and Final Public Involvement Plan .
• Outreach Content and Messaging
• Engagement Materials
• Engagement Data Base
• Engagement Surveys
• Stakeholder Interviews & Summaries
• Focus Group Interviews & Summaries
• Survey Research
• Community Event Design
• Community Event Facilitation & Summary
• Conflict Assessment
• Overall Engagement Summary (draft and Final)
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C. INVENTORY & ANALYSIS
FFF will conduct a comprehensive inventory and analysis phase focused on updating the
existing land use, infrastructure, and environmental conditions across the 107 -acre
Foothills District. This analysis will include reassessing the feasibility of previous concepts
in light of the anticipated relocation of the Tryon Creek Wastewater Treatment Plant
(WWTF), evaluating how this significant change impacts site circulation, redevelopment
potential, and access to adjacent natural areas. O ur team will also examine how nearby
redevelopment projects, such as North Anchor and Windward, have influenced local
investment trends and community character.
To ensure a thorough understanding of site constraints and opportunities, the Consultant
team will analyze physical conditions including soils suitability, groundwater dynamics,
environmental hazards, stream corridors, wetlands, riparian habitats, and broader
natural systems. A detailed review of existing transportation infrastructure will identify
current deficiencies and propose strategic improvements for streets, freight, transit,
bicycle, and pedestrian networks. Additionally, utility systems —public and private—such
as water, wastewater conveyance, stormwater management, power,
telecommunications, and natural gas infrastructure will be inventoried and assessed for
their capacity to support future development.
The scope of analysis extends to parks, open spaces, floodplain management, and the
existing educational landscape. Land use conditions will be documented and analyzed,
highlighting redevelopment potential and compatibility with future mixed -use patterns.
Finally, FFF will synthesize these findings into an Opportunities and Constraints Summary
Paper and Map, providing a clear, strategic basis for subsequent planning phases.
Task C.1--Base Mapping – FFF will assemble base maps into an electronic format at a
variety of scales, ranging from a District -wide to City-wide scale.
Task C.2--Property Ownership Mapping- FFF will assemble a property ownership map for
the District and immediately adjacent areas. Property ownership information, including
contact information, shall be assembled into a separate database to be used for outreach
efforts and development analysis.
Task C.3— District History-- FFF will review previous historical research of the District and
conduct additional research, as needed, related to past ownership, past use of the
District, and historical documents relevant to the District.
Task C.4--Site Conditions – A number of site conditions will be analyzed to understand
how soil, environmental, and natural systems may influence the Framework Plan. Where
possible, existing information will be utilized and analyzed before additional on -site
investigation (e.g., soil core samples or soil testing) is undertaken. It is possible that data
produced by the eventual contractor for the WWTF could be utilized by the Consultant to
complete portions of this task, and a lot of the information from the 2012 Plan is still
applicable and should be able to be reused for this task. All sources of information shall
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be referenced in the updated Plan, and to the Consultant shall leverage as much existing
information – from as many different sources – as possible.
Task C.4.1--Geotechnical Analysis
• Development Suitability- The Consultant will review past reports and other
geotechnical data available within the district to provide guidance as to what
types of special design considerations may be recommended for various
scales and types of future development, including infrastructure. We will use
our experience with other river adjacent sites along the Willamette River
corridor to point out where future developers may expect costs beyond
typical construction and potential ways to m itigate for these higher risk
areas. We will characterize these areas on a development suitability map as
the deliverable.
• Groundwater – APEX will review existing groundwater and environmental
monitoring wells as a source of information to derive likely hi gh groundwater
information and will also review past reporting from other projects in the
vicinity. Groundwater flows this close to the river generally flow to
Willamette and lower areas of the site may have groundwater flows
influenced by the level of the river in very high flow events. Groundwater
depths and general flow directions will be mapped.
• Environmental Assessment - APEX will review the previous Environmental
Assessment accomplished with the 2012 Master Plan and conduct a
Hazardous Materials Corridor Study (HMCS) for Project Development. The
research and report will also incorporate some components of a Phase I ESA.
The report will include conclusions that identify specific sources of
contamination that could impact on the area of study during any future
development activities.
Task C.4.2--Environmental
• Stream Corridor/Wetland/Waters – We propose one field visit to ground
truth previous findings and mapping in the study area. We will provide
guidance on regulatory requirements including expected setbacks and other
development considerations for the framework planning effort.
• Riparian Habitat – APEX will provide a high-level inventory of the habitat
areas and recommended treatments for consideration in the Framework
plan. This work may also play into the expected FEMA regulations roadmap.
• Natural Systems – APEX, in concert with FFF, will collaborate to provide a
summary of opportunities and constraints related to various environmental
factors such as wind, sound, solar access, surface and groundwater resources
and flood storage.
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Task C.5--Transportation
Task C.5.1--Existing Transportation System - FFF & APEX will review all
transportation-related reports and documents. APEX will work in close collaboration
with FFF and stakeholders to develop a traffic impact study (TIS). The Oregon
Department of Transportation (ODOT) Analysis Procedures Manual (APM) will be t he
primary tool to evaluate the operation of existing conditions, future conditions
without the project, and the future project associated with the ODOT facilities. APEX
will use the latest edition of the City’s Transportation System Plan (City TSP) and Ci ty
TIS guidelines.
APEX will provide a scope of work memorandum for the technical evaluation of the
transportation system. The scope of work memorandum will be reviewed by
transportation stakeholders such as the City, ODOT, TriMet, and other stakeholders
as necessary.
• Street System/Vehicular Movement - Existing streets within ½ mile of the
District will be mapped and classified according to adopted City, County, and
State transportation plans. Key intersections identified by the project team
will be analyzed for turning movements and level of service, and a three -year
crash history will be assembled for streets and intersections adjacent to the
District and ¼ mile along State Street, where available.
• Freight/Rail - Truck freight routes and rail lines in the vicinity of the District
will be identified and studied, including any potential implications that
development may have on rail and freight movement.
• Transit - Bus routes in Lake Oswego area will be identified and analyzed,
including daily ridership and available capacity, frequency of service, transit
stop locations in or near the District, and transit transfer points .
• Bicycles – Existing and planned bicycle facilities within 1 mile of the District –
including bicycle lanes, bicycle crossings and recreatio nal pathways – will be
inventoried and mapped. Deficiencies in the system, including the lack of
connectivity of bike facilities or unsafe crossing locations, will also be
identified and mapped, and a three -year crash history will be assembled for
bicycle related crashes in the study area.
• Pedestrian – Pedestrian facilities within ¼ mile of the District will be
inventoried and mapped, including marked crosswalks, improved crossings,
recreational pathways and sidewalks. Deficiencies, such as missing sidewalk s,
ADA barriers, gaps in pathways, or difficult or prohibited crossings will be
identified. A three -year crash history will be assembled for pedestrian related
crashes in the study area, with special attention directed towards
understanding how pedestrians navigate between Downtown / adjacent
neighborhoods and the Foothills District.
• ODOT - The Consultant team will work with Multnomah County and ODOT
staff to understand transportation issues related to Highway 43 (State Street)
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and Terwilliger Boulevard, as the City does not have jurisdiction over either
roadway. This will include an origin/destination study for the Highway 43
corridor in the vicinity of the District.
Task C.5.2--Planned Transportation System Improvement – Currently adopted plans
and policies will be inventoried to establish planned improvements to the
transportation system serving the District and downtown Lake Oswego. Jurisdictions
with plans or policies that may affect the local transportation system include the City
of Lake Oswego, City of Portland Bureau of Environmental Services (TCWWTP traffic),
Clackamas County, Metro, TriMet, ODOT, and the Army Corp of Engineers.
APEX will prepare a TIS that meets the approval of permitting agencies. The TIS will
build on the approved scope of work and include collecting transportation data and
preparing transportation analysis of the near and future conditions as specified in the
City’s TIS and ODOT’s AMP guidelines. It will also provide mitigation
recommendations for intersections and roadways affec ted by the District’s traffic
impacts.
Task C.5.3--Parking - APEX will review the City’s current parking requirements related
to the proposed land uses. The data will be summarized in the TIS with a finding -
related parking excesses or deficiencies.
Task C.5.4--Community Traffic Issues / Concerns - APEX will participate in up to two
public open-house-type meetings via conference call to take public comments. The
comments will be reviewed as part of the TIS review process and addressed in the
updated TIS.
Task C.6--Infrastructure Inventory & Analysis --
Task C.6.1--Public Utilities - APEX will provide an overarching understanding of the
existing infrastructure systems, major facility locations, potential deficiencies and
potential for upsizing or relocating. Infrastructure in these types of redevelopment
sites is often crisscrossing the district in high value development areas. Our goal is to
provide clarity on where the easy moves can be made to open up development
potential and where it may be more difficult / costlier to do so.
Task C.6.2--Private / Franchise Utilities - APEX will coordinate with PGE and other
utility providers in the area to assess at a high level the location, condition and
capacity of various systems serving the District. In addition, we will determine if any
of the providers have plans to upgrade and/or relocate any major facilities in the
area.
Task C.7--Parks and Open Space - This task consists of summarizing and integrating
existing and future opportunities related to parks and open space in the District,
including, but not limited to: adjacent waterways such as Tryon Cr eek and the Willamette
River; existing parks, open spaces, and pathways in the vicinity of the District; and
opportunities associated with of opening up the existing 14 -acre TCWWTP site. FFF will
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fully integrate applicable goals, policies and action items from the Parks 2040 effort into
the Plan update.
Task C.8--Tryon Creek Wastewater Treatment Plant/Sanitary Sewer - APEX will analyze
and summarize the current plans for relocation of the WWTF with an eye towards future
development impacts and anticipated timing of construction. In addition, APEX will
assess the planned relocation of sanitary sewer distribution facilities to be included on
the utility mapping deliverable.
Task C.9--Floodplain - Given the new regulatory environment for development in the
floodplain for projects located in Oregon , APEX will focus both the Civil Engineering and
Natural Resource leads to reviewing the previous study findings and translating how this
is expected to change with recently adopted FEMA rules.
Task C.10--Land Use –
Existing Plans / Policies – The Consultant will document and evaluate any current
plans, policies, and regulations and any amendments then being considered for
adoption in the District and its immediate vicinity. This will include, but is not limited
to, applicable statewide plann ing goals, regional plans, County plans and policies, the
City’s Comprehensive Plan, the CDC, other relevant portions of City Code, the City’s
Housing Production Strategy, City -approved Neighborhood Plans for neighborhoods
proximate to the District, and pr evious studies undertaken for the District
Current Uses – FFF will identify and categorize current uses in the District into
general use classes. The Consultant will also identify or estimate building ages and
conditions, including an assessment of land -to-building value to gauge
redevelopment potential. Additionally, the Consultant will identify uses that would
potentially be incompatible or non -conforming with an eventual mixed -use
development pattern in the District.
Task C.11--Education - Through discussions with the Lake Oswego School District (LOSD),
ECOnorthwest will assemble information on the current status of the education system in
Lake Oswego. Emphasis will be placed on understanding how redevelopment efforts may
impact LOSD’s enrollment and what opportunities may exist for strengthening LOSD
through the redevelopment process.
Task C.12--Economic & Market Opportunities- ECOnorthwest will contribute targeted
economic insights to the Opportunities and Constraints Summary . For housing, this
section will consider the implications of the City’s housing need, affordability gaps, and
overall market conditions in Lake Oswego for the development program in the Foothills
District. This will include a short demographic summary, findings from up to five
developer interviews, an overview of retail opportunities that align with the downtown
retail landscape, and an assessment of how findings from the City’s prior planning efforts
(including the Housing Needs Analysis and Housing Production Strategy) affect
opportunities for affordable and workforce housing on the site.
Task C.13--Funding Considerations- ECOnorthwest and Tiberius Solutions will evaluate
and summarize high-level opportunities and constraints associated with future
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infrastructure funding in the Foothills District. The team will focus on key financing tools
such as Systems Development Charges (SDCs), Tax Increment Financing (TIF), and other
relevant mechanisms. The analysis will identify potential funding gaps, policy
considerations, and factors that could influence the timing, feasibility, and alignment of
each tool with the Framework Plan’s implementation strategy in later phases of the
project.
Task C.14--Opportunities and Constraints Summary Map and Paper - As a summary of
all of the Task C activities, the Consultant will assemble an Opportunities and Constraints
summary map and paper that provides an overview of the information gathered in the
inventory and analysis phase. This deliverable may address issues such as:
• The relationship to adjacent neighborhoods / amenities and barriers to
connectivity between adjacent areas;
• Current heights, densities, urban form, and opportunities for areas of greater
heights and density;
• Range and magnitude of potential housing opportunities, including affordable
housing, workforce housing, accessible housing, and other opportunities to
increase housing capacity or meet housing needs;
• Site features (topography, views, orientation, natural features, etc.);
• Connections to - and from- downtown and adjacent neighborhoods;
• Current infrastructure conditions and locations, and anticipated infrastructure
needs;
• Opportunities for parks, open space, trail and pathway connections, view
corridors, and other potential organizing elements of the District;
• Opportunities to increase equitable access to City amenities within the District;
and/or
• Analysis of whether the boundary of the District should be modified.
Upon completion of this work, the Opportunities and Constraints Summary Paper and
Map will be presented along with the results of Tasks A, B, and C at a public event, and
the input received at those events will be summarized by the project team and shared
with the CAC and TAC.
TASK C Products & Deliverables:
• Existing Conditions Base M apping
• Propert y Ownership Database
• District History Summary Paper
• Land Use & Development Suitability Summary
• Development Suitability (Soils) Summary Paper and Maps
• Groundwater Summary Paper and Maps
• Site Analysis and Summary Papers
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• Environmental Assessment
• M emorandum for the District TIS with existing transportation issues
summarized and figures illustrating important information.
• An approved District TIS with existing, near term, future year, and
mitigated transportation issues summarized in tables, figures , and an
executive summary.
• A parking analysis section in the District TIS with a narrative describing
the analysis, a table(s) summarizing the data, and figures illustrating the
data.
• The TIS will include documentation of citizen comments, concerns, and
questions with important community traffic issues addressed in the
updated report.
• A Water System Summary Paper and Map showing existing water
facilities within/adjacent to the District .
• A Stormwater Management Summary Paper and Map showing existing
stormw ater facilities within/adjacent to the District .
• A Wastewater Conveyance Summary Paper and Map showing existing
and proposed sanitary sewer facilities within/adjacent to the District .
• A Power Facilities Summary Paper and Map showing existing power
facilities within/adjacent to the District .
• A Telecommunications Summary Pape r and Map showing existing
Telecommunications facilities within/adjacent to the District .
• A Natural Gas Summary Paper and Map showing existing Natural Gas
facilities within/adjacent to the District.
• A TCWWTP / WWTF / Sanitary Sewer Summary Paper and Map showing
existing sanitary sewer facilities within/adjacent to the District.
• Parks and Open Space Assessment
• Education Summary Section .
• Economic and Market Opportunities Section
• Funding Section
• Opportunities and Constraints Summary Paper
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D. FRAMEWORK PLAN GOALS AND DESIGN CONCEPTS
FFF will facilitate a collaborative and iterative process to reaffirm and update the
community’s vision of the Foothills District as a vibrant, walkable, mixed -use waterfront
neighborhood. This process will incorporate the City’s current priorities around housing
production, especially affordable housing, and strategically consider new infrastructure
needs and funding approaches aligned with upcoming urban renewal planning efforts.
Community input and guidance from advisory committees will shape a revised Visi on
Statement, supported by clear and actionable Goals and Objectives.
Beginning with high-level concept alternatives focused on district organization, FFF will
produce multiple redevelopment scenarios to explore various planning opportunities and
challenges. These concept-level alternatives, supported by visuals and illustrative
materials, will be refined based on input from stakeholders and presented at public
events, allowing the community to select preferred approaches. Subsequently,
schematic-level alternatives will provide detailed insights, addressing feasibility,
infrastructure capacity, transportation requirements, floodplain management strategies,
and realistic phasing approaches. These detailed alternatives will serve as the basis for
selecting and thoroughly analyzing a final Preferred Framework Plan Alternative.
The preferred alternative will then be rigorously analyzed to assess development density,
infrastructure needs, traffic and transportation improvements, and floodplain
management solutions. This analysis will include cost estimates, infrastructure phasing,
identification of critical redevelopment trigger points, and recommendations to ensure
the plan aligns with the community’s vision, sustainability goals, and practicality for
implementation. This comprehensive approach will yield a clear, feasible, and
community-supported plan, ready to guide future development and policy decisions.
Task D.1--Develop Plan Vision, Goals, Objectives – FFF will present the Vision Statement,
Goals and Objectives from the adopted 2012 Plan as the initial point of conversations
with community members, the TAC, the CAC, and other stakeholders. Based on the input,
a draft Vision Statement will be developed for the Pl an update, accompanied by Goals
and Objectives that the Plan update is intended to deliver. The Vision Statement, Goals
and Objectives will continue to evolve over the course of the planning process and will
serve as the basis for potential Comprehensive P lan and CDC updates and modifications
that would follow completion of the Plan update process, and for a new Foothills URP.
Task D.2--Develop Plan Alternatives - Building off of the Vision, Goals, and Objectives, a
series of plan alternatives will be gener ated to begin providing a more detailed view of
the redevelopment possibilities in the District. This work will begin with higher level
(Concept) alternatives focused on District organization before moving to more detailed
(Schematic) alternatives which will flesh out the Concept-level ideas.
• Task D.2.1--Concept-level Plan Alternatives - The Consultant will generate four
concept-level plan alternatives and present these to the TAC, CAC, and City
Council for their initial review and comment. The focus of the concept
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alternatives will be on the overall organization of the District, addres sing the
critical project issues as identified in Task C. These plans will be illustrated on
maps, and supplemented with cross -sections, rough sketches, and computer
models in order to help convey key concepts. Based on the input received, the
Consultant will refine the concept plan alternatives, at which point they will be
presented at a public event and then to the various project committees. Based on
this feedback, the CAC – with input from the TAC – will select up to two concept
plans to explore further in the next stage.
• Task D.2.2--Schematic-level Plan Alternatives - Following the development of
concept-level planning alternatives task, the Consultant will focus on the
continued refinement of two schematic -level plan alternatives (“schematics”).
The schematics will continue to focus on the issues outlined in the concept
phase, but will begin to add other details to the plans and graphics to better
illustrate the planning principles and focus on the next level of detail in the
process, including potentia l sources of funding for the various projects under
consideration. Schematics will be prepared and presented to the TAC, CAC, PC,
and City Council / LORA for review and feedback. Following these sessions, the
Schematics will be refined and presented for in put and feedback at a public
event, along with supporting information outlined in Tasks D.3.1 and D.3.2 below.
• Task D.2.3 -- Financial Feasibility - ECOnorthwest will conduct high-level financial
feasibility testing of key redevelopment scenarios during schematic-level design;
the study will inform the development of the preferred plan. This task will run in
tandem with the development of the two schematic -level plan alternatives. This
will include pro forma modeling using residual land value analysis for up to five
development prototypes reflected in the land use vision such as mixed-use
residential, mid-rise rental, and ownership townhomes. To build the pro formas,
ECO will assemble key development assumptions including construction costs,
achievable rents and sales prices, operating costs, financing terms, and parking
ratios. ECO will use streamlined market research, findings from previous plans,
and a small number of developer interviews to refine assumptions and ground -
truth results. Each scenario will be analyzed with and without public incentives
(e.g., density bonuses, reduced parking, fee waivers) to test the impact of
different policy levers on feasibility. ECO’s feasibility testing and implementation
guidance will directly support the City’s HPS strategy to use TIF for affordable
housing, including identifying viable affordability thresholds and tools to close
feasibility gaps. We will also contribute to proposed zoning and policy updates by
evaluating how land use and development code changes can improve project
feasibility and equitable outcomes.
Pro forma results will help the project team understand development gaps, the
level of subsidy that may be needed to achieve development feasibility and
affordability targets, and the trade-offs between public benefits and project
viability. This analysis will support refinement of the preferred plan and help the
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team make informed decisions about development intensity, phasing, and
program priorities.
Task D.3. Select and Analyze Preferred Schematic Plan Alternative
• Task D.3.1--Select Preferred Plan Alternative - Based on the feedback received at
the public event and from discussions with the project committees, PC, and City
Council / LORA, the Consultant will lead a discussion on a preferred plan
alternative to serve as the basis for the Final Framework Plan and present this to
the TAC and CAC. In addition to public feedback received, this selection will also
include an analysis of how the preferred plan is most consistent with the Vision
Statement, Goals, and Objectives for the District.
Task D.3.2--Gather Supporting Information / Analysis – Following the selection of
a preferred plan alternative in Task D.3.1, FFF will undertake a more specific
analysis in order to provide supporting informat ion for the preferred plan. This
information will be used to refine the preferred plan and to support
recommendations in the final updated Framework Plan document. It should be
noted that some of this analysis will occur at a more rudimentary level earlier in
the planning process as alternatives are being explored.
o Development Density and Feasibility – The Consultant will analyze the
preferred alternative and generate information on the potential
development density of the District and summarize the development
feasibility issues (phasing, efficiency, financing, etc.) present in the
preferred alternative.
o Infrastructure Plan and Capacity – Based on the selected alternative, the
Consultant will calculate infrastructure capacity needs and , through a
sustainability lens, recommend infrastructure improvements or upgrades
with cost estimates that will be necessary to support the preferred plan.
o Transportation/Traffic Analysis – Based on the selected alternative and
the earlier transportation analysis performed in the Inventory and
Analysis phase, the Consultant will calculate traffic capacity needs and
recommend a package of transportation improvements or upgrades –
with cost estimates – that will be necessary to support the preferred
plan. Recommendations must consider opportunities to comply with the
City’s “Dig Once” policy, under which utility infrastructure and
transportation facilities should be aligned.
o Floodplain Analysis – Assuming that some areas of the District that are
currently within the Flood Management Area should redevelop over time,
the Consultant will undertake an analysis of potential redevelopment in
these areas to determine the potential paths to addressing flood hazard
issues. The Consultant will use the adopted 2012 Plan as one of the
starting points for this analysis.
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o Phasing Approach/Trigger Points – The Consultant will provide an
analysis of realistic and actionable phasing approaches and costs for the
preferred Plan, focused on how services can be logically extended to the
District to serve redevelopment efforts. In addition, potential “trigger
points” in the development process will be identified; that is, points at
which the amount of redevelopment activity will require certain capacity
or other types of improvements (e.g., parks) within the District. This
analysis will integrate capital projects and infrastructure cost estimates
from other subsections of this task to provide an idea of the public /
private improvement cost for each phase.
TASK D Products & Deliverables:
• Vision Statement, Goals, Objectives
• Up to 4 Concept Plan Alternatives, including supporting graphic
materials necessary to convey key ideas; Continued refinement of
Concepts based on re view/feedback.
• 1 -2 Schematic Plan Alternatives, including supporting graphic materials
necessary to convey key ideas; Continued refinement of Schematics
based on review/feedback.
• Summary of Development Density
• Summary of Infrastructure Capacity needs; Recommendations for
Infrastructure Improvements / Upgrades and cost estimates; Map(s)
depicting proposed infrastructure spine locations;
• Transportation Analysis of preferred Plan; Recommendations for
Transportatio n and Traffic Improvements/Upgrades and cost
estimates; Map(s) depicting proposed street plan and improvements /
upgrades;
• Summary Paper outlining Floodplain mitigation recommendations and
estimated costs; Map depicting proposed modifications to District
Floodplain extent.
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412 NW Couch St. #405
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t: 503-764-9692
www.firstfortyfeet.com
page 28 of 36
E. DRAFT FRAMEWORK PLAN
Following the selection of a Preferred Plan Alternative, the Consultant team will develop
and-author Framework Plan sections addressing economic development, housing
affordability, funding tools, and equitable implementation strategies. The Consultant will
ensure alignment with community feedback and City housing goals, and will help the
team translate feasibility findings into actionable recommendations. The Consultant will
integrate equitable development considerations that emerge through community
engagement, such as affordable homeownership models, anti -displacement strategies,
and support for affordable commercial space, to ensure the final plan responds to a
broad range of community needs.
The combined goal of the tasks described in this section will be to generate and
distribute for public review an updated Draft Framework Plan document. Foll owing
receipt of public comments/feedback, the project team will refine and finalize the
document as described in Task F .
• Task E.1--Refine Preferred Framework Plan - FFF will refine the preferred Plan
based on the outcome of Task D.3.2, above. This will i nclude reconfirming that
the previous analysis is supported by solid and reliable information.
• Task E.2--Document Framework Plan Elements - Upon completion of the refined
preferred Plan, the Consultant will complete documentation of the following
elements that will be necessary to support the final Plan recommendation. These
elements should be seen as an outline of the final Plan document, and they will
be combined and incorporated into the document as described in Task E.3.
o History – A summary of the history of the District will be provided, as well
as a description of historic elements that have been incorporated within
the preferred Plan. Recommendations, if any, with respect to historic
issues will be provided, including any kind of historic review that may be
required in certain locations within the District.
o Site Conditions – FFF will produce a summary of site conditions within
the District based on the outcome of Task C, above. Based on this
information, the Consultant will provide recommendations on addressing
any potential issues related to redevelopment efforts, including the need
(if any) for additional environmental assessments (Level II Assessments).
o Environmental and Sustainable Design – Utilizing information gathered
earlier in the planning process and based on the preferred Plan, the
Consultant will provide recommendations on incorporating
environmental and sustainable design elements within the District.
o Land Use – A significant element of the preferred Plan will be a s eries of
recommendations to modify existing land use policies and regulations in
order to achieve the preferred Plan vision. These land use elements will
be pursued in greater detail in Task G, but must be outlined in the
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 29 of 36
preferred Framework Plan document in order to convey the land use
principles that will be implemented after the Plan is approved.
o Transportation/Parking – FFF will summarize the results of the
transportation analysis performed on the preferred Plan and describe the
transportation improvements that will be necessary to support
implementation of the preferred Plan.
o Infrastructure – A recommended infrastructure plan with cost estimates
will be produced by the Consultant outlining the infrastructure capacity
needs for the District as well as th e proposed infrastructure spine
locations within the District. Off -site capacity increases will also be
identified, and any trigger points in the redevelopment process where
capacity upgrades will be required will be documented.
o Parks and Open Space – The Consultant will provide recommendations
on open space and park types, amounts, and locations to reflect the
preferred Plan.
o Urban Form – The intended scale, look, and feel of the District will be
described in this section. Recommended approaches to design quality,
building orientation, pedestrian -scaled design, and other issues will be
outlined.
o Floodplain – Based on the earlier Floodplain analysis, the Consultant will
provide a set of recommendations on how to best address or mitigate
floodplain issues in the District. These recommendations, upon approval,
will be the basis for later regulatory actions that will be proposed to
address floodplain issues.
o Education – FFF will work with LOSD to determine how the preferred Plan
may impact school facilities or activities, including how the anticipated
population and mix of uses proposed for the District will translate into
additional student population within LOSD over the next ten years. The
Consultant will provide recommendations on what types of facilities or
services, if any, should be provided in the District to accommodate new
student growth and ensure the success of the redevelopment efforts.
o Public Art – FFF will review the Lake Oswego Public Art Master Plan and
coordinate with the Public Art Committee to provide recommendations
for the integration of public art in the District’s new plan.
o Public Facilities – Based on the anticipated development density of the
District and an assessment of the public facility elements that are desired
in the District, the Consultant will evaluate the adequacy of available
public facilities and services required to support District redevelopment.
Following this evaluation, the Consultant will provide recommendations
on what types of public facilities or services (if any) wou ld be desirable or
necessary in the District in order to support the Plan.
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412 NW Couch St. #405
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t: 503-764-9692
www.firstfortyfeet.com
page 30 of 36
o Cost Estimates – APEX and DCW will provide cost estimates, in current
dollars, for all public and private improvements based on published
industry standard cost tables or informatio n from the utility.
o Implementation Strategy – The Consultant Leadership Team will prepare
an implementation strategy for the preferred Plan, including
recommendations on the immediate next steps that must be taken in
order to move the preferred Plan forward into more concrete
redevelopment efforts. Among the elements that will be included in the
Implementation section of the Framework Plan are:
▪ A project list, identifying the public projects that will be required
to successfully implement the updated Framework Plan
recommendations.
▪ Phasing recommendations for public infrastructure projects;
▪ Cost estimates for public and private infrastructure;
▪ Funding Strategy - ECOnorthwest and Tiberius Solutions will build
on their development feasibility analysis to shape a financially
grounded funding roadmap including recommendations for
funding tools (e.g., TIF, SDCs, land value capture) that can
advance public and private investment. An Action Plan that
identifies the critical next steps over a five -year and 10-year
periods. The Action Plan will include the specific task or project to
be undertaken, the party responsible for undertaking that item,
recommended funding strategies to pursue, a timeline for
initiation and completion, a cost estimate for completion, an d
stakeholders involved in the action item.
o Concepts for Post Plan Amendments – The Consultant will develop
planning and design concepts for the District that contain
recommendations for uses, densities, building heights, design and
development standards, and other plan elements to serve as a
foundation for the drafting of Post -Plan Amendments in Task G, below.
Task E.3--Produce Draft Framework Plan Document - After completion of the work
products described in Section 5.2 above, the Consultant will assemble those products and
other information gathered in the planning process into a draft Plan document. The
document will be reviewed and approved by the City Project Manager and then
forwarded to the TAC for an initial refinement prior to distribution for publ ic review.
Task E.4--Distribute Draft Framework Plan Document for Public Review - After receiving
comments from the TAC, the Consultant will revise the Draft Framework Plan and
distribute to the CAC, PC, City Council, and other interested stakeholders for review and
comment. At this time, a public event will also be held to present the draft
recommendations and receive additional input.
EXHIBIT C/PAGE 30 OF 36
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 31 of 36
TASK E Products & Deliverables:
• Refined Preferred Plan and Supporting Graphics; Updated Analysis
products (if necessary).
• Draft documents collating the tasks above, including supporting
graphic materials.
• Revised Draft Framework Plan Document
F. FINAL FRAMEWORK PLAN
FFF will manage the finalization of the Framework Plan by first compiling and evaluating
public comments rece ived during the review period. This process includes summarizing
feedback, preparing recommendations for adjustments, and coordinating closely with the
TAC to determine necessary revisions. Proposed changes will then be presented to the
CAC for their review and confirmation, ensuring alignment with community insights and
expectations.
Following this collaborative review process, FFF will incorporate agreed-upon revisions to
produce a refined and finalized Framework Plan document. This comprehensive final
version, enhanced by an executive summary presented in a user -friendly story map
format, will be formally submitted to the City. De liverables will include multiple physical
copies for easy distribution and reference, along with an electronic version, facilitating
broader accessibility and future implementation.
APEX will be working closely with FFF and DCW on this task to help define the scope of
suggested improvements and potential phasing opportunities if known. While this is a
high-level assessment, it will nonetheless give the framework planning process a valuable
roadmap for future capital investments in the district and an idea w here early
infrastructure wins might yield the best route to kickstarting development of the district.
Task F.1--Assemble Public Comments - Following the public event and review of the
Draft Framework Plan, the Consultant will assemble comments and forward
recommendations on how to respond to those comments to the TAC. The Consultant will
work with the TAC to identify what changes are required to the document in light of the
feedback received, then present the proposed changes to the CAC for their review.
Task F.2--Revise Final Framework Plan Document - After consultation with the TAC and
CAC, the Consultant will revise the Draft Framework Plan document and prepare a final
version for submittal to the City.
Task F.3--Produce Final Framework Plan Document and Submit to City - The Consultant
will produce a final version of the Framework Plan Document and executive summary
story map for easy viewing and submit the document to the City for all necessary actions.
Three bound copies of the document will be produced, along with one unbound copy for
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Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 32 of 36
ease of reproduction. The Consultant will also submit an electronic version (format to be
determined) of the document.
TASK F Products & Deliverables:
• Summary of comments received
• Recommendations on revisions to Framework Plan Document.
• Final Framework Plan Document and Executive Summary Story Map
G. POST PLAN AMENDMENTS AND IMPLEMENTATION
Following the adoption of the Final Framework Plan, the Consultant team – led by the
Bookin Group – will undertake comprehensive Post Plan Amendments to facilitate
effective implementation. This phase involves identifying and drafting necessary
modifications to the City’s Comprehensive Plan, CDC, Zoning Map, and other relevant
City codes, regulations, or plans to ensure consistency with the adopted Framework
Plan’s recommendations. These amendments may include creating new regulatory
sections, zoning adjustments, and design guidelines tailored specifically to support the
envisioned development of t he Foothills District.
In close coordination with the LORA and various city departments, Bookin Group will
prepare clear, detailed amendment packages ready for public hearings and subsequent
adoption processes. This includes comprehensive reviews, respondi ng to feedback, and
providing refined final documents to streamline regulatory approvals. Additionally, FFF
and the Bookin Group will support the City through the implementation phase, offering
expert consultation as the amendments navigate various approva l processes, ensuring
alignment with the City’s strategic infrastructure and development investments, as well
as providing a realistic, phased strategy to address immediate, intermediate, and long -
term implementation priorities.
Task G.1--Comprehensive Plan Amendments – The Consultant (FFF & Bookin Group) will
identify the areas of the Comprehensive Plan that will need to be modified in order to
implement the land use recommendations contained in the adopted Framework Plan. If
necessary, these recommendations may also include new sections within the
Comprehensive Plan related to the District (for instance, the establishment of a separate
Plan District with its own set of Vision, Goals, and Objectives). The Consultant will then
prepare draft language for modifying the Comprehensive Plan, and will revise this
language based on comments from the City’s Project Manager and other reviewing City
Departments or public agency staff.
Task G.2--Community Development Code and Zoning Map Amendments - Amendments
to the CDC and Zoning Map will be necessary in order to transition from current land use
patterns and regulations in the District to a more urban form of development that
reflects the land use recommendations in the adopted Framework Plan. The Consulta nt
will identify code sections and zoning districts that require modification and
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 33 of 36
subsequently prepare draft language for amending the CDC and Zoning Map to bring
them into alignment with the Framework Plan’s recommendations.
Task G.3--Other City Code Amendments - There will likely be other elements of the City
Code, or other plans – such as the Transportation System Plan – that need to be revised,
modified, or added in order to fully implement the Framework Plan. The Consultant will
identify the sections o f the City Code or other City plans that are inconsistent with, or are
barriers to, the implementation of the Framework Plan, as well as new regulatory tools or
processes that may be necessary to reflect the Framework Plan’s recommendations. The
Consultant will then prepare draft language for modifying these other sections of the City
Code / other City plans, or supplemental planning documents, and will revise this
language based on comments from the City’s Project Manager and other reviewing City
Departments or public agency staff.
Task G.4--Implementation Process Assistance - Following submittal of the packages
described in Sections 7.1 through 7.4, the Consultant will aid the City as the proposed
revisions make their way through the various approval processes (e.g., PC, City Council /
LORA, FEMA, etc.). Where necessary, the Co nsultant will prepare revisions to code and
plan language or applications to reflect the direction of the various bodies.
TASK G Products & Deliverables:
• Recommendations on Comprehensive Plan sections to modify/issues to
address/new sections to add; Draft Comprehensive Plan Language; Final
Comprehensive Plan Language and submittal package.
• Recommendations on CDC sections or Zoning Districts to modify/issues to
address/new sections or Districts to add; Draft CDC Language or Zoning Map
changes; Final CDC language and Zoning Map changes, exhibits, and submittal
package.
• Draft & Final CDC language and Zoning Map changes
• Recommendations on City Code/ Other Plans sections to modify/issues to
address/new sections to add; Draft City Code / Other Plans Language; Final City
Code Other Plans language, exhibits, and submittal package.
• Draft City Code / Other Plans Language
• Final City Code / Other Plans language
• Language/Package revisions related to regulatory processes
EXHIBIT C/PAGE 33 OF 36
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 34 of 36
PROJECT SCHEDULE
Task Due Date
A.Updated Project Scope, Schedule, & Budget Jul 1, 2025
B.Key Stakeholder List and Final Public Involvement
Strategy Oct 1, 2025
C.Opportunities and Constraints Summary Map and
Paper, Interview Summaries Dec 1, 2025
D.1 - D.2 Vision Statement, Goals, and Objectives;
Concept-Level Plan Alternatives; Schematic-Level
Plan Alternatives
Jun 1, 2026
D.3 Preferred Plan Schematic & Analysis Summaries Aug 1, 2026
E.Draft Framework Plan Oct 1, 2026
F.Final Framework Plan & Adoption Feb 1, 2027
G.Post Plan Amendments Ready for Adoption Jul 1, 2027
H.Adoption of Post Plan Amendments Dec 15, 2027
Task A – Team Organization & Project Management: [Jun 2025 / ongoing]
Project Kick-Off Meeting Jun
Council Resolution to Approve RFP Contract Jun 17
Contract Execution Jul 1
Task B – Public Participation & Community Involvement: [Jun - Sep 2025]
Form Technical Advisory Committee (TAC) Jun
Council Study Session #2: Creating the CAC Jun 17
PC Work Session #2: Project Overview Jun 23
Solicit CAC Members Late Jun - Jul
Identify Stakeholders / Key Stakeholder List Jul 1
TAC Meeting #1 – Kickoff Jul
Draft Public Involvement Strategy Aug 1
Interview CAC Applicants Early Aug
Council Study Session #3: HPS Implementation Aug 5
TAC Meeting #2 – Initial Draft Public Involvement Strategy Aug
CAC Roster Aug 18-22
PC Work Session #3: Draft Public Involvement Strategy Aug 25
Council Consent Item: Appointments to CAC Sep 2
CAC Meeting #1: Draft Public Involvement Strategy Sep
TAC Meeting #3 – Finalize Public Involvement Strategy Sep
Final Public Involvement Strategy Oct 1
Task C – Inventory & Analysis: [Jun – Nov 2025]
TAC Meeting #4 – Task 3 Draft Summary Papers Oct
Interview Stakeholders Oct
EXHIBIT C/PAGE 34 OF 36
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Architecture
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412 NW Couch St. #405
Portland, Oregon 97209
t: 503-764-9692
www.firstfortyfeet.com
page 35 of 36
Economic & Market Opportunities / Funding Early Nov
Opportunities and Constraints Summary Paper & Map Early Nov
TAC Meeting #5 – Opportunities & Constraints Nov
CAC Meeting #2: Opportunities & Constraints Nov
Survey Research Nov
Community Event #1: Opportunities and Constraints Nov
Stakeholder Interview Summaries Dec 1
Summary of TAC, CAC, and public involvement activities Dec 1
Task D –Framework Plan Goals & Concepts: [Dec 2025 – Jul 2026]
TAC Meeting #6 Dec
CAC Meeting #3: Vision, Goals, and Objectives Dec
PC Work Session #4: Opportunities / Constraints / Vision Dec 8
Council Study Session #4: Opportunities / Constraints / Vision Dec 16
Vision Statement, Goals, and Objectives Late Dec
TAC Meeting #7 Jan 2026
TAC Meeting #8 Feb
Concept-Level Plan Alternatives Late Feb
TAC Meeting #9 Mar
CAC Meeting #4: Concept-Level Plan Alternatives Mar
Council Study Session #5: Concept-Level Plan Alternatives Mar 17
Stakeholder Interviews Mar
Focus Group Mar/Apr
Community Event #2: Concept Scenarios & Alternatives Mar/Apr
TAC Meeting #10 Apr
Schematic-Level Plan Alternatives Late Apr/Early May
Financial Feasibility May
TAC Meeting #11 May
CAC Meeting #5: Schematic-Level Plan Alternatives May
Council Study Session #6: Schematic-Level Plan Alternatives May 19
PC Work Session #5: Schematic-Level Plan Alternatives May 25
Public Event #2: Schematic Alternatives Design Refinements May
Summary of TAC, CAC, and public involvement activities Jun 1
Preferred Plan Schematic Early Jun
TAC Meeting #12 Jun
CAC Meeting #6: Preferred Plan Schematic Late Jun – Early Jul
Analysis Summaries Early Jul
TAC Meeting #13 Jul
Phasing Approaches and Trigger Points Summary Aug 1
Task E – Draft Framework Plan: [Aug – Oct 2026]
TAC Meeting #14 Aug
Initial Draft Framework Plan Late Aug
CAC Meeting #7: Initial Draft Framework Plan Sep
TAC Meeting #15 Sep
Concepts for Post Plan Amendments Late Sep
Distribute Revised Draft Framework Plan Late Sep
Community Event #3: Draft Framework Plan Early Oct
TAC Meeting #16 Oct
EXHIBIT C/PAGE 35 OF 36
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EXHIBIT C/PAGE 36 OF 36