CITY OF CANNON BEACH AGENDA

Meeting: City Council Combined Work Session with Planning Commission Date: Thursday August 29, 2019 Time: 5:30 p.m. Location: Council Chambers, City Hall

CALL TO ORDER AND APPROVAL OF AGENDA

DISCUSSIONS & PRESENTATIONS

( 1) Vision 2.0: Cannon Beach Joint Work Session on Comprehensive Plan Update and Visioning Process

INFORMATIONAL/OTHER DISCUSSION ITEMS

( 2) Good of the Order

ADJOURNMENT

Please note that agenda items may not be considered in the exact order listed, and all times shown are tentative and approximate. Documents for the record may be submitted to the City Manager prior to the meeting by email, fax, mail, or in person. For questions about the agenda, please contact the City of Cannon Beach at [email protected] or (503) 436.8052. The meeting is accessible to the disabled. If you need special accommodations to attend or participate in the meeting per the Americans with Disabilities Act (ADA), please contact the City Manager at (503) 436.8050. TTY (503) 436-8097. This information can be made in alternative format as needed for persons with disabilities.

Posted: 8/21/19

City of Cannon Beach, P. O. Box 368, Cannon Beach, OR 97110 (503) 436-1581 • Fax (503) 436-2050 • TTY: 503-436-8097 • www.ci.cannon-beach.or.us CANNON BEACH CITY COUNCIL

STAFF REPORT

VISION 2.0: CANNON BEACH JOINT WORK SESSION ON COMPREHENSIVE PLAN UPDATE & VISIONING PROCESS ______

Agenda Date: August 29, 2019 Prepared by: Jeff Adams Joint Work Session Community Development Director

BACKGROUND

Earlier this year, the City Council asked staff to give an overview of potential planning projects on the horizon.

The City has had many incremental updates to the Comprehensive Plan and to the City’s functional plans, such as Water, Wastewater and Parks, over the past few years, yet there has not been a cohesive plan review and comprehensive strategy for moving the City forward.

At this year’s City Council Retreat, and the subsequent work session, both the Strategic Plan and Comprehensive Plan were part of the priorities listed.

In April the Council asked staff to schedule for a fall start date to begin the process.

ANALYSIS/INFORMATION

Staff has discussed what is needed to be put in place to make that scheduling of that discussion occur.

1. A meeting with Council to talk about what you want the City to get out of the project, which was held on July 5th; 2. A joint meeting with the Planning Commission to review and assess the current state of the City’s plans, discuss the Commission’s ideas about what the Council hopes to get from the effort and what help they will need from staff, which is this evening’s work session agenda; 3. Staff to go out for consulting services or secure support services for the facilitation of the process based on the decisions of the Council and Planning Commission; 4. Consultant or support selection for the process; 5. Initiation of Community Engagement Process.

PO Box 368 Cannon Beach, Oregon 97110 • (503) 436-1581 • TTY (503) 436-8097 • FAX (503) 436-2050 www.ci.cannon- beach.or.us • [email protected]

RECOMMENDATION

Staff recommends a consensus be reached on a timeline for the Visioning Process, outlining the expectations for deliverables, staffing and resources necessary to achieve such expectations.

ATTACHMENTS

A: City Plan Community Engagement Plan, Staff B: City Plan Timeline, Staff C: Using Visioning in a Comprehensive Planning Process, Anna Haines, UWExtension (2014) D: What is Community Visioning? Steven Ames, APA (2006) E: Hillsboro 2035 Community Plan F: Greater Newport Area Vision 2040 G: Sisters Country Vision H: Sisters Country Vision Action Plan

CANNON BEACH VISION 2.0 COMMUNITY ENGAGEMENT PLAN:

BIG QUESTION: How should our community’s Comprehensive Plan be updated for the next 10-20 years in Cannon Beach, and what policy guidance, scenarios, and action items will realize the Vision we have for the future?

KEY AUDIENCES: Residents; business owners; property owners; workforce; non-profit organizations (social justice, social services, environmental, health, arts and culture); various Business Associations; Cannon Beach Chamber of Commerce; Tolovona Arts Council; Clatsop County; major employers; School District, faculty, staff, and parents; youth; City boards and commissions; City Council; City of Cannon Beach departments; and other interested organizations and members of the public.

OBJECTIVES:

• Explain project goals, scope, process, and purpose • Provide information about existing conditions, policies, and new topics/issues • Confirm existing policies’ relevance • Explore new topic/issue ideas • Gather guidance on Vision, Comprehensive Plan, and direction for future • Develop new policies and recommendations to achieve the vision, based on community feedback

GOALS:

• Target total engagement number of 360 (approx. 20 percent of the Cannon Beach population). Includes participation in events and questionnaires, downloads of online documents, attendance at presentations, engagement on social media, clicks in newsletters, etc. o 60 interactions per engagement series; 60% in-person/online, 40% broadcast o Stretch goal: 480 interactions (approx. 30 percent of the Cannon Beach population) • Demographics of participants will be collected at public events and via online questionnaires whenever possible; goal of representative participation o Geography o Race o Socioeconomic Status o Age o Gender • Target number of plan ambassadors is 4-10 o Each ambassador will be asked to host 3 meetings with 5-10 attendees o Plan ambassadors will represent different geographic areas across the city • Target number of community grant recipients is 3 o Each grant recipient will be asked to host 3 meetings with 10-20 attendees

Cannon Beach Vision: Community Engagement Plan 1

o Grant recipients will represent a range of traditionally underrepresented groups (i.e. people with limited English proficiency, low-income residents, people with disabilities) • Questionnaire target number of responses is 180

SUCCESS: The engagement process for City Plan will be successful if we achieve our target engagement numbers, interact with a representative group of community members throughout the planning process, engage traditionally underrepresented groups (low-income residents, youth, Spanish-speaking residents, etc.) and encourage the consistent participation of plan ambassadors and community grant recipients. Additionally, the engagement process will be successful if participants can clearly see how their involvement and input shaped the policies and recommended actions in City Plan.

Figure 1: We envision an engagement structure that is representative of the Cannon Beach community, provides several potential levels of involvement, and ensures consistent feedback and communication among all groups.

OVERALL STRUCTURE + APPROACH:

City Plan will engage a diverse range of stakeholders in the planning process, including those with limited English proficiency or who speak Spanish as a primary language, as well as other sectors of the community that have not traditionally engaged in the public process (students, youth, low-income people, people of color, etc.). Outreach materials will be translated into Spanish whenever possible, and at minimum will include instructions in Spanish for contacting the City for translation support or more information on the project.

Cannon Beach Vision: Community Engagement Plan 2

An engagement working group will be assembled in the first few months of the planning process and will be responsible for evaluating this engagement strategy throughout the planning process. This engagement strategy will be monitored and adjusted throughout the planning process to ensure broad community representation in all phases of City Plan.

ENGAGEMENT STRATEGY: The engagement strategy for City Plan will consist of 4 “event series,” each corresponding to a specific phase of the planning process. A broad range of coordinated approaches and techniques will be used to engage people in City Plan during each event series – including community- wide public events, small-group and stakeholder techniques, online and mobile engagement, and broadcast notification.

Figure 2: Four “event series” throughout the planning process will provide opportunities for people to engage with City Plan both at community-wide events and at smaller, more targeted events. Online and mobile tools, combined with notification techniques, will inform and encourage participation among community members who may not attend meetings in person.

A focus of engagement efforts will also be directed towards smaller, more frequent events held throughout the community. Staff will be more focused on attending existing meetings or events to be where people already are. This focus will also include meeting at times, locations, and with constituencies that may be missed by traditional downtown evening open houses or workshops.

Each event series will include the following engagement opportunities:

• Community-Wide Engagement o 4-5 community intercept events or discussions with community groups o 2-3 other community events (table at existing events, participation in open houses, or similar) o 1 larger public event (workshop, forum, or similar) • Online/Mobile Engagement o 2-3 online engagement tools (questionnaires, mapping activities, or similar)

Cannon Beach Vision: Community Engagement Plan 3

o Social media posts • Small Group/Stakeholder Engagement o 2 City Leadership contacts (Executive Leadership Team presentation or memo) o 2 Board and Commission contacts (memo for staff liaison update/report) o 1 Plan Ambassador meeting for each Plan Ambassador o 1 Community Grantee meeting for each grant recipient o 1 or more working group meetings for each working group o 1 City Council contact (work session or memo) o Presentations to Boards and Commissions as requested • Broadcast Notification o 2 or more City Plan online newsletters o Social media announcements for events, online engagement tools o Information in other publications as needed or available

Cannon Beach Vision: Community Engagement Plan 4

STRUCTURE DETAILS: VISION TASK FORCE:

The Vision Task Force (VTF) will be the appointed by the City Council to oversee and recommend to the Planning Commission and City Council a Final Workplan, including Scope, Schedule and Budge, a Final Public Involvement Plan, Future Cannon Beach Trends & Forecast Report, Final Vision, Values & Goals Document, and Final City Plan, with Comprehensive Plan Amendments and Policy, Process & Project Implementation Plan. The VTF will be comprised of 5 to 15 members, representing a broad scope of area concerns:

One [1] representative from the business community (e.g. Business, finance, chamber of commerce); One [1] representative from the development industry (e.g. home builders, land developers); One [1] representative from the short-term rental sector (e.g. property management); One [1] representative from the environmental sustainability sector (e.g. non-profit, research, advocacy) One [1] representative from the transportation sector (e.g. active transportation, public transit, personal vehicle) One [1] representative from the health sector (e.g. health equity, prevention, mental health) One [1] representative from the affordable housing sector (e.g. non-profit, ) One [1] representative from the arts, cultural and recreation sector (e.g. arts, music, history organizations) One [1] representative from the education sector (e.g. school board, libraries); One [1] representative from the civic sector (e.g. Rotary, Kiwanis, non-profits); One [1] representative from community groups connected to Hispanic population (e.g. support services); One [1] representative from faith sector (e.g. churches, conference center) and Up to three [3] members at large with specific skills, local experience, interests, geographic or demographic representation that would support strategic planning and land use development in Cannon Beach.

WORKING GROUPS:

Working Groups for specific topic areas will be assembled within the first few months of the City Plan process, and will continue through Phase 7 (Plan Adoption). The Working Groups will be composed of City staff from various departments, key stakeholders for each topic area, and other members of the public with interest and/or expertise in the topic area. Members of working groups may be selected based on supervisor recommendations (for City staff), applications/expressions of interest, or direct recruitment by the project management team. The groups will be led and facilitated by member of the City Plan team (staff or consultant).

Twice during the planning process (in Phase 3 and Phase 5), a roundtable will bring the members of all Working Groups together to review staff drafts of interim work products completed to-date and discuss the tasks and direction for the next phases. The roundtables will be followed by individual Working Group meetings to develop refined visions, preferred scenarios, policies, and recommendations for each topic area. Each Working Group will be responsible for evaluating data, public comment, and potential opportunities relevant to their topic area. The groups will produce meeting summaries, memos, or other

Cannon Beach Vision: Community Engagement Plan 5

work products as needed throughout the planning process. These groups will also play a critical role in reviewing the draft Plans during Phase 6.

- All-hands orientation/roundtable meeting, then meet a set number of times (approximately six) based on a charter for each team - One additional all-hands roundtable at the scenario development phase - Review information as it is developed and provide input and guidance - Groups with a balance of demographics, staff/resident mix, geographic representation - Ideally 50%+ technical experts - 15-20 members - Open to the public - Defined list of representation (i.e. roles needed in the room, not necessarily a specific person) - Expected teams include: - Transportation, Parking & Transit - Land Use, Infrastructure & Utilities - Economy, Tourism & Housing - Environment, Parks & Climate - Outreach & Engagement

For more detail about the specific purpose and responsibilities of working groups, see the Working Group Outline. PLAN AMBASSADORS:

A group of plan ambassadors will be assembled within the first few months of the City Plan process, and will continue throughout. Any interested resident will fill out an application/interest form to receive materials and information to facilitate “meetings in a box.” Representatives from HOAs, nonprofit groups, community organizations, business organizations, parent-teacher associations, and others would be ideal plan ambassadors. The intent is to establish a demographically representative cross- section of residents to be involved throughout City Plan. There is the possibility of appointments by City Council of at least one member per council district. The ideal size of this group is 30-50 total ambassadors. Plan Ambassadors will be formal City volunteers.

- Early all-hands orientation meeting, then quarterly meetings/engagement opportunities in each district to be facilitated by ambassadors; with assistance from CPD if requested - A mid-project and project wrap up all-hands meeting will bring the entire group together at least three times (including the orientation) during the project - Possibility of coordination and collaboration with Neighborhood Connections Pilot Project, City Works, and other similar programs - Ambassadors bring direct input pertaining to their neighborhoods or groups, while also sharing information back to their groups from the City. Opportunity for plan ambassadors to bring feedback to the City through meetings-in-a-box, distribution of questionnaires, etc. - An electronic communication format (i.e. OurCity closed group) could also be established for more frequent communication if desired.

Cannon Beach Vision: Community Engagement Plan 6

COMMUNITY PARTNER PROGRAM:

To further support demographically representative engagement, a community partner program will be established to provide up to $5,000 in funding for 2 or 3 different community organizations/nonprofit partners. Organizations who receive funding will contract with the project team to conduct engagement activities with traditionally underrepresented groups. Examples of underrepresented groups may include, but are not limited to:

- Racial/ethnic minority residents - Undocumented and immigrant residents - Low-income residents - Students & Youth (residents under 21 years old) - Families with young children - Seniors (residents over 65 years old) - Homeless and near homeless residents - Business owners and operators, employers - Disabled residents - Residents living outside Cannon Beach, but within the Growth Management Area

BOARDS AND COMMISSIONS:

Staff will prepare summary documents (memos or other similar publications) at the completion of each Plan phase. These documents will be distributed to Boards and Commissions through the staff members assigned to each board. Staff members will also be provided with a brief (2-3 sentences) update on the planning process and will be expected to inform their respective Boards and Commissions about the progress of City Plan.

In addition, members of the project management team will present to and ask for feedback from a wide range of Boards and Commissions. Involvement will vary depending on the mission of each Board or Commission. For example, the Transportation Board and Planning and Zoning Board will be involved on a monthly basis. The Boards and Commissions document describes the expected involvement of each Board and Commission.

To make the most efficient use of resources, the project management team will attempt to facilitate collaborative/combined meetings among several boards and commissions around key policy topics whenever possible. PARTNERSHIPS AND TIMELINE:

PLEASE SEE ATTACHED CITY PLAN TIMELINE

Staff has prepared a proposed timeline showing how the Visioning and City Plan Update process could be achieved over the next few years. The key component will fall to available resources and scope of work. Successful Comprehensive Plan Updates take extensive community involvement, which breeds deep community buy-in and the most vital element in successful implementation, community-wide trust.

Cannon Beach Vision: Community Engagement Plan 7

To build this network of trust, City Staff will need to strengthen partnerships and invest in some of those partnerships already established. The Columbia River Estuary Study Taskforce (CREST) is currently supporting Cannon Beach in the Foredune Management Plan process and could serve as either a ‘daily planning’ partner, assisting in the day-to-day planning needs of Cannon Beach, and/or as outreach and engagement support for the Vision 2.0/City Plan process. The City already approached CREST with a tentative scope of work and they are excited to continue supporting the City achieve its planning goals.

The attached Timeline shows a proposed work plan with four series of community engagement, built on the backbone of an engaged community-led Visioning Task Force, and a Tech Group, composed of the City’s Department Heads, CREST Planning Team and Quarterly meetings with Committee Chairs.

The process will be an intensive, highly publicized and community engaged effort that will provide guidance for policy decisions for the next twenty years. To build a successful process, partnerships across the community’s various areas of concern, civic organizations and established committees will be vital. Implementation will be directed by an appointed Implementation Committee that will provide quarterly updates to the City Council and develop a yearly Vision 2.0 ScoreCard presentation and interactive on-line tool for tracking success.

Cannon Beach Vision: Community Engagement Plan 8 CITY PLAN TIMELINE Last Updated 8/21/2019 2019 2020 2021 Task Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Phase 1: Project Kickoff & Work Plan 1.1 Project Kickoff Meetings 1.2 Stakeholder Interviews 1.3 Finalize Scope, Schedule & Budget 1.4 Public Involvement Plan 1.5 Outreach Toolkit Phase 2: Vision 2.0 2.1 Project Website 2.2 Data Assembly & Analysis 2.3 Coordination of Community Surveys 2.4 Community Intercept Vision Task Force & Tech Monthly Meeting Phase 3: Future Cannon Beach 3.1 Trends Workshop 3.2 Future Cannon Beach Trends & Forecast Report 3.3 Community Engagement Series #1 Vision Task Force & Tech Monthly Meeting Phase 4: Vision Framework 4.1 Preliminary Draft Vision, Values & Goals 4.2 Form Working Groups 4.3 Community Engagement Series #2 Vision Task Force & Tech Monthly Meeting Phase 5: Scenario Development and Testing 5.1 Scenario Framing 5.2 Scenario Analysis 5.3 Analysis of Comprehensive Plan Integration 5.4 Community Engagement Series #3 Vision Task Force & Tech Monthly Meeting Phase 6: Policy & Plan Development 6.1 Draft Policy Framework 6.2 Preferred Draft Structure Plan & CP Updates 6.3 Preliminary Draft Plan & Implementation Strategies 6.4 Community Engagement Series #4 Vision Task Force & Tech Monthly Meeting Phase 7: Plan Adoption 7.1 Adoption Draft Plan 7.2 Adoption Hearings 7.3 Finalize & Deliver Final Plan Documents 7.4 E-Plan Document Vision Task Force & Tech Monthly Meeting Planning Commission Meetings City Council Meetings Phase 8: Implementation 8.1 Announce Implementation Committee Applications 8.2 Appoint Implementation Committee 8.3 Quarterly Updates of Plan Progress 8.4 Yearly ScoreCard Presentation

APA_Part1 11/10/05 2:43 PM Page 55 What is Community Visioning? • Steven Ames • American Planning Association • 2006

Community Visioning 55

COMMUNITY VISIONING

Community visioning offers local communities new Where Are We Where Are We Where Do We How Do We Are We ways to think about and plan for the long-term Now? Going? Want to Be? Get There? Getting There? future. The visioning process was inspired in part by Community Trend Vision Action Implementation the concept of “anticipatory democracy,” an Profile Analysis Statement Plan and Monitoring approach to governance that blends futures research, grassroots public participation, and long-range strate- gic planning. Visioning has caught on quickly around the coun- try in communities undergoing rapid growth and Descriptive Trend Information Possible/Preferred Goals, Strategies, Vision/Action Plan development as well as those experiencing economic Information Scenarios Actions Implementation decline. As an adjunct to traditional community plan- Community Values Probable Scenario Community Vision Action Plan Matrix Community ning, visioning promotes greater awareness of Indicators/ societal change and deepened citizen involvement. It Benchmarks also gives communities a stronger sense of control over their destinies. THE NEW OREGON MODEL Source: Steven Ames Planning. WHAT IS VISIONING? In the simplest terms, visioning is a planning process •creates a shared sense of direction and a frame- ance around the country. The model is framed by through which a community creates a shared vision work for future community decisions; and four simple questions, which collectively form the for its future and begins to make it a reality. Such a •produces a process that results in concrete goals basis of the visioning process: vision provides an overlay for other community and strategies for action plans, policies, and decisions, as well as a guide to 1. Where are we now? actions in the wider community. While a significant Additionally, there can be second-order benefits 2. Where are we going? number of communities employing a wide range of that may not be immediately apparent in undertaking 3. Where do we want to be? approaches and techniques have undertaken com- the process, such as: 4. How do we get there? munity visioning, the most successful efforts seem to share these five key characteristics: • enriching public involvement by expanding the Answering each question implies a discrete step in terms and scope of civic engagement; the process, with different activities, outcomes, and • Understanding the whole community. The visioning •fostering new leadership in citizens who have not products. Step one involves profiling the present process promotes an understanding of the whole been previously active in public life; community’s current conditions and core values. Step community and the full range of issues shaping its •promoting active partnerships among government, two involves analyzing emerging trends and their future. It also attempts to engage the participation business, civic, and nonprofit organizations; and probable impact on the community’s future. Step of the entire community and its key stakeholder • strengthening community cohesion and “social three is geared to the creation of a vision, and step groups. capital.” four involves developing an action plan. • Reflecting core community values. The visioning Some communities have added a fifth step pro- process seeks to identify the community’s core val- In other words, engaging in the process of vision- moting action plan implementation: ues—those deeply held community beliefs and ing can be as rewarding as its products. ideals shared by its members. Such values inform Finally, there can be significant visioning benefits 5. Are we getting there? the idealistic nature of the community’s vision. for the function of planning itself. For example, • Addressing emerging trends and issues. The vision- strong consensus on community goals can provide an This addition to the Oregon Model responds to ing process explores the emerging trends driving informed and supportive context for the develop- criticism that the visioning process does not always the community’s future and the strategic issues they ment of other plans and policies. This, in turn, can produce real results. The fifth step may also incorpo- portend. Addressing such trends promotes greater facilitate and even streamline public involvement. rate the development of indicators or benchmarks to foresight, adding rigor and realism to the commu- At the same time, visioning can place new monitor and measure the community’s success in nity’s vision. demands on planning. It stretches the traditional role achieving its vision over time. • Envisioning a preferred future. The visioning of planners, calling upon new skills and competen- Visioning is designed to be iterative and ongoing. process produces a statement articulating the com- cies. It demands increased levels of dialogue and trust Benchmarking provides an important feedback loop munity’s preferred future. The vision statement with the public. Ultimately, to the degree that vision- for the eventual update of the community’s vision represents the community’s desired “destination”— ing extends beyond the traditional domain of and action plan. The action plan, having a much a shared image of where it would like to be in the planning, it requires more effective cross-sector com- shorter planning horizon than its companion vision, long-term future. munication and collaboration. requires more frequent updates. • Promoting local action. The visioning process also produces a strategic action plan. The action plan Applying the Model THE OREGON MODEL serves as the community’s “road map”: to move it The Oregon Model is a flexible approach that can be in the direction of its vision in the near-term future. Oregon was one of the first places in the United adapted to a wide variety of settings and can be States to experience the proliferation of community- scaled up or down depending on the nature of the BENEFITS OF VISIONING based visioning. In a state widely recognized for its community, its needs, and its resources. The key to land-use planning and growth management policies, its success is to shape the process to fit the place. For communities that successfully engage in vision- visioning was seen as an overlay for local land-use Establishing a vision framework—timeframe, over- ing, the process offers clear benefits. Visioning: plans and a tool to help communities manage all focus, and specific focus areas—provides a change. strategic starting point. Most communities set their • brings community members together in a uniquely Based on Oregon’s early community visioning suc- vision timeframe at 20 to 25 years into the future. different context to consider their common future; cesses and similar state-level efforts, the Oregon They also adopt a broad overall focus, encompassing • encourages the community to explore new ideas Model represents a comprehensive approach to the full spectrum of community concerns. Focus and possibilities; visioning that has since gained widespread accept- areas may range beyond traditional planning to

Steven C. Ames, Steven Ames Planning, Portland, Oregon

PARTICIPATION ! APA_Part1 11/10/05 2:43 PM Page 56 ! !

56 Community Visioning

encompass such topics as education, arts and culture, reach and strong “branding” of the visioning process ways through which we continue to connect as health, and public safety. Building on this framework, are absolutely critical to successful public involve- human beings. the design of every visioning process will vary ment. There is also an array of tools and techniques to widely. Fortunately, for many people, there remains a fun- stimulate and facilitate the visioning dialogue. These As a relatively new approach to planning, commu- damental appeal in talking about the future of their include participatory techniques, such as public nity visioning can have a steep learning curve; it may community. The reason is probably the abiding workshops and open houses, as well as more repre- employ nontraditional planning techniques such as importance of “place.” People relate to and care sentative techniques, such as citizen task forces, “environmental scanning” or alternative scenarios. about where they live; it’s one of the fundamental scientific surveys, and focus groups. The former help Managing diverse stakeholder groups or alleviating ensure broad public input, allow for open dialogue, public skepticism regarding the process can prove and promote public awareness; the latter help cap- SUCCESSFUL COMMUNITY VISIONING daunting. Midprocess course corrections are necessary. ture diverse viewpoints, promote in-depth Fortunately, none of these challenges are insur- Visioning works when: discussions, and facilitate the development of specific mountable. Moreover, the ability of visioning to • The community is concerned about its future visioning products. provide strategic input for such perennial planning and is eager for dialogue. Additionally, computer-mediated communications concerns as growth management, urban design, trans- • The process is well designed, managed, and are increasingly integral to the visioning process. portation, housing, community development, and adequately resourced. While “electronic town meetings” have yet to realize sustainability justifies the up-front investment. Indeed, • Key community institutions and opinion leaders their original promise, other tools have stepped in to planners often use the outcomes of visioning to frame are involved in the process. fill the gap. Visioning today would be inconceivable and legitimize other major planning initiatives. • Elected officials and city managers are support- without the Internet, search engines, and community ive of the process. Web sites, with their respective capacities for dissem- Involving the Public in Visioning • The public is authentically engaged in the inating and gathering information. Graphical True to visioning’s roots in anticipatory democracy, process. computer simulations have also increased our ability public involvement is a critical element of the vision- to actually see aspects of preferred—or not-so-pre- ing process. Engaging the public is essential in Visioning doesn’t work when: ferred—futures. creating a shared community vision and action plan, • The community is too polarized to engage in a Undoubtedly, evolving forms of electronic com- as well as in promoting their eventual achievement. civil dialogue. munication will continue to add new dimensions to This implies an inclusive, participatory process capa- • The process is poorly designed or managed or community visioning, just as the process itself contin- ble of forging broad public consensus on key inadequately resourced. ues to evolve as an integral part of community community goals. • Key community institutions or opinion leaders planning. To some planners, such a dialogue may seem are not involved in the process. increasingly difficult in today’s society, given the • Elected officials or city managers are unsupport- See also: numerous urgent issues on the public agenda, shrink- ive of the process. Places and Place Making ing local government budgets, the busy lives of • There is no follow-through in implementing the Public Meetings citizens, and the ever-present distractions of the vision and action plan. Surveys media and pop culture. For these reasons, public out- Visualization

Steven C. Ames, Steven Ames Planning, Portland, Oregon

PART 1 PLANS AND PLAN MAKING ! Steven Ames, Planning and Urban Design Standards, American Planning Association, JR Wiley & Sons, 2006.! HILLSBORO 2035 COMMUNITY PLAN

UPDATED AUGUST 2018 HILLSBORO2035.ORG A SHARED VISION FOR OUR COMMUNITY:

IN 2035, HILLSBORO IS A DIVERSE, SUSTAINABLE CITY KNOWN FOR SUCCESS IN BLENDING URBAN LIFESTYLE, A WORLD-CLASS LOCAL ECONOMY, AGRICULTURAL HERITAGE AND A WELCOMING, FAMILY-FRIENDLY COMMUNITY FOR AN OUTSTANDING QUALITY OF LIFE. Letter from the Mayor August 2018

Hillsboro has always been a forward-thinking community with an exceptional ability to adapt to changing times and circumstances. Decades ago, when Hillsboro was still a small town, our leaders recognized growth was coming and had the foresight to secure land, water and transit to support the economic growth we enjoy today. Hillsboro became a complete community. As the population soared toward 70,000 in the late 1990s, the City invited community members to help define how they wanted Hillsboro to grow and evolve in the years ahead.

The resulting Hillsboro 2020 Vision and Action Plan, adopted in 2000, has had a profound influence over the last fifteen years. You might be surprised just how many Hillsboro landmarks were born from that original community visioning initiative. Examples include the Hillsboro STEVE CALLAWAY, MAYOR Civic Center and Tom Hughes Plaza, Hondo Dog Park, Walters Cultural Arts Center, Venetian Theatre, community gardens, and even Ron Tonkin Field, to name just a few.

But underlying all of the visible accomplishments is an even more impressive outcome: stronger community partnerships and collaboration. Dozens of local organizations and hundreds of volunteers have had a hand in implementing the Hillsboro 2020 Vision and Action Plan. In fact, we have been so proficient that our twenty-year plan was nearly complete in fifteen.

But this is Hillsboro, where we are always looking forward and planning ahead. Like its predecessor, the Hillsboro 2035 Community Plan is built on values, goals and aspirations shared by thousands of our friends, families, neighbors and businesses, including many who are newly-arrived to Hillsboro. It sets a bold vision for the next twenty years and specifies near-term steps we can take to get there. As the title indicates, it is truly a community plan, with multiple partners volunteering to play a role in its implementation.

I hope you are as inspired as I am by the Hillsboro 2035 Community Plan. It is reflective of our growing and changing community. It strikes a balance between accommodating future growth – Hillsboro is projected to be home to as many as 140,000 residents by 2035 – and finding ways to maintain our sense of place and identity. It clearly articulates the kind of community people want to see: safe, smart, and easy to get around with strong employment and plenty of things to see and do.

Finally, I want to thank all the volunteers, staff and partner organizations who have contributed so much time and energy to this endeavor. You make Hillsboro a better place and inspire all of us to serve.

Sincerely,

Mayor Steve Callaway

HILLSBORO 2035 COMMUNITY PLAN Letter from the Hillsboro 2035 Task Force Chair Creating the Hillsboro 2035 Community Plan has been an incredible and rewarding journey. Over the past three years, our Task Force has overseen an extensive research exercise to identify key trends and CONTENTS conditions, conducted a comprehensive community engagement process, and worked with dozens of wonderful community members and stakeholders to turn people’s ideas into implementable actions.

In all, more than 5,000 individuals contributed ideas for making Hillsboro an even better place to live, work, play, learn and visit. To accomplish this level of engagement, we communicated using a variety Welcome 1 of methods and avenues. We interviewed people at festivals and events, promoted online input opportunities and installed “idea boxes” Health, Wellness and Safety 2 at various locations throughout town. We made presentations, hosted discussions and even asked people to text us their thoughts from a Hillsboro Hops ball game. We talked to people in every age group from Education and Community all walks of life. Needless to say, we heard a lot of great ideas. Involvement 8 The Task Force has worked diligently to ensure community priorities Economy and Infrastructure 12 are incorporated into the vision language and action ideas displayed on the following pages. Similar to the Hillsboro 2020 Vision and Action Plan, we have recruited partner organizations to help us move things Livability and Recreation 18 forward and established an oversight body to hold all of us accountable for progress. We have also designed an implementation program Environmental Sustainability 24 that enables us to periodically update the action plan as new ideas and opportunities arise. As we have learned from the Hillsboro 2020 experience, this is a community that gets things done. Plan Context and Process 27 We are grateful to every person who took the time to share their Community Outreach and thoughts on Hillsboro’s future. We want you to know we listened, Involvement 28 and are excited to see many of those ideas become reality in the near future.

Plan Implementation 30 We want to thank the Hillsboro City Council for providing the encouragement and financial support necessary to execute a project Hillsboro 2020 Legacy 32 of this magnitude. We also want to thank the Hillsboro 2020 Vision Implementation Committee and, in particular, Chairs John Coulter, Steve Callaway and Doug Johnson, who have skillfully led that effort Acknowledgements 35 since 1999. Their commitment, leadership and successes paved the way for our Hillsboro 2035 Community Plan.

Sincerely,

Ted Vacek, Chair Hillsboro 2035 Task Force Welcome to the Hillsboro 2035 Community Plan! HILLSBORO 2035 The Hillsboro 2035 Community Plan is our shared Vision for Hillsboro’s future and a detailed action plan for working toward that collective FOCUS AREAS Vision. The ideas in the Plan are based on input from thousands of community members in cooperation with local organizations who have agreed to share implementation responsibilities. The Plan was developed by a volunteer, community-led task force representing a wide variety of interests to ensure the Vision retained a broad community focus.

The Hillsboro 2035 Community Plan is modeled after Hillsboro’s original award-winning visioning effort, theHillsboro 2020 Vision and Action Plan. HEALTH, WELLNESS + For the past fifteen years, Hillsboro 2020 has served as a catalyst for a SAFETY wide range of community enhancements, partnerships and investments. The overarching goal of the Hillsboro 2035 Community Plan is to extend that success into the future, and guide Hillsboro’s future growth and evolution through coordinated, collaborative community engagement.

Thank you for your interest in our community’s plan for the future! Please EDUCATION + read on to learn more about the Hillsboro 2035 Vision, Focus Areas, COMMUNITY Initiatives and Actions. INVOLVEMENT

HILLSBORO 2035 VISION AND FOCUS AREAS The Hillsboro 2035 Community Plan includes a vision statement and five focus areas. The vision statement describes the type of community ECONOMY + people want Hillsboro to be by the year 2035: INFRASTRUCTURE Hillsboro 2035 Vision In 2035, Hillsboro is a diverse, sustainable city known for success in blending urban lifestyle, a world-class local economy, agricultural heritage and a welcoming, LIVABILITY + family‑friendly community for an outstanding quality of life. RECREATION Hillsboro 2035 Focus Areas are comprised as follows:

hh Goal Statement – describes desired future conditions within a focus area by 2035 hh Community Initiatives – outline focused approaches to achieving ENVIRONMENTAL goals SUSTAINABILITY hh Actions – specific steps that will be implemented to help achieve initiatives hh Community Partners – organizations that share implementation responsibility for actions

HILLSBORO 2035 COMMUNITY PLAN 1 HEALTH, WELLNESS AND SAFETY

Goal Statement Hillsboro is a safe and healthy city for all community members. The community approaches policing, fire prevention and emergency planning in a manner that builds trust, encourages public participation and fosters community preparedness and resiliency. Community partnerships and progressive planning ensure Hillsboro residents have knowledge of and access to health care and social services, affordable housing, fresh local food, and healthy lifestyles.

Lead Community Partners Support Partners • Bienestar • Oregon State University • Early Learning Washington • City of Hillsboro Extension Service County • Community Action • Rebuilding Together • Hillsboro Food Co-op • Domestic Violence Resource Washington County • Hillsboro Library Center • TVW, Inc. • Hillsboro Senior Center • Elders in Action • Tuality Healthcare • M&M Marketplace • Hillsboro Farmers’ Market, Inc. • Virginia Garcia Memorial • Oregon Department of • Hillsboro Ministerial Health Center Vocational Rehabilitation Association • Washington County • Salvation Army • Hillsboro School District • Village Without Walls

HILLSBOROH I L L O R O

2 HILLSBORO 2035 COMMUNITY PLAN HEALTH, WELLNESS + SAFETY

Initiatives and Actions

Initiative 1: Promote community wellness through expanded services, information, and access to healthy food and activities.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE/STATUS

A. Facilitate access to fresh, healthy food • Hillsboro Farmers’ Market, at farmers’ markets, co-ops, restaurants, Inc. clinics and other neighborhood locations

B. Expand the number and geographic • City of Hillsboro availability of community gardens

C. Conduct an education campaign to promote • OSU Extension Service Started healthy eating and fitness • Tuality Healthcare

D. Establish food pantries, school backpack or • Hillsboro Ministerial Started similar programs in all schools Association

E. Expand wellness initiatives in schools, and • Hillsboro School District incorporate fresh local food in lunches

HILLSBORO 2035 FOCUS AREA Health, Wellness and Safety

HILLSBORO 2035 COMMUNITY PLAN 3 HEALTH, WELLNESS + SAFETY

Initiative 2: Strengthen social support networks to elevate those in need.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE/STATUS

A. Increase employment opportunities for • TVW, Inc. people with disabilities and U.S. veterans by encouraging business and public sector hiring

B. Pursue housing-first strategies to provide • Community Action the homeless with stable shelter while they are accessing other services

C. Provide home repair help for people living • Rebuilding Together in poverty Washington County

D. Provide targeted assistance for at-risk • Community Action populations to reduce homelessness including transitional youth

E. Develop a family justice center with one- • City of Hillsboro Implemented stop access to services • Domestic Violence Resource One-time Center

F. Expand capacity of culturally-competent • Tuality Healthcare health care and help ensure people without • Virginia Garcia Memorial insurance maintain access to services Health Center

4 HILLSBORO 2035 COMMUNITY PLAN HEALTH, WELLNESS + SAFETY

Initiative 3: Create systems to facilitate aging-in-place and quality of life for our growing senior population.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Create and implement an eldercare • Washington County strategy to increase access to senior housing and health care

B. Offer recreation classes and information • City of Hillsboro workshops for seniors

C. Expand senior engagement and volunteer • Elders in Action opportunities

D. Promote technology portals through • Washington County which seniors can network and access information and services (e.g. transportation assistance)

Initiative 4: Increase the supply of affordable housing to serve Hillsboro’s growing workforce and people at all income levels.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop a citywide workforce housing • City of Hillsboro strategy

B. Expand the number of attractive, • Bienestar energy-efficient workforce housing Started options citywide

C. Facilitate development of innovative housing • City of Hillsboro such as pocket-neighborhoods, micro- Started housing, aging-in-place and live-work spaces

HILLSBORO 2035 COMMUNITY PLAN 5 HEALTH, WELLNESS + SAFETY

Initiative 5: Keep Hillsboro safe through proactive community policing, fire prevention and emergency preparedness.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Continue to update public safety • City of Hillsboro techniques and technology to serve our growing and evolving community

B. Expand public safety education, • City of Hillsboro communications and active participation opportunities for community members

C. Increase police presence in parks, • City of Hillsboro neighborhoods and schools

D. Update and follow best-practices for • City of Hillsboro use-of-force and mental health response incidents

E. Increase public safety workforce diversity • City of Hillsboro to reflect Hillsboro’s demographics

F. Increase disaster preparedness through • City of Hillsboro education, engagement and advanced warning systems

6 HILLSBORO 2035 COMMUNITY PLAN HEALTH, WELLNESS + SAFETY

HILLSBORO 2035 COMMUNITY PLAN 7 EDUCATION AND COMMUNITY INVOLVEMENT

Goal Statement Hillsboro’s comprehensive education system ranks among the best in the nation. Students have equal access to cutting-edge career and workforce programs, technology and other unique educational opportunities, making Hillsboro a preferred city for businesses, workers and families. Hillsboro remains a welcoming and attractive home to all people. Community events and activities, personal connections, cultural understanding and civic engagement create an environment where every resident has a voice and a role in keeping Hillsboro a great place to live, work, play, learn and visit.

Lead Community Partners Support Partners • City of Hillsboro • Hillsboro Parks & Recreation • PSU Hatfield School of • Community Action • Hands On Greater Portland Government National Policy • Hillsboro Chamber • Hillsboro Public Library Consensus Center • Hillsboro Community Foundation • Hillsboro Youth Advisory • SOLVE • Hillsboro School District Council • Hillsboro Tuesday Night Market • Portland Metro STEM • Pacific University Partnership • Portland Community College

8 HILLSBORO 2035 COMMUNITY PLAN EDUCATION + COMMUNITY INVOLVEMENT

Initiatives and Actions

Initiative 1: Pursue and promote continued excellence in Hillsboro schools.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Reduce student-to-teacher classroom • Hillsboro School District ratios Not Started

B. Develop advanced learning experiences • Hillsboro School District (STEAM) in schools with help from the community

C. Increase the percentage of students • Hillsboro School District enrolled in challenging curriculums including Advanced Placement and International Baccalaureate programs

D. Expand dual credit programs and increase • Hillsboro School District student enrollment in college

E. Establish a community school support • City of Hillsboro program to help meet education needs with help from parents and professionals

HILLSBORO 2035 FOCUS AREA Education and Community Involvement

HILLSBORO 2035 COMMUNITY PLAN 9 EDUCATION + COMMUNITY INVOLVEMENT

Initiative 2: Embrace and expand alternative and lifelong learning opportunities.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Grow Hillsboro higher-education • Pacific University opportunities and 4-year college presence • Portland Community College

B. Jump start student learning and success • Community Action by expanding access to free and subsidized preschool education

C. Establish community learning information • City of Hillsboro centers at libraries and other locations, Not Started with one-stop access to education and personal enrichment resources

Initiative 3: Strengthen Hillsboro’s status as an advanced learning center with strong career development facilities and programming.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Create a technology-based innovation • Portland Community College center to stimulate interest in and access Implemented to science, entrepreneurship and career One-time pathway opportunities

B. Promote student career and technical • Hillsboro School District training opportunities to parents • Portland Community College

C. Expand student internship and scholarship • Hillsboro School District opportunities

D. Provide flexible workforce training for • Portland Community College Hillsboro residents seeking Hillsboro jobs

10 HILLSBORO 2035 COMMUNITY PLAN EDUCATION + COMMUNITY INVOLVEMENT

Initiative 4: Expand efforts to make Hillsboro a welcoming home to all people.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop a cultural inclusion strategy and • City of Hillsboro Started expand engagement to minority populations

B. Host art and food-based community • Hillsboro Tuesday Night Market events, including events on the eastside of Hillsboro, to bring people together

Initiative 5: Foster a culture of civic engagement, participation and volunteerism.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop and promote volunteer • City of Hillsboro opportunities to include diverse community members

B. Expand youth engagement in community • City of Hillsboro affairs and government

C. Build philanthropic support and investment • Hillsboro Community by connecting people with causes, engaging Foundation residents and youth in community-building, and celebrating community philanthropy

D. Encourage broader participation in • Hillsboro Chamber community education and leadership programs

E. Host a Citizens’ Academy to educate and • City of Hillsboro engage residents about City issues, governance and community involvement opportunities

HILLSBORO 2035 COMMUNITY PLAN 11 ECONOMY AND INFRASTRUCTURE

Goal Statement Hillsboro’s world class economy, advanced technical training, and innovative, business- friendly culture attracts investments and supports businesses of all sizes. State of the art infrastructure systems including communications, roads, transit and water supply are in place and continually updated to accommodate the city’s growth and evolution. Hillsboro is a vibrant, regional destination for arts, recreation, cuisine and entertainment.

Courtesy of Genentech

Lead Community Partners Support Partners • City of Hillsboro • Clean Water Services • Oregon Technology Business • Hillsboro Chamber • Future Connect Center • Portland Community College • Hillsboro Downtown • Pacific University Partnership • Technology Association of • Oregon Biotechnology Oregon Association • Tuality Hospital • Oregon Entrepreneurs Network • Washington County

12 HILLSBORO 2035 COMMUNITY PLAN ECONOMY + INFRASTRUCTURE

Initiatives and Actions

Initiative 1: Promote and preserve Hillsboro’s business-friendly culture.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Encourage business of all sizes to • Hillsboro Chamber participate in community-building partnerships (e.g. volunteerism, philanthropy and leadership)

B. Advocate for Hillsboro business • Hillsboro Chamber interests with lawmakers and regulatory agencies

C. Educate residents and stakeholders • Hillsboro Chamber about the various ways large-employer jobs, investment and tax payments contribute to community enhancements

Courtesy of Infomart Data Centers

HILLSBORO 2035 FOCUS AREA

Economy and Infrastructure

HILLSBORO 2035 COMMUNITY PLAN 13 ECONOMY + INFRASTRUCTURE

Initiative 2: Encourage and support the growth of emerging industries, small business and the spirit of entrepreneurship.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop incentives and resources to • City of Hillsboro support entrepreneurship, start-ups and • Hillsboro Chamber small businesses including mentoring and Started expertise from the business and education communities

B. Assemble a locally-focused capital • City of Hillsboro network to attract and promote • Hillsboro Chamber Started entrepreneurship

C. Promote and celebrate small business • Hillsboro Chamber success

D. Develop a food innovation center with • City of Hillsboro commercial kitchen incubator space

Initiative 3: Sustain Hillsboro’s role as Oregon’s economic engine by retaining, expanding and recruiting technology and other traded-sector industries.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Implement activities including industry • City of Hillsboro cluster development, marketing and business outreach to support retention, expansion and recruitment of companies with emphasis on technology and manufacturing

B. Facilitate technology employment • Portland Community College opportunities for Hillsboro residents by expanding and promoting specialized training

C. Develop and enhance Hillsboro’s globally • City of Hillsboro competitive infrastructure essential to supporting and attracting traded-sector employers including development ready sites, transportation, workforce, communications systems, water supply and incentives

14 HILLSBORO 2035 COMMUNITY PLAN ECONOMY + INFRASTRUCTURE

Initiative 4: Expand Hillsboro’s inventory of local shopping, entertainment and dining destinations.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop a retail and restaurant strategy • City of Hillsboro promoting development of locally- • Hillsboro Chamber owned retail, high-end dining, breweries, wineries, food carts, and contemporary Started shopping in Downtown and other districts such as Tanasbourne, Orenco and South Hillsboro

B. Develop an entertainment and tourism • City of Hillsboro strategy including market analysis on • Hillsboro Chamber potential destination attractions and Not Started amenities (e.g. water park, amusement park, convention center, resort hotel)

HILLSBORO 2035 COMMUNITY PLAN 15 ECONOMY + INFRASTRUCTURE

Initiative 5: Continue efforts to develop a vibrant, mixed-use downtown as a unique attraction.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Implement a downtown revitalization • City of Hillsboro program to restore buildings and increase public amenities Downtown

B. Enhance and promote unique Downtown • City of Hillsboro districts (including Main Street, 10th Ave., SW Industrial, and Health & Education Started District) by working to increase housing, foot traffic and investment

C. Create walkable connections to • City of Hillsboro Downtown from neighborhoods and Started Jackson Bottom Wetlands

16 HILLSBORO 2035 COMMUNITY PLAN ECONOMY + INFRASTRUCTURE

Initiative 6: Implement efforts to ease traffic congestion in and around Hillsboro.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Following from the Washington County • City of Hillsboro West Side Transportation Study, advocate for a more efficient multimodal west side transportation solution for people and freight between Highway 26 and I-5

B. Support continued expansion of Highway • City of Hillsboro 26 including lanes, interchange capacity and bridges through targeted policies and pursuit of regional funding

C. Add capacity to the regional arterial street • City of Hillsboro network to ease congestion and improve freight mobility, with emphasis on north- south corridors

D. Dedicate resources to repair, maintain and • City of Hillsboro enhance existing roadways

HILLSBORO 2035 COMMUNITY PLAN 17 LIVABILITY AND RECREATION

Goal Statement With its clean, walkable neighborhoods, alternative transportation options, access to a variety of housing, open spaces and trails, abundant recreational activities and a thriving arts culture, Hillsboro is recognized as one of the most vibrant and livable communities in the Pacific Northwest.

Lead Community Partners Support Partners • City of Hillsboro • Clean Water Services • Hillsboro Farmers’ Market, Inc. • Genentech • SOLVE • Hillsboro Chamber • TriMet • Hillsboro Food Co-op • Westside Transportation Alliance • Hillsboro Parks & Recreation • Hillsboro School District • Intel • Metro • Oregon State Parks • Ride Connection • Vanpool • Washington County HILLSBOROH I L L O R O • Zipcar

18 HILLSBORO 2035 COMMUNITY PLAN LIVABILITY + RECREATION

Initiatives and Actions

Initiative 1: Launch a sustained, multi-faceted effort to make Hillsboro a clean and inviting community citywide.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Conduct proactive property • City of Hillsboro maintenance education, outreach and code enforcement

B. Involve homeowner associations, • SOLVE renters and others in community clean-up and adopt-a-road programs

C. Launch an urban tree, plant and flora • SOLVE beautification program

D. Establish a community forestry • City of Hillsboro management program (e.g. Tree City Started USA)

HILLSBORO 2035 FOCUS AREA

Livability and Recreation

HILLSBORO 2035 COMMUNITY PLAN 19 LIVABILITY + RECREATION

Initiative 2: Foster distinct, vibrant neighborhoods featuring quality development, preserved landmarks, a variety of housing, and services safely accessible by walking, biking, transit, or short commute.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Identify locations and facilitate • City of Hillsboro development of retail, dining and services within walking and biking distance of neighborhoods

B. Make parks and open space accessible to • City of Hillsboro all neighborhoods

C. Preserve heritage homes and structures • City of Hillsboro

D. Adopt standards for urban design with • City of Hillsboro emphasis on creating or preserving Started neighborhood character and “sense of place”

E. Develop a world-class high-speed • City of Hillsboro Started communications system

20 HILLSBORO 2035 COMMUNITY PLAN LIVABILITY + RECREATION

Initiative 3: Expand Hillsboro’s inventory of community events, festivals and family activities citywide.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Extend seasonal access to farmers • Hillsboro Farmers’ Market, Inc. markets with a focus on exploring year- Started round and indoor options

B. Encourage development of plazas, • City of Hillsboro streetscapes, green spaces and other new Started venues for holding community events citywide

C. Expand the role of libraries as activity and • City of Hillsboro education centers by adding programming and locations

Initiative 4: Ensure Hillsboro remains a thriving hub for arts and cultural activities.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop a comprehensive, vibrant public • City of Hillsboro art program

B. Add performing arts and other cultural • City of Hillsboro arts venues and activities at multiple Started locations citywide

C. Support initiatives to expand art • City of Hillsboro “districts,” galleries, studios and maker- Started spaces

HILLSBORO 2035 COMMUNITY PLAN 21 LIVABILITY + RECREATION

Initiative 5: Continue to build a full-service, world-class parks system scaled to meet growing community demand.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Increase parks accessibility for people • City of Hillsboro with disabilities and create at least Started one destination park for disabled community members

B. Create one or more “regional” • City of Hillsboro Started destination parks

C. Develop new nature playgrounds • City of Hillsboro

D. Add new dog parks • City of Hillsboro

Initiative 6: Expand recreational facilities and opportunities to serve Hillsboro’s growing and diversifying population.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Develop community centers to serve • City of Hillsboro Started seniors, youth and families citywide

B. Create interactive trails with amenities • City of Hillsboro like art and cultural activities

22 HILLSBORO 2035 COMMUNITY PLAN LIVABILITY + RECREATION

Initiative 7: Make Hillsboro walkable and bicycle-friendly citywide for daily living and recreation.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Continue to complete gaps in Hillsboro’s • City of Hillsboro sidewalk network, with an emphasis on sidewalks near school zones

B. Add and promote off-street walking, • City of Hillsboro running and hiking trails citywide

C. Improve on-street bicycle commute and • City of Hillsboro recreation infrastructure by adding lanes, improving buffers and connections, and promoting designated travel routes

Initiative 8: Continue to enhance alternative transportation options, services and facilities.

ACTION LEAD COMMUNITY PARTNER(S) TIMELINE

A. Extend public transit hours, routes and • TriMet services

B. Enhance appearance, quality and safety of • TriMet bus shelters and MAX stations

C. Work with employers to increase transit • Westside Transportation usage, develop express service options, Alliance and identify additional commute efficiencies

D. Promote emerging transportation • Westside Transportation alternatives that reduce single-occupancy Alliance car use

HILLSBORO 2035 COMMUNITY PLAN 23 ENVIRONMENTAL SUSTAINABILITY

Goal Statement Hillsboro is a sustainable community that takes proactive steps to protect natural assets, minimize greenhouse gas emissions, and recover, recycle and renew resources. Residents, businesses and community institutions understand the link between economic prosperity and environmental health, and work collaboratively to maintain a thriving city for future generations.

Hillsboro Environmental Sustainability Plan Sustainability has long been an integral component of Hillsboro’s community vision and identity. The six focus areas of the Hillsboro 2020 Vision and Action Plan have successfully addressed many aspects of environmental, social and economic livability. Under the Hillsboro 2020 “Preserving the Environment” umbrella, more than a dozen actions were implemented to advance environmental sustainability, from acquiring and restoring critical habitat to promoting environmentally-friendly construction and increasing the proportion of Hillsboro’s energy derived from renewable sources. In 2010, a new vision action led to the creation of a task force to expand upon and coordinate the implementation of environmental sustainability initiatives identified through visioning outreach.

Over the past few years, the Hillsboro Sustainability Task Force has used that visioning input and worked with a variety of public and private sector partners to develop a new Hillsboro Environmental Sustainability Plan (ESP). While the Hillsboro 2035 Community Plan sets a broad road map for building

24 HILLSBORO 2035 COMMUNITY PLAN ENVIRONMENTAL SUSTAINABILITY

a more sustainable community (including social, economic and broader livability issues), the ESP is specifically focused on stewardship of the Implementation Stewards environmental goals therein. In this sense, the • City of Hillsboro Environmental Sustainability Plan is essentially a • Clean Water Services fifth Hillsboro 2035 focus area. • Energy Trust of Oregon • Enhabit • Hillsboro Chamber • Hillsboro School District • Hillsboro Youth Advisory Council • Northwest Natural Gas • Oregon Department of Energy • Oregon Department of Environmental Quality • Portland Community College • Portland General Electric • Washington County Solid Waste & Recycling • Westside Transportation Alliance

The ESP contains three primary goal areas and numerous specific actions – both existing and potential – to be carried out over the next five years. The ESP is designed to be flexible and easily updated as new opportunities arise, additional implementation partners step forward and technological advances provide new approaches for achieving Plan goals.

Within each of the ESP goal areas, the Task Force has identified specific indicators and targets for tracking progress and outlined a series of program, project and policy actions to move the Plan forward. A variety of community organizations have volunteered to serve as implementation stewards. Each year, the Task Force will collect empirical data and survey implementation stewards to develop an annual progress report as part of the overall Hillsboro 2035 reporting process.

HILLSBORO 2035 COMMUNITY PLAN 25 ENVIRONMENTAL SUSTAINABILITY

Major Plan goal areas and objectives, with some examples of potential actions from over 60 that have been identified, include:

Energy Objectives: • Reduce greenhouse gas emissions • Reduce use of non-renewable energy resources • Expand use of renewable energy resources to meet demand Example Action Proposals: hh Home ‘energy score’ pilot project hh Energy related education and resources for residents and businesses hh Biogas to energy (i.e., renewable natural gas) hh Enhance employee commute options and incentives hh Enhancement of bicycle infrastructure

Resource Conservation Objectives: • Enhance understanding of the importance of natural assets and ecosystem services • Protect and enhance environmental assets (air, land, water and habitat) • Foster healthy human and wildlife populations Example Action Proposals: hh Tree planting campaign hh Promote EcoBiz and golf course eco-certification hh Monitor bird and amphibian diversity and health hh Promote sustainability awards program hh Curtail air pollution from wood and debris burning

Resource Recovery and Renewal Objectives: • Reduce waste stream volumes • Repurpose waste stream elements for beneficial use • Pursue a “one-water” use and reuse strategy Example Action Proposals: hh Encourage proper backyard composting hh Encourage use of durable commercial goods (e.g., food service ware) hh Enhance recycling opportunities at multi-family developments hh Explore options for food waste composting hh Incorporate sustainable development principles into City codes

26 HILLSBORO 2035 COMMUNITY PLAN COMMUNITY PLAN CONTEXT AND PROCESS

The Hillsboro 2035 Community Plan was developed The Hillsboro 2035 Community Plan was developed over a three-stage process as depicted in the graphic in advance of updates to the City’s Comprehensive below. Early demographic and trend research in 2013 Plan and Transportation System Plan. The latter helped frame extensive public outreach, community documents inform the way the City plans and funds conversations and input on Hillsboro’s future by over land use and infrastructure improvements. Engaging 5,000 community members. The resulting feedback the public at the community vision level generated a was then sorted into idea themes and referenced by list of public ideas, goals, preferences and priorities teams of over 60 community volunteers and topic- related to mobility, housing, existing and future area experts to create specific action proposals. neighborhood character and many other planning Those proposals were prioritized through a topics. City of Hillsboro Planning and Transportation community review survey, and the highly-supported staff will conduct additional outreach associated with actions were adopted by community partners for both Plan updates. implementation. The Hillsboro City Council adopted the Plan in July 2015.

HILLSBORO 2035 COMMUNITY PLAN

1 2 3

Hillsboro Vision and Action Community Ideas Community Profile Plan Development

Community Leader Intervies Community Conversations Theme Team Meetings Community Data Assessment Public Forums Community Revie Prioritiation Citien Phone Survey Surveys Recruit Partners Public Engagement Planning Collect Community Ideas Complete Plan Profile Report Set Up Theme Teams City Council Revie 2013 2014 2015

HILLSBORO 2035 COMMUNITY PLAN 27 Community Outreach and Involvement Between 2013 and 2015 over 5,000 individuals PUBLIC directly participated in the development of the Hillsboro 2035 Community Plan. The Hillsboro PARTICIPATION 2035 Task Force employed a variety of outreach approaches to make engaging easy. Key documents HIGHLIGHTS and surveys were also translated into Spanish to facilitate access for a growing segment of Hillsboro’s xx 5,000+ total direct participants population. The majority of outreach took place during the second phase of planning, referred to xx 2,000+ participants via e-input as “Imagine Hillsboro 2035!” Some of the ways the Task Force connected with the community xx 1,400+ Facebook and e-newsletter are outlined below. In addition, during the final subscribers phase of the project, approximately 800 individuals x completed a survey to identify their top priorities x 25 community conversations among proposed actions in the various Hillsboro x events and festivals 2035 focus areas. x 12 xx 14 idea boxes Online Engagement • Resident E-mails • Hillsboro Employer Survey • E-Newsletter • Peak Democracy Ideation Forum • Facebook /Twitter • Community Review Action Prioritization Survey

Community Presentations, Listening Sessions and Interviews • Brown Middle School Career Fair • Creative Conversations Group • Business Integrity Group • Downtown Business Group • Century High School Leadership Class • Hillsboro Arts & Culture Council • Community Leader Interviews • Hillsboro Chamber Board • Hillsboro Community Foundation • Hillsboro Community Senior Center • Hillsboro High School Leadership Class • Hillsboro Landmarks Advisory Committee • Hillsboro Parks and Recreation Commission • Hillsboro Pastor’s Association • Hillsboro Planning Commission • Hillsboro Resident Telephone Survey • Hillsboro Rotary Club • Hillsboro School District Long Range Planning Group • Hillsboro School District Parent Leadership Group • Hillsboro Tuesday Night Market Board • Hillsboro Youth Advisory Council • Leadership Hillsboro • Portland Community College Future Connect • Realtor Forum • Tanasbourne Business District

28 HILLSBORO 2035 COMMUNITY PLAN Community Events and Festivals • Celebrate Hillsboro • Intel Earth Day Event • Centro Cultural Children’s Celebration • Intel Ronler Acres Open House • Hillsboro Arts & Culture Summit • Showtime at Shute Park (2) • Hillsboro Latino Cultural Festival • Tanasbourne Town Hall 2013 • Hillsboro Youth Invasion • Whole Foods Earth Day Event • Hillsboro 2020 Town Hall • WL Henry Elementary School Carnival

Idea Boxes • Brookwood Library • Shute Park Aquatic & Recreation Center • Hillsboro Civic Center • Shute Park Branch Library • Insomnia Coffee (two locations) • Tuality Community Hospital • M&M Marketplace • Unitus Community Credit Union • New Seasons Market • Whole Foods Market • Portland Community College, Hillsboro Campus • Yesenia’s Market • Reedville Café

HILLSBORO 2035

Community Outreach and Involvement

HILLSBORO 2035 COMMUNITY PLAN 29 COMMUNITY PLAN IMPLEMENTATION

Oversight Committee Hillsboro 2035 Community Plan implementation Members serve two-year terms. Individual member will be guided by a citizen-led Oversight Committee terms may be renewed by mutual agreement. The appointed by the Mayor and City Council, with Chair is selected from among the public-at-large administrative support provided by the City of candidates. The Chair appoints a Vice-Chair, also Hillsboro. The Committee will consist of members as from among the public-at-large members, to serve follows: as his or her proxy and successor. Committee Chair responsibilities include: • One Hillsboro City Council liaison • Two Community Partners from each of the five • Approving agendas and leading Committee focus areas (invitations to participate in the meetings Oversight Committee will be rotated to include a • Participating in project planning sessions diversity of partners) • Providing periodic updates to City Council • Public-at-large members with representatives of • Promoting Vision progress and public community interests, including but not limited participation to: • Assisting with visits from interested parties • Neighborhoods and Districts • Multi-Cultural Community • Faith Community

30 HILLSBORO 2035 COMMUNITY PLAN The Hillsboro 2035 Community Plan Oversight Committee (and/or Focus Area Subcommittees) will meet at least quarterly. The primary role of the Committee is to monitor, facilitate and report implementation progress. Specific roles and responsibilities include:

• Organizing Community Partner events and meetings • Collecting annual information on Community Partner progress • Producing an annual progress report • Hosting an annual community celebration • Promoting implementation achievements • Evaluating and recommending minor modifications to actions • Conducting ommunityc engagement and action updates at five year intervals Lead Community Partner Role Individual actions are implemented under the guidance of Lead Community Partner organizations. Lead Community Partner responsibilities include:

• Leading implementation of adopted actions • Identifying Support Partners and resources to facilitate implementation • Providing annual progress reports to the Community Plan Oversight Committee • Participating in periodic Hillsboro 2035 Community Plan events and celebrations

HILLSBORO 2035 COMMUNITY PLAN 31 HILLSBORO 2020 LEGACY

The Hillsboro 2020 Vision and Action Plan has served as Hillsboro’s roadmap since the year 2000. Much like the Hillsboro 2035 Community Plan, Hillsboro 2020 was assembled with broad community participation and implemented with help from dozens of community partners. Including updates in 2005 and 2010, the Vision and Action Plan ultimately served as home-base for 180 community projects and programs. Those priorities were initiated and implemented, some as one-time actions, others as continuing programs that remain in place today.

Hillsboro 2020 Hall of Fame: Implemented Actions • 10th Avenue Public Place • Child Care Strategy • Access to the Web • Citizen Involvement Advisory • Community Leadership Training • ADA Intersection Ramps Committee • Community Safety Training/ • Airport Master Plan • City-Neighborhood Targeting Involvement Communications • Concerts and Movies in the • Art and Exhibit Tours • City-Wide Business Marketing Park • Arts and Culture Facility and Recruitment • Display Art in Public Venues Inventory • Collaboration with Washington • Diverse Housing Goals • Arts Funding Development County VAN • Downtown Community • Athletic Event Attraction and • Common Zip Code Meeting Centers Promotion • Community-wide Day of • Downtown Core Area Vision • Barrier-free Housing Education Service • Downtown Marketing / and Incentives • Community Data Network Business Recruitment • Bicycle and Pedestrian Advisory Strategy • Downtown Parking Strategy Committee • Community Education and • Downtown Redevelopment • Bike/Pedestrian Easement Training Links Opportunities Identification • Community Events • Early Childhood Learning • Bike Rack Policy • Community Events Calendar Inventory and Access • Building Community • Community Garden • Ecological Business Program • Business Land/ Space Database Development • Education/Training • Business Targeting Research • Community Landscaping Coordination

HILLSBORO 2020 VISION

Implemented Actions

32 HILLSBORO 2035 COMMUNITY PLAN • Emergency Shelter Supply • Housing with “Visitability” • Neighborhood Projects Toolkit • Enhance Business Internship • Housing Zone Formula • New Arts/Crafts Fairs Programs • Identify/Map Pathways • New Community Food-Tasting • Environment-Friendly • Identify and Support Economic Event Construction Education Activity Centers • New Cultural Arts Center • Environment-Friendly • Identify Historic Sites • New Education Action Council Construction Incentives • Integrated Bike Network • New ESL Programming • Events to Benefit Non-profits • Jackson Bottom Wetlands • New Hillsboro Arts & Culture • Expanded After School Access Council Programs • Jackson Bottom Wetlands • New Historic Landmarks • Expanded Farmers’ Market Enhancement Committee • Expanded Volunteer • Juvenile Fire Setting Prevention • New Latino Cultural Center Opportunities • Landscaped Area Opportunities Study • Expand Essential Health Clinic • Language Network Expansion • New Local Arts Competition • Expand Health Services and • Language Network Technology • New Local Economic Capacity • Libraries as Resource Centers Development Strategy • Family-Wage Jobs Creation Promotion • New Local Education/High-Tech • Family-Wage Jobs Profile • Library System Access Consortium • Fund Pathways Enhancement • New Local Historical Society • Greenway Easement Advocacy • Light Pollution Program • New Outreach Program • Health Care Access and • Local Fitness Promotion Development Funding Advocacy • Local Goods and Services • New Parks Property • Health Care Barrier Removal Procurement Identification • Health Care Referral Service • Local Transit System • New Seniors and Youth Expansion • Location-Appropriate Public Partnerships • Health Care Services Education Safety Strategies • New Tree Planting Program • Hillsboro Latino Cultural • Math and Science Education • New Youth After School Festival • Multi-Cultural Business Programs • Hillsboro Motto Development Resources Involvement • Off-leash Dog Area • Hillsboro Public-Private • Multi-Lingual Emergency • Online Technology Access Sustainability Task Force Training Enhancement • Parent Involvement in Schools • Historic/Cultural Sites • Musical Performances • Parks and Transportation Education Expansion Coordination • Historic Structure Incentives • Natural Resource Inventory • Parks Facilities Inventory • Host Film Events • Neighborhood Gathering • Parks Land Incentive • Housing Inventory Assessment Places • Parks Land Inventory/Analysis

HILLSBORO 2035 COMMUNITY PLAN 33 • Parks Master Plan Update • Renewable Energy Pilot • Sustainability Outreach • Pest and Weed Control Projects Program Promotion • Renewable Energy Source Use • Sustainable Schools • Philanthropist and Volunteer Promotion • Third Places Incentive Recognition • Resource Area Designation and • Third Places Site Options • Philanthropy Education Acquisition • Transit Service Expansion • Planning and Zoning Standards • Resource Area Regulation • Transit System Expansion and Evaluation • Resource Conservation Promotion • Planting Native Species Incentives • Volunteer Database • Pollution Codes Review • Restoration Programs • Waste Reduction/Recycling • Pollution Hot-Lines Coordination Education for Youth • Promote Health Care Access for • Safe Routes to School • Waste Reduction Promotion Children • School Resource Officers • Water Conservation Program • Promote Participation in Local Program Continuation Development Decisions • Senior Housing Options • Water Systems Support • Public Art • Sidewalk Completion and • Welcome to Hillsboro Program • Public Online Centers and Repair • Wildlife Habitat Restoration Computer Systems • Signage Development and and Education • Public Places Need/Promotion Implementation Plan • Winter Community Celebration • Public Safety Issue Response • Small Business Resource Center • Wireless Networks Access Mechanisms • Smart Crossings • Workforce Development • Public Safety Planning • Stream Restoration Assessment • Youth Arts Support • Public Safety Promotion • Streams/Wetlands Stewardship • Zoning and Development • Public Square Task Force and Education Codes Revision Development • Student Involvement in • “Third Places” Business • Recreational Programs Government Support Enhancement • Support Neighborhood Clean- • “Visitability” Education • Regional Transportation Up Days Leadership • Support Performing Groups • Regional Water Supply • Surface Water Pollution Leadership Education

Hillsboro2035.org

34 HILLSBORO 2035 COMMUNITY PLAN Hillsboro 2020 Vision Implementation Committee 2014-2015 ACKNOWLEDGEMENTS

Hillsboro 2035 Task Force Ted Vacek, Chair Jorjia Fields Luis Nava Hal Ballard James Gleason Deanna Palm Quintin Bauer Karen Henkemeyer Adam Saffel Michael Brown Doug Johnson Bryan Welsh Steve Callaway Jon-Michael Kowertz Tom Wolf Nick Eaton Jaime Miranda

Hillsboro 2020 Vision Implementation Committee 2014-2015 Doug Johnson, Chair Paul Danko Heather Robinson Quintin Bauer Jorjia Fields Bruce Roll Michael Brown James Gleason Adam Saffel Jenny Cadigan Beth Graser Ted Vacek Steve Callaway Karen Henkemeyer Bryan Welsh Cece Clitheroe Sia Lindstrom Tom Wolf John Coulter Deanna Palm

HILLSBORO 2035 COMMUNITY PLAN 35 Hillsboro 2035 Theme Team Participants

Economy and Education and Health, Wellness and Livability and Infrastructure Community Involvement Safety Recreation

Ed Arrington Dr. Jeremy Brown Dan Aberg Tina Bailey Jenny Cadigan Michael Brown Olga Acuña Hal Ballard Mark Clemons Steve Callaway Paulina Castro Quintin Bauer Saffron Cleveland Aron Carleson Paul Danko Cris Caravaca Jorjia Fields Aubrey Clark Ignolia Duyck Brad Choi Doug Johnson Jocelyn Done James Gleason John Coulter Jon-Michael Kowertz Nick Eaton Sarah Huggins Kay Demlow Josue Mondragon Beth Graser Steve Krautscheid Sean Morgan Don Odermott Steve Larson Sia Lindstrom Daniel Smith Deanna Palm Linda Lybecker Henry Reimann Ted Vacek Carly Riter Janel McKenna Dan Rutzick Laura Weigel Adam Saffel Luis Nava Shauna Sauer Bryan Welsh Cameron Soran Deanna Palm Emily Smith Mayor Jerry Willey Tacy Steele Karissa Pavlik Storm Smith Tom Wolf Pam Treece Shahid Sheikh Ramsay Weit Kim Strelchun

Hillsboro Sustainability Task Force 2014-2015 Ted Vacek, Chair, Hillsboro 2035 Task Force Heather Robinson, Hillsboro 2020 Rep. Melanie Adams, Hillsboro Building Department Loren Rogers, Hillsboro School District Carol Brown, Portland General Electric Bruce Roll, Clean Water Services Elaine Cole, Portland Community College Kimberley Sackman, Epson Portland, Inc. Brian Glazebrook, NetApp Bob Grover, Hillsboro Chamber Kevin Hanway, Joint Water Commission Sharon McCarty, Hillsboro School District Willy Paul, Kaiser Permanente Karissa Pavlik, Hillsboro Youth Advisory Council Carly Riter, Intel Corp.

Staff and Professional Assistance Photo Credits Chris Hartye, City of Hillsboro City of Hillsboro Dacia Bakkum, City of Hillsboro Genentech Jason Robertson, J Robertson and Company Hillsboro Farmers’ Market, Inc. Michele Neary, Mad Bird Design Hillsboro School District Jose Jaime, J and L Translations Infomart Data Centers Portland Community College Bruce Montgomery Jess Stewart-Maize, Lens Flare Photography Elizabeth Telle SOLVE

36 HILLSBORO 2035 COMMUNITY PLAN NOTES

HILLSBORO 2035 COMMUNITY PLAN 37

Barometer by Devin Laurence Field

Dancing Chairs by James Schmidt CITY OF HILLSBORO 150 E. MAIN STREET, HILLSBORO, OR 97123 503-681-6219 HILLSBORO2035.ORG

Sisters Country is more than just a place to live – it’s a place to grow as people. There is a desire to be in relationship with one another here. There may be more opportunities in the big city, but here you feel like you are needed. You decide to find joy wherever you are. I choose here.” ~ Emily Rickards, Sisters Business Owner

WWW.SISTERSVISION.ORG | PHOTO BY JERRY BALDOCK/OUTLAWSPHOTOGRAPHY.NET SISTERS COUNTRY’S NEW HORIZONS

BECOME PART OF OUR VISION!

A Place to Love. Sisters Country is a stunningly beautiful part of Deschutes County, Oregon. To declare this landscape is loved is an understatement. From native peoples and early settlers, to loggers and mill workers, to today’s ranches, farms and diverse communities, anyone who’s ever called this place home knows this about Sisters Country: It shapes your life and becomes who you are.

Sisters Country is Growing and Changing. At the same time, this land of big views and small town charm is no longer Oregon’s best-kept secret. Our population is growing, bringing jobs and business opportunities, as well as new development, visitors and traffic. Growth can challenge our environment, our sense of place, our traditions and community spirit, but such values are our constants as we look to a changing future.

We’re Planning for Our Future. We’re taking a proactive approach in planning ahead. In 2018, the City of Sisters, in partnership with Deschutes County and Central Oregon Intergovernmental Council, sponsored Sisters Country Horizons, a community conversation about the future of this place we call home. We engaged nearly 2,000 participants, garnering tens of thousands of individual comments and bold ideas for our community.

One Vision, 20 Strategies, Unlimited Possibilities. Today, we have a vision for our future, a plan to get there, and a new name – Sisters Country Vision. The Vision Action Plan, developed by citizens is a catalogue of possibilities, with 20 key strategies to be carried out by local government, public agencies, businesses, nonprofits and other partners over the next five-to-ten years. As a ‘living’ plan, it will inform future decisions and help move us in the direction of our vision.

An Invitation to Become Part of Our Vision. Achieving the Sisters Country Vision is one of the most important things we will ever do. With the help of a new Vision Implementation Team, we are shaping change to our advantage, helping keep Sisters Country the special place it is for generations to come. We invite you to join us. Visit Sisters Country Vision on the web, download the full action plan, watch for news about this project, roll up your sleeves, and become part of our vision!

SISTERS COUNTRY VISION 3 OUR VISION FOR SISTERS COUNTRY

A LEGACY FOR GENERATIONS TO COME

Our Vision for Sisters Country is the overarching aspiration for this place we call home. Incorporating input from participants across the community, it reflects the ideas and words of Sisters Country residents themselves – and their intentions for a more prosperous, livable, resilient and connected community.

SISTERS COUNTRY proudly stands at a pivotal moment in its history – with a past we choose to honor, a present we seek to improve, and a future we aspire to create that is uniquely and positively our own.

We honor and strive to maintain our spectacular natural environment, our small town feel, the experience of caring and belonging, our outstanding schools, and our Western identity.

We actively seek to improve our community’s quality of life, economic opportunity and affordability for all residents, and the facilities, programs and services that enrich and sustain our lives.

We aspire to create a prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation, a livable city and region that remain welcoming even as we grow, resilient people better prepared for a challenging world, and a connected community that works together for the common good.

OUR VISION is to seize this moment, choose our preferred future, and create an enduring legacy for generations to come.

4 SISTERS COUNTRY VISION This is our moment – our time in the sun. We have benefitted from the great people who came before us. We have pride of place and livability, a connected community, and engaged citizens. Now, how do we build on this? How do we manifest a legacy for future generations?” ~ Jack McGowan, Community Activist

WWW.SISTERSVISION.ORG | PHOTO BY JERRY BALDOCK/OUTLAWSPHOTOGRAPHY.NETSISTERS COUNTRY VISION 5 Sisters Country is an Inspiration Destination – a place to think, create, and innovate. With pioneering economic development strategies, we can create a prosperous Sisters with initiatives that support a diverse and resilient local economy, encouraging entrepreneurship and advocating for the next generation while respecting our community’s shared values and vision.” ~ Caprielle Foote-Lewis, EDCO-Sisters Area

6WWW.SISTERSVISION.ORGSISTERS COUNTRY VISION | PHOTO BY JERRY BALDOCK/OUTLAWSPHOTOGRAPHY.NET PROSPEROUS SISTERS

Our vision: A prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation.

This focus area is about creating a Sisters Country that is prosperous for all its residents. It covers such topics as jobs, small business, economic development, and entrepreneurial activities that generate livelihoods and income for Sisters Country residents.

OUR STRATEGIES FOR A PROSPEROUS SISTERS

Four-Season Tourism & Visitor Destination. Strategically develop Sisters Country’s tourism and destination economy, increasing the number of shoulder season and winter events and attractions, such as performances, festivals, retreats, educational speaker series, trainings, and outdoors sports tournaments.

Oregon’s Artisanal Capital. Develop and promote Sisters Country as the “Artisanal Capital of Oregon,” building on its strategic location and spectacular environment, expanding the artisanal economy including visual artists, trades and crafts people, musicians, performance artists, writers, brewers, distillers, and farm-to-table chefs.

Sisters Makers District. Develop and promote a Sisters Makers District, where wood, metal, and glass crafts, woven crafts, pottery, and arts studios mix with local food and craft beverages, creating a pedestrian friendly zone that compliments, diversifies, and expands the local economy, and supports entrepreneurialism and innovation.

Vibrant & Diverse Local Economy. Facilitate local entrepreneurial infrastructure and the development of Sisters-compatible light Industrial land and building inventory, as well as support vocational education and workforce development.

Forest Service Property Development. Facilitate the development of a masterplan on the U.S. Forest Service property that is compatible with the community’s character and identity, combining mixed-used commercial, residential and recreational facilities that anchor and define the community, create new jobs, and provide housing options.

Each of the above strategies includes a number of action steps designed to implement it, along with suggested lead partners, potential supporting partners, and milestones and timelines for their achievement. For a full copy of the Vision Action Plan visit: www.sistersvision.org.

SISTERS COUNTRY VISION 7 LIVABLE SISTERS

Our vision: A livable city and region that remain welcoming even as we grow.

This focus area is about creating a Sisters Country that is livable for all its residents. It covers such topics as growth and planning, housing, transportation, parks and recreation, environmental quality, biking and walking, and other factors that combine to make Sisters Country a great place to live.

OUR STRATEGIES FOR A LIVABLE SISTERS

Walkable Downtown. Expand pedestrian-friendly amenities in downtown Sisters, encouraging residents and visitors to get out of their cars and walk, including during the evening hours.

Affordable Housing. Increase the availability of affordable housing in Sisters Country, including a comprehensive review of the 2010 Sisters Housing Plan, promotion of a diverse mix of housing types, and support for private and volunteer programs that address the issue of housing affordability.

Integrated Transportation System. Implement the updated Sisters Transportation System Plan that addresses changes in local and regional growth and new state transportation policies. Determine a preferred alternative to address congestion on Highway 20 in Downtown Sisters, exploring alternate routes and roadway designs, traffic management strategies, bicycle and pedestrian options, signage, and centralized public parking.

Expanded Trail System. Support Sisters Trails Alliance and the U.S. Forest Service in expanding and integrating equestrian, bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural communities with downtown, linking Sisters to Redmond and Bend, and facilitating appropriate access to recreational areas.

Parks, Recreation & Greenspace. Identify potential new parks, greenspaces and recreation sites and facilities in Sisters Country to meet the needs of a growing resident population and create new public amenities and visitor attractions. Recognize and honor the City of Sisters’ status as a Tree City, and develop a Dark Skies program.

Each of the above strategies includes a number of action steps designed to implement it, along with suggested lead partners, potential supporting partners, and milestones and timelines for their achievement. For a full copy of the Vision Action Plan visit: www.sistersvision.org.

8 SISTERS COUNTRY VISION Residents of Sisters Country are engaged in their community and cherish the environment and natural beauty that surrounds them. Such values are clearly reflected in our vision for a more livable Sisters, preserving and enhancing the small town feel we all embrace.” ~ Steve Swisher, Deschutes County Planning Commission

WWW.SISTERSVISION.ORGSISTERS | COUNTRYPHOTO BY VISION STEVEN AMES9 Along with Sisters Country’s location, beauty and quality of life, come the challenges of keeping our community safe, healthy, and secure. This means increasing our resilience in the face of wildfire, natural hazards and similar threats. The Sisters Country Vision will help keep our community united, alert and prepared for whatever may come our way.” ~ Roger Johnson, Sisters-Camp Sherman Fire District

10WWW.SISTERSVISION.ORGSISTERS COUNTRY VISION | PHOTO BY GARY MILLER RESILIENT SISTERS

Our vision: Resilient people better prepared for a challenging world.

This focus area is about creating a Sisters Country that is resilient and responsive for all its residents. It covers such topics as public safety, health and wellness, social services, fire safety and disaster preparedness, and other initiatives that will help our community to be prepared for unanticipated events or an uncertain future.

OUR STRATEGIES FOR A RESILIENT SISTERS

Urgent Care Facility. Pursue establishment of a comprehensive urgent care facility in Sisters, providing walk-in and related ambulatory care and medical services for a rapidly growing population and increasing numbers of tourists.

Communications Connectivity. Improve communications connectivity and infrastructure (telecommunications, broadband, mobile and Internet services) in Sisters Country with special attention focused on underserved areas.

Age-Friendly Community. Support an ‘age-friendly’ community in Sisters Country, encouraging key organizations to share resources and to advocate for issues relevant to all ages and abilities.

Fire/Drought Resistant Building & Development Codes. Review and update the City of Sisters and Deschutes County building and development codes to improve and enhance the fire and drought resistance of homes, communities and landscapes in Sisters Country.

Disaster Preparedness & Response. Promote enhanced coordination of disaster preparedness and response efforts in Sisters Country within the statewide network. Improve and enhance natural disaster preparedness and socioeconomic resilience training and education programs.

Each of the above strategies includes a number of action steps designed to implement it, along with suggested lead partners, potential supporting partners, and milestones and timelines for their achievement. For a full copy of the Vision Action Plan visit: www.sistersvision.org. PHOTO BY JERRY BALDOCK/OUTLAWSPHOTOGRAPHY.NET

SISTERS COUNTRY VISION 11 CONNECTED SISTERS

Our vision: A connected community working together for the common good.

This focus area is about creating a Sisters Country that is more connected, making all its residents feel welcome and involved. It covers such topics as governance and leadership, education and learning, civic engagement and dialogue, volunteerism, and other things that bind us together as a community.

OUR STRATEGIES FOR A CONNECTED SISTERS

Small Town Atmosphere. Promote the small-town atmosphere and friendly vibe of Sisters Country as the city and region grow, increasing outreach and opportunities for face-to-face contacts, neighbor-to-neighbor cooperation, and visitors-to-locals connections and commerce.

Innovation & Distinctive Programming in Schools. Support the innovative curriculum, distinctive programming, community-based initiatives, and year-round use of existing Sisters School District facilities, bolstering the district as the “hub of the community” and connecting its students to the community and beyond.

Multi-Purpose Community Center. Plan, finance and develop a multi-purpose community center in Sisters, featuring year-round programming and opportunities for community members of all ages and abilities to gather and connect, take part in healthy recreation and exercise, and participate in classes, arts, lectures, and community events.

Diversity & Inclusion. Bring Sisters Country’s less frequently heard voices into a more diverse, welcoming and inclusive community conversation, fostering greater tolerance in the community, and helping newcomers as well as long-time residents to feel valued and supported.

Leadership Training & Development Emphasizing Youth. Develop a deeper pool of leadership through mentorship, education and training, opportunities for civic participation, and community involvement across the generational spectrum with a particular emphasis on youth and young adults.

Each of the above strategies includes a number of action steps designed to implement it, along with suggested lead partners, potential supporting partners, and milestones and timelines for their achievement. For a full copy of the Vision Action Plan visit: www.sistersvision.org.

12 SISTERS COUNTRY VISION Only when our community exercises empathy are we able to see with the eyes of another, listen with the ears of another, and feel with the heart of another. The Sisters Country Vision seeks to include all Sisters residents, to value one another, and to acknowledge the sometimes quiet yet powerful voices that are not always at the table.” ~ Ruth Jones, OSU Open Campus Juntos Program

WWW.SISTERSVISION.ORG | PHOTO BY JERRY BALDOCK/OUTLAWSPHOTOGRAPHY.NETSISTERS COUNTRY VISION 13 CONTRIBUTORS AND ACKNOWLEDGEMENTS

In Sisters Country anything can happen when people choose to invest their time and energy.” ~ John Tehan, Longtime Sisters Country Resident PROJECT SPONSOR – City of Sisters, Oregon Chuck Ryan, Mayor Andrea Blum, Councilor Nancy Connolly, President, City Council Richard Esterman, Councilor David Asson, Councilor

PROJECT PARTNERS Deschutes County, Community Development Department Oregon’s Kitchen Table initiative, Portland State University Central Oregon Intergovernmental Council, Community & Citizens4Community (C4C) Economic Development Department (COIC)

PROJECT MANAGEMENT TEAM (PMT) Scott Aycock, Central Oregon Intergovernmental Council Nick Lelack, Deschutes County Community Development Amy Burgstahler, Citizens4Community Nicole Mardell, Deschutes County Community Development Patrick Davenport, Sisters Community Development Janel Ruehl, Central Oregon Intergovernmental Council

VISION ACTION TEAM (VAT) Chuck Ryan, City of Sisters; VAT Chairman Ann Marland, Sisters Trail Alliance Nick Beasley, Cascade Street Distillery Jack McGowan, Sisters-Camp Sherman Fire District Board Julie Benson, Sisters Eagle Airport Nicole Mardell, Deschutes Country; Horizons PMT * Paul Bertagna, City of Sisters Suzanne Pepin, Sisters Rural Area Representative Art Blumenkron, Sisters Planning Commission Ian Reid, U.S. Forest Service, Deschutes National Forest Bob Burgess, Sisters Arts Association Emily Rickards, The Open Door Restaurant Amy Burgstahler, Citizens4Community, Horizons PMT Janel Ruehl, COIC; Horizons PMT * Marie Classen, Habitat for Humanity Craig Rullman, Running Iron Nancy Connolly, Sisters City Council Dennis Schmidling, Sisters Art Association Patrick Davenport, City of Sisters, Horizons PMT * Curtiss Scholl, Sisters School District Dixie Eckford, Sisters Parks Advisory Board Mandee Seeley, Houseless Persons Advocate Caprielle Foote-Lewis, EDCO-Sisters Area * Pete Shepherd, Citizen Activist Bill Hall, Community Activist Steve Swisher, Deschutes Planning Commission Robyn Holdman, Citizens4Community John Tehan, Sisters Country Property Owner Karen Hulbert-Hickman, Sisters Rural Area Representative Fran Willis, Oregon Community Foundation (ret.) Roger Johnson, Sisters-Camp Sherman Fire District * Focus Area Team Leaders

14 SISTERS COUNTRY VISION VISION SUMMIT ‘STORYTELLERS’ Keith and Connie Cyrus, Aspen Lakes Resort Dawn Cooper, Sisters School District, Family Access Network Emily Rickards, Open Door Restaurant Bill Willits, FivePine Lodge COMMUNITY VOLUNTEERS Patrick Davenport, Robyn Holdman, Davina Luz, Shannon Rackowski, Janel Ruehl, Pete Shepherd, Fran Willis: Community Workshop Facilitators liliana cabrera, Dawn Cooper, Suriana Iverson, Roger Johnson, Ruth Jones, Ian Reid, Katie Stewart: Special Community Outreach Citizens4Community Values & Visioning Days and Vision Quilt volunteers PROJECT SUPPORT Aspen Lakes, FivePine Lodge, Ray’s Food Place, Sisters Area Chamber of Commerce, Sisters Camp Sherman Fire District, Sisters High School, Sisters Library, The Nugget SPECIAL THANKS Jerry Baldock, Bob Burgess, Amy Burgstahler, Patrick Davenport, Caprielle Foote-Lewis, Robyn Holdman, Carol Jenkins, Roger Johnson, Ann Marland, Cory Misley, Julie Pieper, Kerry Prosser, Ian Reid, Pete Shepherd, Sue Stafford, Steve Swisher CONSULTING TEAM Steven Ames, NXT Consulting Group, Bend, Oregon Donald Rushmer, NXT Consulting Group, Portland, Oregon Ruth Williamson, NXT Affiliate, Ruth Williamson Consulting, Bend, Oregon Steve Maher, NXT Affiliate, Steve Maher New Media, Wenatchee, Washington Michele Neary, NXT Affiliate, Mad Bird Design, Portland, Oregon PROFESSIONAL SUPPORT Sarah Giles, Wendy Willis: Oregon’s Kitchen Table Initiative, Portland State University Nick Lelack, Nicole Mardell, Kyle Collins, Peter Gutowsky, Zechariah Heck, Izze Liu, Matt Martin, Nate Miller, Tarik Rawlings, Jacob Ripper, Peter Russell, Tanya Saltzman, Hether Ward: Deschutes County Community Development Department Scott Aycock, Janel Ruehl: Central Oregon Intergovernmental Council Let’s Talk Diversity Coalition, Latino Community Association PUBLICATION Michele Neary, Mad Bird Design: Website & Graphic Design Jerry Baldock, outlawsphotography.net: Principal Photography Gary Miller, Steven Ames, Patrick Davenport: Additional Photography FINANCIAL SUPPORT City of Sisters, Oregon Deschutes County Community Development Department Central Oregon Intergovernmental Council

SISTERS COUNTRY VISION 15 SISTERS COUNTRY VISION © 2019 CITY OF SISTERS, OREGON VISIT US ONLINE AT WWW.SISTERSVISION.ORG

GREATER NEWPORT AREA VISION 2040 OUR COMMUNITY VISION

A Visioning Project by and for the People of the Greater Newport Area

VISION AND STRATEGIC PLAN OCTOBER 2017

[This page intentionally left blank.]

GREATER NEWPORT AREA VISION 2040 | 2

TABLE OF CONTENTS

ACKNOWLEDGEMENTS….………..………………………………………………………………………………..………………………………..……...4

VISION BACKGROUND Envisioning the Future of the Greater Newport Area……………………………………………………………………………………………….5 Key to Strategy Tiers and City Roles…………………………………………………………………………………………………………………………7 Greater Newport Area Vision 2040 Visioning Process by the Numbers…….………………………………….………………….……….8

VISION AND STRATEGIES Our Big Vision………………………………………………………………………………………………………………………………………….…………….10 Our Core Values………………………………………………………………………………………………………………………………………..…………..11 Focus Area Visions and Strategies………………………………………………………………………………………………..………………………..12  Our Vision for Enhancing a Livable Region………………….……………………………………………….……………….…..…12  Our Vision for Preserving and Enjoying Our Environment…….…………………………………………………………..…14  Our Vision for Creating New Businesses and Jobs…………..………………………………………………….……….………15  Our Vision for Learning, Exploring, and Creating New Horizons…….……………………………………………….……17  Our Vision for Improving Community Health and Safety…………….…………………………………………..………..…19  Our Vision for Fostering Collaboration and Engagement.……………….…………………………………..…....………..21

Resolution Adopting Greater Newport Area Vision 2040……………………………………………………………………………………….22

APPENDIX A: 1. Vision Development…………………………………………………...... ………………………………………………………..………………..26 2. Community Involvement and Outreach………………..……………………………………………….…………...... ……………………….29 3. Full List of Tier 1 Strategies………………….………………………………...... …………………………………………….……………….….32

APPENDIX B: 1. Strategies Prioritization Matrix 2. Roles and Priorities Worksheets (6) 3. Meeting-In-A Box Materials

GREATER NEWPORT AREA VISION 2040 | 3

GREATER NEWPORT AREA VISION 2040 COMMUNITY VISION A N D STRATEGIC PLAN

ACKNOWLEDGEMENTS The Greater Newport Area Vision 2040 was developed with the guidance and collaboration of The Greater Newport Area Vision 2040 Advisory Committee, the Newport City Council, and City of Newport staff, based on thousands of comments and suggestions received from Greater Newport Area community members and visitors.

A special thank you to the entire community, but especially to all those who helped guide the process. *Listed alphabetically within each group

GREATER NEWPORT AREA VISION CITY COUNCIL 2040 ADVISORY COMMITTEE Sandra Roumagoux, Mayor Wayne Belmont Wendy Engler, Council President Bob Berman David Allen Beatriz Botello Dietmar Goebel Steve Boynton Mark Saelens Bill Branigan Dean Sawyer Cathey Briggs Laura Swanson Lorna Davis Lisa Ely CITY OF NEWPORT STAFF Wendy Engler Rachel Cotton Matt Harner Peggy Hawker Kaety Jacobson Sherri Marineau Jessica Linnell Spencer Nebel Patricia Patrick-Joling Derrick Tokos Carla Perry Bonnie Petersen CONSULTING TEAM Robert Porch HDR Sandra Roumagoux Doug Zenn, Project Manager Laura Swanson Katney Bair Gil Sylvia Cassie Davis Lucinda Taylor Lindsay McWilliams Tom Webb Jon Zagel Steven Ames Planning Steven Ames, Principal

GREATER NEWPORT AREA VISION 2040 | 4

ENVISIONING THE FUTURE OF GREATER NEWPORT

VISION GENERATION & The Greater Newport Area Vision 2040 is organized into HOW THE VISION WILL BE USED three elements that can be used separately or The Greater Newport Area Vision 2040 project launched together: in the fall of 2016 and concluded in the fall of 2017. The 1. Overarching Vision. The first tier (“Our Big Vision”) project was guided by the Greater Newport Area Vision is an overarching vision statement for the entire 2040 Advisory Committee, in collaboration with the City community. of Newport and hundreds of community members and 2. Focus Area Visions. The second tier is a series of visitors that participated in the visioning process. more specific vision statements for each of six “focus areas,” including: The motivation for creating a Community Vision for the  Enhancing a Livable Region Greater Newport Area emerged from a desire to  Preserving and Enjoying Our Environment generate broad descriptions of the quality, spirit, and  Creating New Businesses and Jobs values of the community, and to divide these concepts  Learning, Exploring, and Creating New Horizons into “focus areas” that can serve as long-term targets  Improving Community Health and Safety for future planning efforts. The community’s Vision is  Fostering Collaboration and Engagement rooted in a statement of Community Values; these are 3. Focus Area Vision Strategies. The third tier is a the qualities that the community appreciates most and series of specific vision strategies proposed to help wishes to preserve into the future. They, along with the realize their respective focus area visions and, in Vision Statements—our community's aspirations for the turn, help achieve our Big Vision. future—are to remain at the forefront of future City decision-making processes. All Vision Strategies include the City of Newport's role, designating the City as either Lead, Partner, or Support in The Vision is designed as a “living document” that achieving that strategy. All strategies have also been given a should be revisited and updated on a regular basis relative priority and are sorted into one of three tiers. through annual goal-setting sessions and budgetary Recognizing that not all strategies can be tackled appropriation processes. Some of the Vision Strategies simultaneously, the tiers will help provide guidance for fall squarely within the established roles and where to initially focus Vision implementation efforts. They responsibilities of the City of Newport, while others do not imply importance of one strategy over another. may rely on the involvement of other key community Indeed, all of these strategies are seen as important. partners. Detailed decisions related to who should undertake which strategies, and which actions will be TIMELINE required to implement these strategies, will be All of the ideas contained in the Greater Newport Area addressed upon adoption of this Vision and Strategic 2040 Vision are aspirational. They describe a desired Plan by Newport’s City Council. future and not necessarily an existing set of conditions. They are written to make the reader feel present in the DOCUMENT FORMAT AND CONTENTS year 2040. At the same time, many of these strategies The Greater Newport Area Vision 2040 is our will be implemented long before the year 2040 arrives, community’s Vision for the year 2040. Created by the and some are already in progress. Greater Newport Area community, this Vision is intended to guide the City of Newport and its public, THE GREATER NEWPORT AREA private, civic, and community-based partner The Greater Newport Area can be defined as the City of organizations in the cultivation of an “enterprising, Newport and areas outside the city for which Newport livable, dynamic, affordable, educated, safe, healthy, is the hub of employment, services, and other activities, collaborative, and inclusive” community in the future. extending to Otter Rock in the north, Toledo to the east, and Seal Rock to the south. Recognizing that Newport’s surrounding communities will be partners in

GREATER NEWPORT AREA VISION 2040 | 5 a successful future, the project actively sought input by the City Manager’s Office, with representatives from from Greater Newport Area residents and visitors in partner organizations, existing advisory committees, developing the Vision. and the broader community. The Committee’s responsibilities could include: PUBLIC INVOLVEMENT  Informing annual City Council goal-setting and The visioning process had three main phases: 1) budgetary processes by linking planned projects Foundation Building; 2) Vision Development, and; 3) with Vision Statements and Strategies; Strategic Planning (see Appendix B: Vision  Tracking implementation of key Strategies, Development, pg. 26, for Visioning Process Timeline). developing metrics for measuring progress, and preparing annual progress reports; During each of these phases, the project team engaged  Engaging City committees, staff and partner community members in conversations around four organizations to facilitate implementation of basic questions: Strategies;  What do you most appreciate about the Greater  Periodically updating the Vision and Strategic Plan Newport Area? to reflect changes in the community; and  What are the biggest challenge(s) for the Greater  Promoting the Vision and Strategic Plan, increasing Newport Area now or in the future? public awareness of the Vision Statements and  What is your vision(s) for the future of the Greater Strategies, and supporting community engagement Newport Area? efforts to achieve desired outcomes.  What are strategies for achieving your vision? The City of Newport has many established and Over the course of the project, the project team dedicated citizen advisory committees, and it is received a wealth of input, comments, opinions, and essential that those committees, with the support of ideas from the Greater Newport Area community in City staff, actively participate in the implementation of response to these four questions. The questions were the Vision and Strategic Plan. They should assume a posed to the public through a series of stakeholder lead role in implementing strategies relevant to their interviews, focus groups, project-related events, public committee’s work, with support and guidance from the meetings, online and in-person surveys, and the Vision 2040 Advisory Committee. For City-led project’s Facebook page. Over the course of the strategies where implementation cannot be undertaken project, 1,542 vision ideas and 1,126 strategies (non- by existing advisory committees, or that are dependent unique) were collected through public comments. upon the efforts of partner organizations, the Vision 2040 Advisory Committee may need to assume a more One of the underlying goals of the visioning process prominent role in helping to facilitate implementation. was to facilitate broad community participation and reach diverse, multi-cultural populations who have PRIORITIZATION OF STRATEGIES traditionally been under-engaged in City planning All Vision Strategies received a priority ranking, within processes. Throughout the duration of the project, one of three tiers, as a result of a joint Vision 2040 targeted outreach to the local Latino community was Advisory Committee/City Council meeting that occurred done through Spanish-language translation of project on July 31, 2017. Community input was also taken into materials and at meetings, bilingual focus groups, consideration when determining priorities (see targeted events coordinated through Centro de Ayuda, Appendix B: Strategies Prioritization Matrix, pg. 33). The and interviews on Spanish-language radio. relative priority of the various strategies may shift over time based upon changes that are occurring in the IMPLEMENTATION community, funding availability, and partnership The Vision project has resulted in a Vision and Strategic opportunities. One of the implementation Plan that is action-ready. Moving forward, active plan responsibilities for the standing Advisory Committee oversight will be required to keep the Vision alive. This should be to periodically assess the tier designations oversight should be provided by a permanent City- and make adjustments where appropriate. appointed Vision 2040 Advisory Committee, supported

GREATER NEWPORT AREA VISION 2040 | 6

KEY TO STRATEGY TIER S AND CITY ROLES

This key contains a detailed explanation of the tiers and City roles that have been assigned to each of the Vision’s Strategies.

TIER 1 Strategies with strong community support, identified as high priorities for implementation by the Greater Newport Vision 2040 Advisory Committee and City Council.

TIER 2 Strategies with strong support from some community stakeholders, Greater Newport Vision 2040 Advisory Committee members, and City Councilors, and more moderate support from others. Those strategies that fall within this category may require additional community outreach to better understand constituent needs and concerns prior to implementation.

TIER 3 Strategies that received mixed responses from community members or that were identified by the Greater Newport Vision 2040 Advisory Committee and City Council as low priorities for implementation.

LEAD The City of Newport assumes primary responsibility for the implementation of a given action.

PARTNER The City of Newport is a partner in the implementation of proposed action steps, actively collaborating with other public, private and/or community partners in its achievement.

SUPPORT The City of Newport actively supports the implementation of a proposed action by other public, private or community entities, lending its endorsement and resources as deemed appropriate.

GREATER NEWPORT AREA VISION 2040 | 7

Visioning by the Numbers

1,542 VISIONS and 1,126 STRATEGIES received through public comments KICK-OFF EVENTS were held in 5 February, attended by 314 people, 287 COMMENT CARDS during which: were collected at 199 COMMENT CARDS were completed Seafood and Wine Festival 326 VISIONS were generated 353 STRATEGIES were generated 60 COMMUNITY MEMBERS CITY EMPLOYEES attended the Employee attended the Committees Visioning Lunch on February 16 Visioning Dinner on 56 February 16 PEOPLE (of all ages!) 130 attended the Friday Family Night 164 event on February 17 MAP COMMENTS have been submitted PEOPLE attended the Visioning 60 Kick-off Event and Workshop on February 18 435 CONTACTS have been added VISIONS were submitted via the to the project email list 27 News Times “Views on the News” feature

‘MEETINGS IN A BOX’ were con- 1,885 PEOPLE were reached 12 vened in March and April, attend- through 3 paid Facebook ed by 170 STAKEHOLDERS advertisements

ONLINE SURVEY RESPONSES have been submitted 1,251 through two public surveys

VISION AND STRATEGIE S

GREATER NEWPORT AREA VISION 2040 | 9

OUR BIG VISION In 2 0 4 0 , G re a t e r N e w p o r t is t h e h e a r t of t h e O re g o n C o a st , an enterprising, l i va b l e c o m m u n i t y t h a t fe e l s l i ke h o m e to re s i d e n t s a n d v i s i t o rs a l i ke . We l i v e in h a r m o ny w i t h o u r c o a sta l environment – t h e o c e a n , b e a c h e s a n d b ay, n a t u ra l a re a s , r i v e rs a n d fo re st s t h a t s u sta i n a n d re n e w us w i t h t h e i r exceptional b e a u t y, b o u n t y, a n d o u td o o r recreation. O u r c o m m u n i t y collaborates to c re at e e c o n o m i c opportunities a n d l i v i n g wa g e j o bs t h at h e l p ke e p t h e G re a t e r N e w p o r t A re a d y n a m i c , d i v e rs e , a n d affordable. We ta ke p r i d e in o u r community's e d u ca t i o n , innovation, a n d creativity, h e l p i n g a l l o u r re s i d e n t s l e a r n , g ro w, a n d t h r i v e . O u r c o m m u n i t y is s afe a n d h e a l t hy, e q u i ta b l e a n d i n c l u s i v e , re s i l i e n t a n d a l ways p re p a re d . We v o l u nt e e r, h e l p o u r n e i g h b o rs , s u p p o r t t h o s e in n e e d , a n d w o r k t o g e t h e r as t r u e p a r t n e rs in o u r s h a re d f u t u re .

GREATER NEWPORT AREA VISION 2040 | 10

OUR CORE VALUES

WE VALUE...

Our Coastal Location... Our ocean, Our Working Waterfront... Our thriving beaches and lighthouses, the Bayfront, working commercial fishing and seafood industry, local and waterfront and fishing fleet, marine industries and distant water fleets, charter boats, recreational institutions, and the temperate climate and coastal fishing, ocean-related businesses, and expanded lifestyles we enjoy. International Terminal.

Our Natural Beauty and Access to Our Robust Science and Marine Nature... Our beautiful natural environment, Education Community... Our numerous undeveloped coastline and bay shore, stunning scientific organizations that fuel our economy and scenery, bracing weather, forests and rivers, feed our minds, including the Hatfield Marine closeness to nature, easy access to natural areas, Science campus, NOAA and OMSI, the Oregon and diverse recreational opportunities. Coast Aquarium, and Oregon State University's Marine Studies Initiative and Extension Service. Our Healthy Environment... Our clean air and clean water and the healthy environment they Our Diversified Economy... Our diverse provide, including well-maintained parks and public economic base, including the working waterfront, spaces, and the care we take in protecting the science and marine education, and the arts, as well natural resources that sustain us. as tourism that brings a diverse mix of visitors and revenue into town. Our Small Town Feel... Our safe, friendly community with its sense of place, working people Our People and Collaborative Spirit... and small businesses, families and retirees – a Our people and local organizations who embrace small-town setting with “big city" amenities like the bold ideas, take risks, and give of their time and Performing Arts Center and Recreation Center. resources, and their collaborative spirit that enriches social, environmental, and educational Our Districts and Neighborhoods... opportunities in our community. Our distinct districts and areas of town, from Nye Beach to the Bayfront, Agate Beach, City Center, Our Community and Support and South Beach, each with its own distinct Services... Our dedicated people in community character, amenities, history and culture, local and support services, including police, fire fighters, businesses, neighborhoods, and residents. teachers, civic leaders, schools, and public agencies who plan our city, educate our children, help us Our Vibrant Arts Community... Our prepare for emergencies, and keep us safe. vibrant arts community with diverse, accessible cultural offerings for locals and visitors, from the Our Growing Diversity... Our growing performing arts, theater groups, and the symphony cultural diversity as a coastal community that to the visual arts, fine arts events, venues, and embraces newcomers, welcomes people of all artists, all supported by a growing population of cultures and backgrounds, and provides a great local talent. place to live, work, raise children, visit, and retire.

GREATER NEWPORT AREA VISION 2040 | 11

A. OUR VISION FOR ENHANCING A LIVABLE REGION

In 2040, the Greater Newport Area is an enterprising, livable community that feels like home to residents and visitors alike. We have carefully planned for growth, with well-maintained infrastructure, affordable housing for all income levels, robust public transportation, diverse shopping opportunities, and distinct, walkable districts and neighborhoods.

KEY STRATEGIES FOR ENHANCING A LIVABLE REGION TIER I City Role: [Lead] [Partner] [Support]

A1. Infrastructure Investments [Lead]: Maintain and A3. Transportation Corridors [Partner]: Revitalize upgrade local infrastructure within available funding. Highway 101 and Highway 20 in and around Newport to serve as attractive gateways to the community. A2. Housing Supply [Partner]: Increase supplies of affordable and workforce housing, including rentals and for sale units at prices that are accessible to a broad range of the general public.

TIER II City Role: [Lead] [Partner] [Support]

A4. City Wide Beautification [Lead]: Promote citywide A8. Vacation Rentals [Lead]: Assess the growth and beautification, generating a fresh yet familiar look for distribution of vacation rentals and take longer-term Newport through streetscaping, improvements to actions that may be required to address impacts on building façades, and ocean friendly landscaping. neighborhoods and the community.

A5. City Center Revitalization [Lead]: Develop a City A9. Understanding Impacts of Seasonal Housing Center improvement strategy that expands options [Lead]: Gain a better understanding of the impacts for living, shopping, working, and dining in the area that seasonal housing, including second homes and by promoting walkability, mixed-use development, vacation rentals, has on the availability and and refurbishment of historic buildings. affordability of housing and the provision of public services within the community. A6. Mixed-Use Development [Lead]: Promote mixed- use neighborhoods in appropriate areas of the city, A10. Street, Highway and Bridge Improvements incorporating a blend of commercial uses, [Lead]: Engage the State of Oregon and community employment, and residential development that partners to identify bridge alternatives and future create a distinct sense of place. street and highway improvements that meet local needs while mitigating congestion and A7. Housing Development Incentives [Lead]: accommodating future growth and increased traffic. Implement incentives to lower development costs and encourage construction and renovation of an array of housing types to augment the supply of affordable, quality, energy-efficient units.

GREATER NEWPORT AREA VISION 2040 | 12

KEY STRATEGIES FOR ENHANCING A LIVABLE REGION TIER II (Cont.) City Role: [Lead] [Partner] [Support]

A11. Bicycle and Pedestrian Safety and Amenities A15. Complete Streets [Partner]: Design [Lead]: Work to improve the safety of bicyclists and neighborhoods around streets that are well pedestrians throughout Newport. Plan, fund, and integrated with local transit, are ADA Accessible, and develop improvements to bicycle and pedestrian accommodate "active transportation" such as amenities in strategic areas of the city, including cycling, walking, and wheelchair moving. sidewalks, crosswalks or overpasses, “traffic calming,” bike racks, and planned bicycle and A16. Public Transit Improvements and Expansion pedestrian routes. [Partner]: Develop targeted improvements to the local transit system, including better scheduling, A12. Multiuse Paths and Trails [Lead]: Maintain and signage, and plans for system expansion. Work with expand the multiuse path and trail system. Lincoln County to upgrade bus service in Newport and surrounding areas, with improved routes and A13. Strategic Investments and Partnerships [Lead]: more frequent service. Pursue strategic investments and partnerships to adequately meet the needs of the community as it A17. Transit Reliability and Promotion [Partner]: grows and develops. Develop and promote transit as a robust and reliable alternative to driving within the Greater Newport A14. Developable Land [Partner]: Ensure an Area. adequate supply of buildable land by first encouraging redevelopment of underutilized and redevelopable properties. Extend infrastructure to undeveloped land that is zoned for development- related uses.

TIER III City Role: [Lead] [Partner] [Support]

A18. Telecommunication Technology [Lead]: Promote universal, high-speed Internet access throughout the city. Expand community and business access to new telecommunication technologies.

GREATER NEWPORT AREA VISION 2040 | 13

B. OUR VISION FOR PRESERVING AND ENJOYING OUR ENVIRONMENT

In 2040, the Greater Newport Area lives in harmony with its coastal environment. Our ocean, beaches and bay, natural areas, rivers, and forests sustain and renew us with their exceptional beauty, bounty, and outdoor recreation. We retain our connection to nature, protecting our land, air, water, natural habitats, and biodiversity, and promoting more sustainable ways of living.

KEY STRATEGIES FOR PRESERVING AND ENJOYING OUR ENVIRONMENT TIER I City Role: [Lead] [Partner] [Support]

B1. Sewer and Stormwater Management [Lead]: B2. Integrated Shared-Use Trail System [Lead]: Develop Maintain, upgrade, and modernize stormwater and sewer an integrated trail system, accommodating multiple infrastructure to reduce overflows, keep our waterways uses, that connects neighborhoods, visitor destinations, and beaches clean, and minimize flooding in a manner that open spaces, and natural areas. is both fiscally responsible and environmentally friendly.

TIER II City Role: [Lead] [Partner] [Support]

B3. Parks and Recreation Needs and Upgrades [Lead]: B6. Environmental Conservation Partnerships [Partner]: Engage the community in identifying priorities and Prioritize conservation of significant open spaces and future needs related to open space, trail, and park and natural resource areas, including beaches and recreation assets. Make recommendations for future headlands, midcoast watersheds, the Yaquina Bay park upgrades, planning, and development, paying Estuary, rivers, streams, forests, and fish and wildlife particular attention to funding maintenance. habitat. Partner with local environmental organizations and agencies to expand and strengthen programs to B4. Trail-Building Program [Lead]: Establish a City trail- protect and restore natural areas and resources and building program that provides opportunities for preserve environmental quality. volunteer involvement. B7. Comprehensive Recycling and Reduced Waste B5. Green Building and Development [Lead]: Promote and [Partner]: Target the greater Newport area to achieve incentivize environmentally responsible, resource-efficient the highest rate of recycling of any city in Oregon building and development techniques, including onsite through source reduction, reuse, recycling, composting stormwater management, permeable pavement, energy- of food waste, and curbside glass recycling. efficient buildings, ecological landscaping, and native plantings. B8. Renewable Energy [Support]: Increase the use of renewable energy to achieve energy independence in the Greater Newport Area, harnessing a combination of renewable energy sources and technologies.

TIER III City Role: [Lead] [Partner] [Support]

B9. Climate Action Plan [Partner]: Develop a comprehensive public-private climate action plan to lessen the greater Newport area's contribution to climate change, as well as to mitigate the impacts of climate change on the community itself.

GREATER NEWPORT AREA VISION 2040 | 14

C. OUR VISION FOR CREATING NEW BUSINESSES AND JOBS

In 2040, the Greater Newport Area collaborates to create economic opportunities and living wage jobs that help keep Newport dynamic, diverse, and affordable. Our economy is balanced and sustainable, producing living-wage jobs in the trades and professions, while supporting new start-up companies and small businesses based on local talent, entrepreneurship, ideas, and resources.

KEY STRATEGIES FOR CREATING NEW BUSINESSES AND JOBS TIER I City Role: [Lead] [Partner] [Support]

C1. Expanded Working Waterfront [Partner]: C3. Living-Wage Jobs [Support]: Partner with new Leverage our maritime industries and marine- and existing businesses to retain, expand, and create related assets to expand and diversify the capacity of jobs that pay living wages, providing at least a marine businesses, including full utilization of the minimum income necessary so that workers can International Terminal. meet their basic needs.

C2. Science Economy Expansion [Partner]: Expand Newport's science and marine economy, promoting it nationally and internationally as a hub for scientific research, ocean observation, education, and utilization and conservation activities.

TIER II City Role: [Lead] [Partner] [Support]

C4. Airport Improvements [Lead]: Maintain and enhance C9. Small Business Development [Support]: Expand the Newport Municipal Airport as a viable community training and education for small business asset that can support business growth and development development and entrepreneurial skills, including and improve access to and from the community. resources for artists, craftspeople, trades, and technology start-ups. C5. Marine Economy and Economic Development [Partner]: Link Oregon State University's Marine C10. Green and Sustainable Business [Support]: Studies Initiative and the area's marine economy Promote and support businesses in the Greater into economic development planning. Newport Area that use and market green and sustainable technologies, materials, and products. C6. Tourism Diversification [Partner]: Diversify Newport's tourist industry by promoting expansion C11. Sustainable Fisheries [Support]: Support of ecotourism as well as interpretive programs innovation and new markets in sustainable fisheries based on Newport’s maritime industries. by leveraging new technologies and partnering with the science community. C7. Arts and Cultural Destination [Partner]: Promote the Greater Newport Area as a major arts and cultural destination. C12. Diversified Agricultural Economy [Support]: Promote the production, marketing, and direct sales C8. Local Businesses Support [Support]: Support and of seafood, value added wood products, and local retain existing local businesses. agricultural products.

GREATER NEWPORT AREA VISION 2040 | 15

KEY STRATEGIES FOR CREATING NEW BUSINESSES AND JOBS TIER II (Cont.) City Role: [Lead] [Partner] [Support]

C13. “Shoulder Season” Attractions and Festivals [Support]: Develop new attractions, festivals, and marketing to sustain tourism through the shoulder season.

TIER III City Role: [Lead] [Partner] [Support]

C14. Viable and Sustainable Commercial Air Service C15. Permanent Farmers Market [Partner]: Create a [Partner]: Work with local, state, and federal permanent home for a year-round farmers market partners to develop a model for sustainable with expanded hours and business acceleration commercial air service. opportunities for food, beverage, and agriculture related start-ups.

GREATER NEWPORT AREA VISION 2040 | 16

D. OUR V ISION FOR LEARNING, EXPLORING, AND CREATING NEW HORIZONS

In 2040, the Greater Newport Area takes pride in our community's education, innovation, and creativity, helping all our residents learn, grow, and thrive. Our schools are appropriately funded through diverse means of support to meet the highest standards of educational achievement. Our college and university prepare students for rewarding lives and productive careers. The arts and opportunities for creative expression and learning are high quality, diverse, and available and accessible to everyone.

KEY STRATEGIES FOR LEARNING, EXPLORING, AND CREATING NEW HORIZONS TIER I City Role: [Lead] [Partner] [Support]

D1. Funding for Schools [Support]: Develop creative, D2. Vocational Technology and STEM Programs diverse, and alternative sources of funding for [Support]: Expand vocational tech and Science, educational facilities, classes, programs, and Technology, Engineering and Mathematics (STEM) extracurricular activities in the Greater Newport education, including K-12, OCCC, and OSU, and Area schools, including consideration for pre-K and offering classes, training, and certification for marine early childhood education. sector and other jobs.

TIER II City Role: [Lead] [Partner] [Support]

D3. Art in Public Spaces [Lead]: Integrate the arts as a D8. Bilingual and Cross-Cultural Education [Support]: key element of the city’s identity, including expanding Establish comprehensive bilingual and cross-cultural the presence of public art throughout the community. educational programs throughout the community, including English for Speakers of Other Languages D4. Expanded and Upgraded Arts Footprint [Lead]: (ESOL) instruction, to promote better integration Invest in improvements to performing and visual arts and improved achievement of residents of all ages. venues, including the Performing Arts Center and Visual Arts Center, to increase their capacity to D9. Expanded and Integrated Higher Education accommodate arts and cultural events. [Support]: Support Oregon Coast Community College (OCCC) in gaining accreditation and expanding its D5. Summer Arts Offerings [Partner]: Expand offerings, including workforce education and the trades. outdoor summer arts events and offerings, such as music and theater. D10. Education Partnerships [Support]: Encourage K- 12, community college, professional, and noncredit D6. Schools and Local Talent [Support]: Promote education partnerships that promote pathways to increased partnerships between schools and local marine educational programs at Oregon State talent, including scientists, artists, craftspeople, and University (OSU)’s Newport campus. tradespeople who share their knowledge with area classes and students. D11. School-to-Work Programs [Support]: Work with local schools, OCCC, OSU, and employers to develop D7. Teacher and Administrator Diversity [Support]: a school-to-work program for students, training and Increase the diversity of teachers and administrators certifying them to fill the needs of local employers to be more representative of student demographics. and the job market.

GREATER NEWPORT AREA VISION 2040 | 17

KEY STRATEGIES FOR LEARNING, EXPLORING, AND CREATING NEW HORIZONS TIER III City Role: [Lead] [Partner] [Support]

D12. Access to the Arts [Partner]: Increase the availability of, and access to, lower cost arts venues and performances while supporting new, innovative opportunities, including workshops, film, and student work.

GREATER NEWPORT AREA VISION 2040 | 18

E.OUR VISION FOR IMPROVING COMMUNITY HEALTH AND SAFETY

In 2040, the Greater Newport Area is safe and healthy, equitable and inclusive, resilient and always prepared. We volunteer, help our neighbors, and support those in need. Our community’s physical, environmental, social, and economic assets allow all of our residents, including families and children, young people, and seniors, to live healthy lives and find the support and services they require, including excellent, affordable, and accessible healthcare and childcare.

KEY STRATEGIES FOR IMPROVING COMMUNITY HEALTH AND SAFETY TIER I City Role: [Lead] [Partner] [Support]

E1. Affordable and Accessible Healthcare [Support]: E3. Expanded Mental Healthcare [Support]: Expand Work to improve access to and affordability of mental health services in the area, including healthcare for all in the community through improved community education, prevention, and improved healthcare facilities, education, and counseling services, as well as trauma-informed care preventive services. that diagnoses and treats the mental health impacts of adverse life experiences. E2. Medical Professionals and Specialists [Support]: Recruit and retain more healthcare providers and E4. Improved Service Coordination [Support]: medical professionals in the community, including Enhance coordination among social services, non- medical specialists in pediatrics, geriatrics, mental profits, and faith-based institutions to provide health, chronic diseases, services for veterans, and integrated, comprehensive support to residents of the prevention and treatment of addiction. our community experiencing poverty, hunger, social isolation, homelessness, addiction, domestic violence, and related issues.

TIER II City Role: [Lead] [Partner] [Support]

E5. Disaster Preparedness [Lead]: Expand disaster E7. Homelessness Solutions [Partner]: Implement preparedness and self-reliance programs and proactive solutions to expand services and resources activities, focusing on neighborhood level organizing, for people who are homeless, including and including multilingual information, training, and homelessness prevention and other programs and assistance. partnerships to help the area's homeless population obtain stable housing. E6. Proactive Police and Fire Services [Lead]: Support police and fire services in meeting and addressing E8. Translation and Multilingual Services [Partner]: growth and changing community needs. Support Increase and support existing local capacity to improved community policing practices that provide translation and multilingual services, promote positive interactions between public safety including assistance with employment, physical officers and the public. health, mental health, rehabilitation, education, nutrition, legal, immigration, and financial education needs.

GREATER NEWPORT AREA VISION 2040 | 19

KEY STRATEGIES FOR IMPROVING COMMUNITY HEALTH AND SAFETY TIER II (Cont.) City Role: [Lead] [Partner] [Support]

E9. Accessible and Affordable Childcare [Support]: E11. Foster Care Improvements [Support]: Study and Increase the number and capacity of quality make recommendations to address the area’s child accredited childcare facilities and staff in the region foster care challenges, including causes, solutions, and make childcare more accessible and affordable and prevention. Increase the number and quality of for all families. foster homes, while implementing preventive approaches that will help keep more children from E10. Accessible and Affordable Eldercare [Support]: entering the foster care system. Work toward meeting the need for quality and affordable housing, independent living, and care E12. Access to Healthy Food [Support]: Improve facilities for elders in the Greater Newport Area. community “food security” by addressing issues of availability, accessibility, and affordability of healthy food.

TIER III City Role: [Lead] [Partner] [Support]

E13. All-Weather Facilities and Activities [Lead]: Improve affordable access to recreational and community facilities, including indoor spaces for sports, family and cultural celebrations, classes, youth programs, and other recreational and social activities that are accessible during evenings and the rainy season.

GREATER NEWPORT AREA VISION 2040 | 20

F. OUR VISI ON FOR FOSTERING COLLABORATION AND ENGAGEMENT

In 2040, the Greater Newport Area's local governments and public agencies, schools and higher educational institutions, businesses, local employers, nonprofits, community groups, faith based institutions, and residents work together as true partners in our shared future. Governments reach out to engage and listen to residents, involve them in important plans and decisions, and collaborate for a better community in a rapidly changing world.

KEY STRATEGIES FOR FOSTERING COLLABORATION AND ENGAGEMENT TIER I City Role: [Lead] [Partner] [Support]

F1. Transparency and Communication [Lead]: F2. Vision as Foundational Document [Lead]: Ensure Encourage and support continued open Greater Newport’s 2040 Vision serves as the communication, transparency, and accountability on foundation for ongoing public processes, planning, the part of City leaders and staff. and decision-making.

TIER II City Role: [Lead] [Partner] [Support]

F3. Vision-Focused Council and Community [Lead]: F8. Community Forums [Partner]: Develop community Promote key elements of Greater Newport's 2040 Vision forums that bring people of different backgrounds and through the Newport City Council, City staff, Greater cultures together to discuss issues and share solutions. Newport Area partners, and Vision advocates who engage with community partners. F9. Youth Involvement [Partner]: Work through the schools, Oregon Coast Community College, and Oregon F4. Community Engagement [Lead]: Develop new avenues State University to increase involvement of younger for Greater Newport Area residents and businesses to generations in current affairs and community issues, local engage and participate in the development of plans and government, volunteerism, long-range planning, and policies, and to contribute to the decision-making process. decision-making.

F5. Culturally Competent and Inclusive Outreach [Lead]: F10. Retiree Involvement [Partner]: Encourage area Develop new forms of culturally competent outreach, such a retirees to become more active in civic life, contributing Spanish-language publications and public service announcements, their skills, time, energy, and resources to address to reach out to and involve the entire community. community needs, mentor young people, and promote their own health and engagement. F6. Model Communities [Lead]: Research the best practices of other communities that have been successful F11. Volunteerism [Partner]: Cultivate the community’s in implementing vision plans and strategic community spirit of collaboration and engagement to create objectives and learn from their successes. meaningful opportunities for public involvement and volunteerism for all ages. F7. Collaboration and Partnerships [Partner]: Sustain positive relationships and high levels of civic collaboration between public, private, faith-based, civic, neighborhood, and community-based organizations and the community at large.

GREATER NEWPORT AREA VISION 2040 | 21

RESOLUTION ADOPTING GREATER NEWPORT AREA VISION 2040

GREATER NEWPORT AREA VISION 2040 | 22

GREATER NEWPORT AREA VISION 2040 | 23

GREATER NEWPORT AREA VISION 2040 | 24

A P P E N D I X A

GREATER NEWPORT AREA VISION 2040 | 25

1.VISION DEVELOPMENT

Visioning began in 2015 with The second phase— the formation of a Task Force Developing the Vision— who directed the scope of the established the project’s six visioning project and oversaw focus areas, which were selection of the project’s refined during the course of consultant team. Upon the project as the project commencement of the visioning team gathered additional process in the fall of 2016, the community input. The focus project team engaged areas served as a foundational community members in structure for the information conversations around four basic gathered throughout the questions, reflecting the process and, ultimately, "Oregon Model" of visioning, an framed the content of the approach utilized by scores of Vision and Strategies. Oregon cities. These four basic questions included: The second phase also comprised the heart of the  What do you most appreciate about the Greater visioning process. During this phase, focusing on the Newport Area? third and fourth questions, the community was fully  What are the biggest challenge(s) for the Greater engaged in articulating vision ideas. This process Newport Area now or in the future? involved a wide range of engagement events and  What is your vision(s) for the future of the Greater activities, resulting in a statement of core Newport Area? community values, a draft overarching (a.k.a. "Big")  What are strategies for achieving your vision? Vision, discrete visions for each focus area, and scores of ideas for specific The first phase – Foundation strategies to achieve those Building – established an visions. informational foundation for the Once the draft Vision was created, project with small-group community members had conversations and individual opportunities—through events, interviews conducted to better activities, presentations, and understand key topics of interest for surveys—to voice their thoughts the community. These early-project about the Vision. Community conversations helped introduce the members were invited to offer visioning process to key community ideas for strategies and specific stakeholders while informing the actions to bring this Vision to life project's communications and and to provide their general outreach plan. This phase also comments and input on the began to address the above favorability of all potential questions, concentrating on the first strategies through participation two, to better define community in a second survey. strengths and weaknesses, emerging trends that may affect

Greater Newport, and strategic issues for the future.

GREATER NEWPORT AREA VISION 2040 | 26

The final phase—Strategic Planning—organized the Vision components into a more formal structure (Big Vision along with focus area Visions and Strategies). The focal point of this phase was a half-day work session in late July involving the Vision 2040 Advisory Committee and Newport City Council. This session included fine-tuning of the Vision Statements and Strategies and concluded with a prioritization of specific strategies and definition of City roles, all of which were informed by public input collected through the second survey.

A community-wide vision cannot be implemented by the City of Newport alone. As part of its discussions at the work session, the Council and Advisory The Newport City Council and Vision 2040 Advisory Committee discussed the City of Newport’s long- Committee concluded their work session by term role in implementing actions that support the reviewing the Strategies for each focus area and Vision’s strategies: it could lead, it could partner assigning relative priorities to each, sorted within with others, it could support in other ways. These three tiers. The priorities do not imply importance of roles are defined as follows: one strategy over another, but rather provide guidance for where to initially focus Vision implementation efforts, fully recognizing that all  Lead: The City of Newport assumes primary strategies cannot be tackled at once. In other words, responsibility for the implementation of a given the implementation team will start developing action. actions for higher priority strategies first and work  Partner: The City of Newport is a partner in the its way through all strategies over time. The tiers are implementation of proposed action steps, actively defined as follows: collaborating with other public, private and/or

community partners in its achievement.  Tier 1: Strategies with strong community  Support: The City of Newport actively supports the support, identified as high priorities for implementation of a proposed action by other implementation by the Greater Newport Vision public, private or community entities, lending its 2040 Advisory Committee and City Council. endorsement and resources as deemed appropriate.  Tier 2: Strategies with strong support from some community stakeholders, Greater Newport Vision 2040 Advisory Committee members, and City Councilors, and more moderate support from others. Those strategies that fall within this category may require additional community outreach to better understand constituent needs and concerns prior to implementation.  Tier 3: Strategies that received mixed responses from community members or that were identified by the Greater Newport Vision 2040 Advisory Committee and City Council as low priorities for implementation.

GREATER NEWPORT AREA VISION 2040 | 27

COMMUNITY VISIONING PROCESS TIMELINE

PHASE 1 PHASE 2 PHASE 3 Foundation Building Vision Development Strategic Planning

OCTOBER 2016 AC JANUARY 2017 AC JUNE 2017 AC • Project Initiation • • Draft Strategic Plan Initiation Coordination and Planning

NOVEMBER 2016 AC FEBRUARY 2017 JULY 2017 • Stakeholder Interviews • • • Initial Focus Areas Development • Community Outreach Activities • Community Event(s) to Inform and Online Survey Draft Strategic Plan

DECEMBER 2016 APRIL/MAY 2017 AC AUGUST - NOVEMBER 2017 AC • Project Fact Sheet • Draft Vision Statements • • Development • Finalize Vision Coordination and Planning • Community Celebration JUNE/JULY 2017 and Adoption of Vision and • Publish Draft Vision Statements Strategic Plan and Launch Community Vetting • Community Outreach Activities and Online Survey to Vet Draft Vision

AC Advisory Committee Meeting Community Celebration We Are Here 2.COMMUNITY INVOLVEMENT AND OUTREACH

Clearly, one of the biggest project highlights was the Nearly 200 Newport community’s willingness to offer their comment cards opinions and participate in the visioning process. At were received the direction of the Vision 2040 Advisory Committee, from the public the project sought to reach out to many audiences, during these with special emphasis on those who might not usually events, some of participate in public processes. Recognizing that one which were outreach technique will not capture this wide range of completed in input, the project team offered three pathways into Spanish. The the project: events also 1) participation in project-sponsored activities; served to 2) online activities; or promote the 3) with or in conjunction with activities sponsored by first of two online surveys inviting input from the individuals, schools, employers, and community community on vision development. organizations. In the next phase of the project, more than 170 The result was a whole-of-community vision with a stakeholders participated in “Meetings in a Box,” small wide variety of voices represented, including workshops conducted with community groups and Newport’s minority populations. Throughout the targeted audiences designed to help further develop duration of the project, targeted outreach to the local focus area visions and strategies. Other tabling efforts Latino community was done through Spanish-language at the Newport Seafood & Wine Festival and the local translation of project materials and at meetings, farmers market drew additional feedback from visitors bilingual focus groups, targeted events coordinated to the community as well as locals. By June, once a through Centro de Ayuda, and interviews by City staff draft Vision was created, outreach activities focused on a regional Spanish-language radio program. on public vetting of Focus Area Strategies. This was done primarily through a second online survey, which At the project’s outset, several smaller was also available in print. More than activities aimed to get the word out about 550 people participated in the second the project. An initial email blast in survey, completing over 1,000 survey December 2016 was followed by tabling at sections. Using feedback provided by local events, meeting with committees and the community through this second small groups, and holding interviews with survey, a joint Vision 2040 Advisory interested stakeholders. An article and a Committee and City Council work press release were also published in the session was held in late July 2017 to Newport News Times to create awareness finalize Vision language, recommend about the project. Each of these smaller roles for each of the Focus Area activities helped steer the public toward strategies, and assign relative future opportunities to engage. In February priorities to each Strategy. Lastly, the of 2017, the project launched to the public through a group discussed potential implementation strategies series of kick-off events, including an Employee for the Vision moving forward. Final language and Visioning Lunch for City employees, a City Committees details for all elements of the Vision document were Visioning Dinner, a Friday Family Night kick-off event, approved for recommendation to Council for adoption and a Saturday Visioning Kick-Off Event and Workshop. during a final meeting of the Vision 2040 Advisory Overall, this series of events drew 314 participants and Committee on October 19, 2017. Newport’s City generated 326 visions and 353 strategies. Council adopted the Vision on November 20, 2017.

GREATER NEWPORT AREA VISION 2040 | 29

INTERVIEWS DATE NAME ORGANIZATION/AFFILIATION 11/07/2016 John Baker Leadership Lincoln 11/07/2016 David Bigelow Samaritan Health 11/08/2016 Commissioner Bill Hall Lincoln County BOC 11/09/2016 Bob Cowen, Maryann Bozza Hatfield Marine Science Center 11/09/2016 Charlie Plybon Surfrider Foundation 11/09/2016 Erin Parrish Lincoln County Health & Human Services 11/15/2016 Beatriz Botello, Omar Hernandez Latino community, Centro de Ayuda 11/15/2016 Don Davis Former City Manager 11/15/2016 Frank Geltner City Center Business 11/15/2016 Lola Jones, Joanne Troy Samaritan House, Housing Authority of Lincoln County 11/15/2016 Jim Patrick Planning Commission Chair 11/29/2016 Kevin Greenwood, Caroline Bauman Port of Newport, Economic Dev. Alliance of Lincoln Co. 11/30/2016 Chief Jason Malloy, Chief Rob Murphy Newport Police Department, Newport Fire Department 12/01/2016 Bonnie Serkin Landwaves, Inc. 01/04/2017 01/16/2017 Carrie Lewis Oregon Coast Aquarium 01/24/2017 Kaety Jacobson Oregon Sea Grant

MEETINGS IN A BOX DATE ORGANIZATION/AFFILIATION # ATTENDEES 3/1/2017 Yaquina Bay Economic Foundation 13 3/8/2017 Newport Park & Rec Advisory Committee 9 3/13/2017 Newport Planning Commission 5 3/21/2017 Oregon Coast Aquarium staff 41 3/24/2017 HMSC/NOAA/EPA 12 3/27/2017 Lincoln County Health and Human Services 6 3/28/2017 Port of Newport Commission 9 3/24/2017 Nye Beach Neighbors 6 4/9/2017 Latin Corner radio show on KYAQ -- 4/18/2017 Newport High School 40 4/19/2017 Newport Symphony Orchestra Board 8 5/3/2017 Senior Connections 8 5/2/2017 Oregon Coast Council for the Arts 13

GREATER NEWPORT AREA VISION 2040 | 30

SURVEY #2 OUTREACH DATE ACTIVITY 6/20/2017 Initial blast email to project list 6/20/2017 June press release about second round survey out to media LATE JUNE Follow-up emails to all meeting in a box conveners LATE JUNE THROUGH JULY News Lincoln County ads JUNE 19 - JULY 11, 2017 3 paid Facebook ads JULY Survey flyer in all utility bills JULY 3-21 Radio ads promoting the survey on KNPT, U92, KBCH, KYTE, KCRF, and KWDP 7/8/2017 Farmers Market tabling 7/17 & 7/19 News Times sticker and ad 7/18/2017 City of Newport all staff email 7/19/2017 Last chance email to project list 7/25/2017 Latino focus group at Centro de Ayuda 7/26/2017 Family walk and talk with Spanish-speaking OSU Extension group LATE JULY Translated survey shared with Latin Corner Radio Show

GREATER NEWPORT AREA VISION 2040 | 31

3.FULL LIST OF TIER 1 STRATEGIES

The following Strategies have strong community support and have been designated by the Vision 2040 Advisory Committee and Newport’s City Council to be of the highest (Tier 1) priority at this time:

ENHANCING A LIVABLE REGION CREATING NEW BUSINESSES AND JOBS Infrastructure Investments [Lead]1: Maintain and Expanded Working Waterfront [Partner]: upgrade local infrastructure within available Leverage our maritime industries and marine- funding. related assets to expand and diversify the capacity of marine businesses, including full Housing Supply [Partner]: Increase supplies of utilization of the International Terminal. affordable and workforce housing, including rentals and for sale units at prices that are Science Economy Expansion [Partner]: Expand accessible to a broad range of the general Newport's science and marine economy, public. promoting it nationally and internationally as a hub for scientific research, ocean observation, Transportation Corridors [Partner]: Revitalize education, and utilization and conservation Highway 101 and Highway 20 in and around activities. Newport to serve as attractive gateways to the community. Living Wage Jobs [Support]: Partner with new and existing businesses to retain, expand, and create PRESERVING AND ENJOYING OUR ENVIRONMENT jobs that pay living wages, providing a minimum Sewer and Stormwater Management [Lead]: income necessary for workers to meet their basic Maintain, upgrade, and modernize stormwater needs. and sewer infrastructure to reduce overflows, keep our waterways and beaches clean, and LEARNING, EXPLORING, AND CREATING NEW HORIZONS minimize flooding in a manner that is both fiscally Funding for Schools [Support]: Develop creative, responsible and environmentally friendly. diverse, and alternative sources of funding for educational facilities, classes, programs, and Integrated Shared-Use Trail System [Lead]: extracurricular activities in the Greater Newport Develop an integrated trail system, Area schools, including consideration for pre-K accommodating multiple uses, that connects and early childhood education. neighborhoods, visitor destinations, open spaces, and natural areas. Vocational Technology and STEM Programs [Support]: Expand vocational tech and science, technology, engineering and mathematics (STEM) education, including K-12, OCCC, and OSU, and offering classes, training, and certification for marine sector and other jobs.

1 [City role listed in parentheses] GREATER NEWPORT AREA VISION 2040 | 32

IMPROVING COMMUNITY HEALTH AND SAFETY FOSTERING COLLABORATION AND ENGAGEMENT Affordable and Accessible Healthcare [Support]: Transparency and Communication [Lead]: Work to improve access to and affordability of Encourage and support continued open healthcare for all in the community through communication, transparency, and improved healthcare facilities, education, and accountability on the part of City leaders and preventive services. staff.

Medical Professionals and Specialists [Support]: Vision as Foundational Document [Lead]: Ensure Recruit and retain more health care providers the Vision serves as the foundation for ongoing and medical professionals in the community, public processes, planning, and decision- including medical specialists in pediatrics, making. geriatrics, mental health, chronic diseases, services for veterans, and the prevention and treatment of addiction.

Expanded Mental Healthcare [Support]: Expand mental health services in the area, including improved community education, prevention, and counseling services, as well as trauma- informed care that diagnoses and treats the mental health impacts of adverse life experiences.

Improved Service Coordination [Support]: Enhance coordination among social services, non-profits, and faith-based institutions to provide integrated, comprehensive support to residents of our community experiencing poverty, hunger, social isolation, homelessness, addiction, domestic violence, and related issues.

GREATER NEWPORT AREA VISION 2040 | 33

A P P E N D I X B

GREATER NEWPORT AREA VISION 2040 | 34

VISION ACTION PLAN FINAL

Sisters Country Horizons Visioning Project City of Sisters, Oregon February 2019

(Last Updated: 02.11.19)

Prepared by Steven Ames & Ruth Williamson NXT Consulting Group • Bend|Portland, Oregon

SISTERS COUNTRY HORIZONS CONTRIBUTORS

PROJECT SPONSOR – City of Sisters, Oregon Chuck Ryan, Mayor Cory Misely, City Manager Kerry Prosser, City Recorder Patrick Davenport, Community Development Director Carol Jenkins, Planning Technician Julie Pieper, Finance Administrative Assistant

PROJECT PARTNERS Deschutes County Community Development Department Central Oregon Intergovernmental Council (COIC) Community & Economic Development Department Oregon's Kitchen Table initiative, Portland State University Citizens4Community

PROJECT MANAGEMENT TEAM (PMT) Patrick Davenport, Director, Sisters Community Dev. Scott Aycock, Mgr., Community & Economic Dev., COIC Nick Lelack, Director, Deschutes Community Dev. Janel Ruehl, Program Coordinator, COIC Nicole Mardell, Associate Planner, Deschutes County Amy Burgstahler, Citizens4Community

VISION ACTION TEAM (VAT) Chuck Ryan, City of Sisters; VAT Chair Ann Marland, Sisters Trail Alliance Nick Beasley, Cascade Street Distillery Jack McGowan, Sisters-CS Fire District Board Julie Benson, Sisters Eagle Airport Nicole Mardell, Deschutes Country; Horizons PMT Paul Bertagna, City of Sisters, Public Works Suzanne Pepin, Sisters Rural Area Representative Art Blumenkron, Sisters Planning Commission Ian Reid, U.S. Forest Service, Sisters District Ranger Bob Burgess, Sisters Arts Association Emily Rickards, The Open Door Restaurant Amy Burgstahler, Sisters Country Horizons PMT Janel Ruehl, COIC; Horizons PMT Marie Clasen, Habitat for Humanity Craig Rullman, Running Iron Nancy Connolly, Sisters City Council President Dennis Schmidling, Sisters Art Association Patrick Davenport, Sisters Community Development Curtiss Scholl, Sisters School District Superintendent Dixie Eckford, City Parks Advisory Board Mandee Seeley, Houseless Persons Advocate Caprielle Foote-Lewis, EDCO Sisters Pete Shepherd, Citizen Activist Bill Hall, Community Activist Steve Swisher, Deschutes Planning Commission Robyn Holdman, Citizens4Community John Tehan, Sisters Country Property Owner Karen Hulbert-Hickman, Sisters Rural Area Rep Fran Willis, Oregon Community Foundation (ret.) Roger Johnson, Sisters-CS Fire District, Fire Chief

CONSULTANT & AFFILIATES, PROFESSIONAL SUPPORT NXT Consulting Group LLC, Bend|Portland, Oregon Steven Ames, Principal Donald Rushmer, Managing Principal Ruth Williamson, NXT Consulting Affiliate. Principal, Ruth Williamson Consulting, Bend, Oregon Steve Maher, NXT Consulting Affiliate. Principal, Steve Maher New Media, Wenatchee, Washington Michele Neary, NXT Consulting Affiliate. Principal, Mad Bird Design, Portland, Oregon Sarah Giles, Wendy Willis, Oregon's Kitchen Table Initiative, Portland State University Kyle Collins, Peter Gutowsky, Zechariah Heck, Izze Liu, Matt Martin, Nate Miller, Tarik Rawlings, Jacob Ripper, Tanya Saltzman, Hether Ward, Deschutes County Community Planning Department

SISTERS COUNTRY HORIZONS 4 FINAL VISION ACTION PLAN CONTENTS

INTRODUCTION & OVERVIEW 4

SISTERS COUNTRY – PROFILE OF A CHANGING COMMUNITY 6

SISTERS COUNTRY HORIZONS – A COMPREHENSIVE COMMUNITY CONVERSATION 12

OUR VISION FOR SISTERS COUNTRY – A LEGACY FOR GENERATIONS TO COME 17

SISTERS COUNTRY HORIZONS STRATEGIES & ACTIONS 18 • Prosperous Sisters 19 • Livable Sisters 20 • Resilient Sisters 21 • Connected Sisters 22

IMPLEMENTING THE VISION ACTION PLAN 24

APPENDIX – Sisters Country Horizons Vision Action Plan Implementation Guide 27 • Introduction & Overview 28

SISTERS COUNTRY HORIZONS 3 FINAL VISION ACTION PLAN INTRODUCTION & OVERVIEW

The Vision Action Plan presented in this report is the final outcome of the Sisters Country Horizons community visioning project of the City of Sisters, Oregon conducted in 2018.

The City sponsored this effort to engage the community in a comprehensive conversation about the future of Sisters Country, to renew and update the community's existing vision for the future, and to develop a community-based action plan to engage the City and its key partners in achieving that vision over time, focusing on the next five years.

Deschutes County and Central Oregon Intergovernmental Council, along with PSU's Oregon's Kitchen Table project and Citizens4Community, partnered with the City in this effort.

As its name implies, the Horizons project focused on the Sisters Country area of Deschutes County – loosely defined as the Sisters School District 006 and Camp Sherman, including the city of Sisters proper, along with outlying residential developments and unincorporated areas, ranches and farms. The project actively reached out to residents throughout Sisters Country to engage them in the conversation.

To accomplish this goal, the project incorporated an exhaustive outreach and engagement effort. Key activities included: stakeholder interviews with 81 community leaders; 13 local community meetings conducted across the area; additional "kitchen table" meetings run by residents themselves; two major online surveys along with additional web-based opportunities for public comment; four community forums focused on the vision's four respective focus areas; and a culminating Vision Summit.

Special outreach was also conducted for local service clubs, senior citizens, high school students, veterans, the Latino community, Millennials, and others.

All of these activities were promoted by a project website and social media, along with press releases for local and regional media. As a result, a number of articles were published by The Nugget, Bend Bulletin and Bend Magazine. The project also developed a bespoke brand identity, logo and tagline, designed to be useful beyond the visioning process itself.

By the end of the process, nearly 2,000 participants had been engaged in the conversation, accounting for tens of thousands of individual comments and suggestions. This input eventually culminated in an overarching long-range vision statement presented at the Summit in September and 20 top priority Strategies recommended by the public for implementation over time.

Following these activities, a 31-member Vision Action Team (VAT) was formed and charged with reviewing and refining the strategies, and developing a vision action plan to promote their implementation.

The VAT met six times in the fall of 2018 to develop this plan, totaling nearly 500 hours of citizen time. Five strategies were fully developed for each of four focus areas: Prosperous Sisters, Livable Sisters, Resilient Sisters and Connected Sisters, along with detailed action steps,

SISTERS COUNTRY HORIZONS 4 FINAL VISION ACTION PLAN suggested lead partners for their implementation, timelines and milestones. The City of Sisters, the major plan partner, commenced an effort to secure the commitments of other partners.

The final Vision Action Plan is intended to be a "living plan" and a guide to future action by the Lead Partners who sign on to help implement it. At the same time, it is not a legally binding document, but rather a catalogue of ideas and possibilities with the ambition of making it happen to the best of the City and its partners’ abilities. Sisters City Council, as well as the boards of other Lead Partner organizations, is anticipated to adopt the plan.

Some actions in the plan may take up to five years (or beyond) to fully implement, and not every action called out in the plan may be achieved. It is also expected that the final list of Lead Partners may change or evolve over time, as may the actions themselves that they commit to undertake.

That said, based on the thousands of comments received from residents across Sisters Country, it is clearly the community's expressed desire that most of what is called out in the Vision Action Plan will, in fact, be achieved. And the results will mean a more prosperous, livable, resilient and connected Sisters Country – better prepared for whatever the future may bring.

NXT Consulting Group, consultant to the Sisters Country Horizons project, would like to thank the many elected officials, citizens, community members and volunteers who helped make this visioning process an exceptional community effort.

This long list includes: the Mayor of Sisters, President of Sisters City Council, and Sisters City Councilors; City of Sisters City Manager, City staff and the Community Development Department; Project Partners Deschutes County, Central Oregon Intergovernmental Council, Oregon's Kitchen Table and Citizens4Community; the Horizons Project Management Team; the Horizons Vision Action Team (VAT); numerous planners at Deschutes County who assisted with community meetings and VAT planning sessions; community leaders who volunteered to be interviewed by the Horizons project; volunteers who were trained and helped facilitate community meetings and/or kitchen table sessions; volunteers who assisted with special outreach to youth, seniors, veterans and the Latino community; and the many contributors who created the Sisters Horizons Community Quilt, itself a catalogue of ideas and possibilities.

During the course of this project, it has been said many times that if there is one person smarter than any of us, it's all of us. The residents of Sisters Country have demonstrated many times over that they possess the intelligence, vision and courage to ensure a bright future for their community and all its residents – and a legacy for generations to come.

SISTERS COUNTRY HORIZONS 5 FINAL VISION ACTION PLAN SISTERS COUNTRY – PROFILE OF A CHANGING COMMUNITY

Situated at the eastern base of Cascade Range, "Sisters Country" is the widely used name for a much loved, stunningly beautiful part of Deschutes County, Oregon. The majestic Three Sisters peaks – just miles from the city of Sisters and visible from almost every part of the region – lend the region its name and help define its lifestyles, identity and brand.

As the heart of Sisters Country, the city of Sisters lies where the Santiam and McKenzie highways converge at the west end of town to form Cascade Avenue and separate again on their way to Bend and Redmond to the east. Most Sisters Country residents frequent the city as part of their daily lives, for school and work, business and shopping, and government, professional and medical services – traveling to Bend or Redmond for those needs that cannot be met locally.

Population Growth and Change

During the latter half of the 20th century, the city of Sisters' population grew (and declined) in direct relation to its economic fortunes. In 1950 the population was 723 and 50 years later in the year 2000 it was still only 959. However, with the 21st century came a sustained period of growth as more people discovered Sisters. Despite the disruption of the Great Recession in 2008-09, the city's population in 2016 was estimated to be 2,537 – and growing.

The population of the city of Sisters is largely white (estimated at 94% in 2016), although there is a small but growing Latino population. The population is slightly older and more affluent than the state as a whole, while the median value of the city's housing is higher than that of the state.

Demographic information for the larger Sisters Country area is not easy to quantify, as most available data is not collected or aggregated by its informal boundaries. The best approximation can be found in examining combined data for Black Butte and Sisters school districts (which includes the city of Sisters). In 2016, the combined Census-estimated population of this area was 7,796, or a little more than three times that of the city of Sisters proper. This would indicate that two-thirds of the Sisters Country population lives outside the city – or roughly twice as many people as live within it.

The statistical differences with the rest of the state appear to be more pronounced for the part of Sisters Country that lies outside the city. Anecdotally, this area is considered older and more affluent. Population in the wider region has also grown during the last two decades.

History and a Changing Economy

Sisters Country has a rich and colorful history, shaped by its geographic location and spectacular geology, pre-history and native peoples, early pioneers and settlers, development of the town of Sisters (first incorporated in 1946), and the area's legacy economy, including logging, lumber and wood products, ranching and farming.

In latter decades of the 20th century, the economic profile of the area began to shift significantly, with the decline of logging and closure of the town's sawmills – and rise of destination resorts, tourism, arts and cultural amenities, and outdoor recreation. Catalyzed by the development of Black Butte Ranch resort, the downtown Sisters' 1880's building façades and Western-themed visitor

SISTERS COUNTRY HORIZONS 6 FINAL VISION ACTION PLAN attractions grew from the 1970s onward, launching a new chapter in the community's economic development.

Today, the "Sisters County" brand is promoted by the Sisters Area Chamber of Commerce and bolstered by iconic Western events, including the Sisters Rodeo, Sisters Outdoor Quilt Show and Sisters Folk Festival. These, in turn, have fostered the spin-off of newer arts and craft, performance and visitor-related events and attractions.

While government (including the U.S. Forest Service), administration, education, accommodations and food, and professional/technical services are relatively large sectors of the Sisters compared to the state as a whole, the number of innovative new companies, telecommuting workers (i.e., "lone eagles"), and independent entrepreneurs has begun to grow, drawn by its location, amenities, and quality of life. An influx of retirees also has also brought a steady stream of former professionals, not to mention retirement incomes and accumulated wealth.

Middle- and lower-income families in Sisters Country have not fared so well in Sisters Country of late, as living wage jobs are not easy to find and rising housing costs have made it more difficult for Millennials, young families and minority residents to sink roots. There is also a small but significant population of homeless families living in the area, some of whom have encamped in nearby forests.

The lack of affordable housing and family wage jobs has also challenged local schools, which have faced declining enrollments in recent years. Sisters' schools are considered the heart of the community by many, with a history of strong financial support, community-based initiatives, and academic excellence. The School District offers innovative programming reflecting the area's evolving economy, including the Americana, arts and luthier programs, and the Interdisciplinary Environmental Expedition.

As to its future economy, Sisters Country recognizes that tourism and the arts and recreational economies will continue to be a major source of its future prosperity. Rural Sisters Country, which continues to support ranching and agricultural operations, also hosts other visitor amenities and attractions.

At the same time, clean, light industry and smaller specialty companies compatible with the local culture are seen as critical to a more sustainable and equitable economy that can support working families. Currently, existing and potential relocating traded-sector employers (i.e., companies that produce goods and services sold outside the region) estimate 450 new year-round non-seasonal jobs, which will significantly impact the local and regional economy. Not only would this represent a significant number of new jobs, but also a shift in the economic base toward greater diversification.

Economic Development for Central Oregon's (EDCO) Sisters staff is working with the City, other government agencies, Sisters Area Chamber of Commerce, local businesses, investors and developers, and the community-at-large to strategically assist in diversifying the future economy of Sisters.

Planning for Future Growth and Development

The City of Sisters, Deschutes County and Central Oregon Intergovernmental Council (COIC) are actively involved in planning for the future growth and development of Sisters and Sisters Country. The City of Sisters has purview over plans, policies and ordinances affecting the city proper, while

SISTERS COUNTRY HORIZONS 7 FINAL VISION ACTION PLAN Deschutes County provides traditional county services for the entire area, administers building codes for the City of Sisters, and oversees planning and policy for all unincorporated areas outside the City. COIC offers a range of regional planning and governmental services that includes Sisters Country, focusing on community economic development, education and training, transportation and more.

The City of Sisters has active public works, planning and community development departments, and a full slate of plans and policies guiding the town's growth and development. These include the Sisters Comprehensive Plan (last updated in 2014), Transportation System Plan Refinement (June 2018), Natural Hazards Mitigation Plan (prepared in collaboration with Deschutes County) (2015), Greater Sisters Country Community Wildfire Protection Plan (2014), Sisters Housing Plan (2010), and Downtown Urban Renewal Plan (2003).

Among the City's active planning projects in 2018 were the Community Planning Assistance for Wildfire project (CPAW), Whychus Creek Riparian Restoration and Fish Passage Project, and the Sisters Country Horizons visioning project. A complete update of the City's Comprehensive Plan is expected to be undertaken in the next couple years.

Sisters Country Horizons Visioning Project

The Sisters Country Horizons project is intended to provide a larger context for more detailed plans and initiatives of the City, County and COIC, and to do so in a way that engages the diverse perspectives and input of the wider public across the region.

The Sisters City Council has expressed a desire for the project to develop a better understanding and what local residents, both inside and outside city limits, aspire to for the future of their community – and what types of projects they are willing to support. The visioning project also has been seen by some as part of a response to a recent difficult period in community relations – and the expressed desire for more inclusive, civil conversations about the area's future.

Not surprisingly, the Horizons project is not the first time Sisters Country has set its sights on the future. The most recent vision plan for Sisters Country was undertaken more than a decade ago. Sponsored by the Community Action Team of Sisters, COIC and Rural Development Initiatives, Inc., this effort resulted in the Community Vision and Strategic Plan (2007). The plan included seven focus areas, a long list of action projects, and identified project "champions." Many of the recommended projects were achieved over time, although the Great Recession put a damper on local initiatives and the plan was never formally updated.

The Horizons project is built in part on the foundation of the 2007 plan. At the same time, it has involved local governments as project sponsors, reframed the vision's focus areas into a shorter list, and addressed a number of trends that have accelerated since 2007 (see below). It has also been designed to encourage ongoing involvement of the City of Sisters, its partner agencies and the wider community to help ensure the implementation of its vision action plan over time. (See "Implementing the Vision Action Plan," page 24.)

Emerging State and Local Trends & Strategic Issues

While the Sisters Country Horizons project was launched during a relatively stable and prosperous time in the state and local economies, the future could be seen as more challenging. Below are

SISTERS COUNTRY HORIZONS 8 FINAL VISION ACTION PLAN some of the trends projected to have major impacts Oregon's local communities going forward, including observations on how they may affect Deschutes County and Sisters Country. This information was gathered from a variety of government, educational and independent research organizations, and online data sources.

• Oregon’s population is growing. Oregon's statewide population is forecast to increase by nearly a million people, from 3.97 million in 2014 to 4.8 million in 2030, with most population growth occurring in urban centers. This is due in part to increased levels of in- migration from others states; over the last decade, Oregon has had one of the highest levels of in-migration from other states in the entire nation. Deschutes County is one of the fastest growing counties in Oregon; current forecasts show County population increasing from nearly 188,000 in 2018 to 244,000 in 2040. Similarly, the City of Sisters population is forecast to nearly double from 2,691 in 2018 to 5,169 in 2043. Forecasts for future growth in rural parts of Deschutes County while significant are somewhat lower than its urbanized areas.

• Oregon’s population is aging. Oregon’s percentage of citizens over 65 is growing faster than the nation as a whole (an 18% increase from 2010 to 2014 compared to 14% for the nation as a whole). This increase is happening across the state and in every county, and is due to the aging Baby Boomers as well as an influx of retirees from other places. Sisters Country has become a significant destination for more affluent retirees.

• Oregon’s population continues to diversify. Oregon will continue to become more racially and culturally diverse, especially with a burgeoning Hispanic population dominating younger cohorts. Oregon's Hispanic population grew five times faster than the rest of the population between 2000 and 2014, increasing by 65%. Sisters Country has attracted a small but growing number of Latinos; Hispanics accounted for an estimated 4% of the area's population in 2016.

• Oregon’s economy is restructuring and diversifying. Oregon’s economy has largely recovered from the Great Recession, and continues its long-term trend away from resource-based and extractive industries to a more diversified economy. Rural areas of Oregon continue to lag behind its larger cities economically, but the State of Oregon is working to link natural resources with innovation to create new jobs in rural areas. With its quality of life, natural amenities, and arts and tourism industries, the city of Sisters could be considered a prime example of the economic potential of Oregon's smaller communities.

• Oregonians continue to earn less than the nation with a few exceptions. In 2014 median household income in Oregon was slightly above $51,000, or more than $2,500 less than the nation as a whole. At the same time, Oregon currently has one of the higher minimum wages in the nation. Oregon's highest household incomes are in the Portland metro area and Deschutes County, and yet there are significant numbers of households in the county that struggle with the area's high living costs, especially housing. This problem is very evident in Sisters Country and a focus of local government and community-based organizations.

• Oregon’s cities have relatively stronger controls over new development. As Oregon grows, the State’s comprehensive land-use planning system will provide Oregon cities a relatively

SISTERS COUNTRY HORIZONS 9 FINAL VISION ACTION PLAN greater degree of control over new development than other states – and potentially higher levels of community livability. The city of Sisters continues to grow, but faces long-term constraints on land for both housing and industrial development due to adjacent public lands and exclusive farm use lands. Vacant and buildable land within City limits is highly constrained. The City projects a need for 922 new housing units by 2038 – but not enough land to accommodate 20 years of residential growth. The largest and most significant parcel of potentially developable land in the city is the 81-acre Forest Service property.

• Homelessness is becoming a bigger issue in Oregon. For the foreseeable future the number of people affected by homelessness in Oregon is projected to grow, placing increased stresses on schools and local social services, housing, drug treatment and mental health providers, and the criminal justice system. With known encampments in its vast expanse of adjacent public lands, the homeless situation in Sisters Country is not as visible as other Deschutes County communities, but significant nonetheless. The community and schools have responded to this challenge with a number of programs and initiatives.

• Oregonians are stepping up preparations for climate change and natural disasters. Oregon faces the threats of climate change in the form of increasing average temperatures, ongoing serious droughts, and the threat of large-scale wildfires, as well as the predicted Cascadia Subduction Zone earthquake. At the same time, "climate refugees" are also expected to increase in their numbers in Oregon, including migrants from more severely climate- impacted areas of California, the Southwest and beyond.

Sisters Country faces the possibility of larger, catastrophic wildfires and affiliated impacts in the future. Research shows that the largest fires in Deschutes Country over the last century have occurred since the year 2000, and that most of them have occurred in the vicinity of Sisters Country. The Milli Fire of 2017 burned 24,000 acres in the Deschutes National Forest and Three Sisters Wilderness, came within several miles of the City of Sisters, and caused the cancellation of key summer activities and the Sisters Folk Festival. In 2018, the City of Sisters was a participant in the Community Planning Assistance for Wildfire project.

There is a predicted 37% chance of a Cascadia earthquake occurring between now and 2065. Impacts will be severe on the Oregon coast and serious in the western valleys, while more moderate in Central Oregon. However, after the quake Central Oregon will become the center for Federal emergency response (FEMA), possibly the temporary seat of state government, and the state’s transportation and distribution hub for two years or more. Large population migrations to Central Oregon from Western valleys in the short term are anticipated with major impacts on housing, traffic, cost of living and day-to-day life.

State and local governments are increasingly focused on building greater resiliency in local communities in Oregon. The State of Oregon has a State Resiliency Plan and localities are working to increase public awareness and readiness. In addition to wildfires and earthquakes, Central Oregon and Sisters Country face a number of other potential natural hazards. Deschutes County and the City of Sisters are working aggressively to anticipate and prepare for a range of potential natural disasters, including fire and volcanic events.

SISTERS COUNTRY HORIZONS 10 FINAL VISION ACTION PLAN • Use of public lands, parks and recreational amenities continues to increase in Oregon. With its exceptional natural attractions and large amount of public lands, Oregon will continue to focus on both economic utilization and public enjoyment of its natural amenities. More and more people will be using national, state, regional and local parks and recreational facilities, bringing more potential visitors, tourists and new residents to Sisters Country. While offering potential large economic benefits to the region, these activities may have associated impacts such as traffic congestion, demand for vacation rentals, and potential overuse of local parks and other recreational facilities.

Community Perceptions on Change

Beyond the data and forecasts, local community residents often have very accurate insights into the impact of change on their communities, informed by their daily experiences and personal observations. Such insights were on full display during the Horizons visioning process. (See "Sisters Country Horizons – A Comprehensive Community Conversation," page 12.) In the first of two online community surveys, hundreds of respondents voiced their opinions on the biggest challenges facing the future of the region.

Among the top challenges cited by respondents: • Planning for and managing future growth • Meeting the need for more affordable housing • Ensuring sufficient living wage jobs • Addressing traffic congestion • Undertaking key transportation improvements

Also mentioned were a number of distinctly more social challenges, including: • Maintaining the small-town character of Sisters Country • Building greater community trust • Meeting the needs of the region's young adults and families

Finally, respondents cited adapting and responding to change itself as among the greatest of challenges facing the future of Sisters Country. These challenges directly informed the Sisters Country Horizons visioning process and its resulting Vision and Action Plan. (See "Sisters Country Horizons Strategies & Actions," page 18.)

SISTERS COUNTRY HORIZONS 11 FINAL VISION ACTION PLAN SISTERS COUNTRY HORIZONS – A COMPREHENSIVE COMMUNITY CONVERSATION

From the beginning, the Sisters Country Horizons visioning project was intended to be a conversation as broad and comprehensive as the landscape of the Central Oregon Cascades.

The project's overarching goal was a ‘whole of community’ vision, reflecting the breadth, depth and diversity of the Sisters Country region. For this reason, the visioning process was inclusive of many voices as possible – rural and urban, young and old, newcomers and old-timers – reflecting their shared values, perceived challenges, and aspirations for the future of the area.

For the better part of a year, community leader interviews, on-line surveys, meetings and forums offered multiple opportunities for citizens of all backgrounds and perspectives to contribute their ideas and feedback. Toward the end of the process, guided by a task force of 31 community leaders, the focus shifted to developing a concrete plan of action to achieve the vision.

As a result, the resulting vision and plan feel both ‘right-sized’ yet full of the possibility and promise of the wider Sisters Country community. Here’s how we got there...

Project Organization & Structure

Sponsored by the City of Sisters, the Sisters Country Horizons visioning process was undertaken in partnership with Deschutes County and the Central Oregon Intergovernmental Council (COIC). Oregon’s Kitchen Table, a program of Portland State University affiliated with COIC and Citizens4 Community also partnered with the project. These groups formed a Project Management Team that met 20 times over the course of the project. NXT Consulting Group of Bend and Portland led the planning process.

The area of study for the project – Sisters Country – was defined as the part of Deschutes County served by the Sisters School District 006, including the city of Sisters itself, surrounding unincorporated communities and residential areas, local ranches and farms, as well as a small area outside the District. Even though it lies within Jefferson County, Camp Sherman is typically considered part of Sisters Country and was a part of this assessment.

As a comprehensive community visioning process, the Horizons project was based on a planning approach known as the Oregon Model. This approach, employed by scores of communities across the state, is driven by a series of questions, tapping into the inherent wisdom of the community about its future. The process was delivered over the span of 2018, with framing of the process in the late winter, setting the context in the early spring, conducting visioning activities late spring through early fall, and developing the plan in the fall and early winter.

SISTERS COUNTRY HORIZONS 12 FINAL VISION ACTION PLAN The content of all Horizons project conversations was organized around four focus areas providing the structure of the vision and action plan – Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters. These themes became the "mantra" of project organizers, facilitators and participants alike – organizing and adding specificity to the higher- level discussions.

Stakeholder Interviews (February-April 2018)

As the first step of engagement for its visioning process, Sisters Country Horizons conducted a series of stakeholder interviews between February and April 2018.

Interviewees were identified as community leaders and opinion shapers for the Sisters Country community. Building on an initial list recommended by the City, the number of interviews grew significantly. Additional referrals were added to reflect the broader diversity of the community, with attention paid to emerging business and cultural leaders, Millennials, and representatives of underserved or under-represented residents, including rural areas. Fully 81 individuals participated in the interviews – an exceptional number for a community of this size.

Conducted by Ruth Williamson of NXT Consulting Group, most interviews lasted over an hour and were organized by five major questions:

• Values: What do you most value about living in Sisters Country? • Challenges: What is the biggest challenge facing the future of Sisters Country? • Vision: What is your vision for the future of Sisters Country? • Action: What actions would help achieve your vision? • Results: How would you know your vision has been achieved?

Capturing major themes that surfaced during these conversations, a 76-page interview report was produced, concealing the identity of individual interviewees. The full report, along with a shorter executive summary, was released in May 2018 and can be found at the project website: www.sistershorizons.com/learn-more/

General Community Input (March-May 2018)

The project applied these same themes to the general public through two major on-line community surveys and printed questionnaires, a series of small town hall-style community meetings facilitated by Oregon's Kitchen Table, Deschutes County planners and community volunteers, and DIY ‘Kitchen Table’ conversations hosted by community members themselves.

These activities were supplemented by presentations to various local groups, including C4C's Age-Friendly Community Event, Sisters High School Leadership class, local service clubs, and others, using the print or online survey to gather additional input.

On-Line Community Survey I. Findings from the first online community survey, in particular, served as the foundational research in developing a long-range vision and action plan for Sisters Country and its residents. The total number of online and print survey respondents – approaching 500 people in a community with a population of some 8,000 residents – added validity to these findings.

SISTERS COUNTRY HORIZONS 13 FINAL VISION ACTION PLAN Four core questions were worded exactly the same in both the on-line and print versions of the survey, and corresponded to the same questions asked during the community leader interviews. With the on-line survey, several more questions were added to mine community perceptions on the future more deeply, get a better sense of who was taking the survey, and to test differences in attitudes between different communities within Sisters Country, such urban and rural residents. While a few significant differences were noted, more significant was the high degree of alignment.

By far, the on-line survey proved to be the most effective method in reaching community members. The short print survey featured key questions used in the online version and provided a more traditional form of input for individuals not inclined to go online.

Community Meetings. A series of 13 community meetings, augmented by Kitchen Table conversations, were held at various locations in Sisters Country, both inside the city and in several rural locations. During these group discussions, meeting facilitators, drawn from the community-at-large and the Deschutes County Community Development Department, took notes of what residents said, including what they value most about the community, what they see as its biggest challenges, and finally what vision ideas they have for the future of the community. Again, these topics closely mirrored three of the main questions asked in Online Community Survey I. These notes were added to the online database and separated from the survey results.

C4C’s Values and Visioning Quilt. Adding an artistic (and highly local) touch to the visioning process, the Citizens4Community organization collected ideas of residents and visitors about what they value about Sisters Country and their aspirations for its future. These aspirations were literally quilted into an "interactive piece of community art" known as the Sisters Horizons Community Quilt. These short but inspiring sentiments were added to the Sisters Country Horizons online database and separated from the results of the two surveys and from the results of the community meetings.

Factoring in the stakeholder interviews, presentations to Citizens4Community’s (C4C) Age- Friendly Community event, and Sisters High School’s Leadership Class, and creative forms of input including C4C’s Values and Visioning Quilt, the total number of data points from all sources climbed to nearly 1,000 submissions by the end of May.

Working with all of these sources, the Sisters Country Horizons project utilized "qualitative data analysis" (QDA) software to analyze all compiled community input, identifying major themes and enabling the generation of graphical "word clouds" to capture the community's core values, perceived challenges, and high-level aspirations.

All of these methods of community input reflected Sisters Country Horizons’ strong commitment to engaging as many people as possible in order to firmly and clearly articulate their aspirations for the future of Sisters Country. Based upon this input, the Community Input Report was released in report was released in June 2018 and can be found at the project website: www.sistershorizons.com/learn-more/

SISTERS COUNTRY HORIZONS 14 FINAL VISION ACTION PLAN Community Forums (June 2018)

With clear themes emerging from the Stakeholder Interviews and Community Input Report, the project began to drill down from high-level aspirations to more specific strategies for the future of Sisters Country. Four community forums were staged, each forum dedicated to one of the four Horizons focus areas: Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters. At each forum, local and regional experts presented base line data and trends for that focus area. Forum participants, working with ideas gleaned from the general public, developed a draft list of strategies. Slide presentations for each of the four forums can be found at the project website: www.sistershorizons.com/learn-more/

Online Community Survey II (July-August 2018)

Working with the results of the four community forums, a second online community survey tested 54 potential strategies with the general public between late July and late August. Between 13 and 14 strategies were presented for each focus area, and respondents were asked to select their top five ideas for each area. Based on total numbers of votes, a short list of the top five strategies for each area was determined.

A total of 565 participants took the second survey. Their top overall strategies were: Oregon's Artisanal Capital (Prosperous Sisters), Walkable Downtown (Livable Sisters), Urgent Care Facility (Resilient Sisters), and Small Town Atmosphere (Connected Sisters).

These top scoring strategies were presented at the Vision Summit in September, and handed over to the project's Vision Action Team for further refinement. The Community Survey Report II was released in September and can be found at the project website: www.sistershorizons.com/learn-more/

Vision Summit (October 2018)

After a late summer hiatus, the Sisters Country Horizons visioning process was reintroduced to the community in early October with a Vision Summit hosted at Five Pines Lodge Conference Center.

Close to 100 citizens gathered for an initial reading of the draft Sisters Country Horizons Vision Statement, shaped from the data collected through the aforementioned engagements earlier in the vision process, and the revealing of the top-scoring vision strategies. Both the vision and strategies were simultaneously posted to the Horizons website for general public comment.

The Summit also set the stage for the final phase of the project – planning the actions that would help make the vision for Sisters Country a reality. The newly formed Vision Action Team was introduced to the community at this time.

Finally, the Summit was highlighted with storytelling from community leaders from across Sisters Country, describing their diverse experiences of the ‘Sisters Way,’ a cultural standard often referred to in interviews and community meetings during the project.

SISTERS COUNTRY HORIZONS 15 FINAL VISION ACTION PLAN Vision Action Team (September-November 2018)

The Sisters Country Horizons Vision Action Team – or "VAT" – was appointed and oriented in early September and went to work immediately following the Vision Summit. The VAT was comprised of 31 community members representing leaders from across Sisters Country. Their mission was to develop a Vision Action Plan to guide achievement of the Sisters Country Horizons vision with implementable action steps over the next 3-5 years.

During the months of October and November the Vision Action Team met four times to • finalize top priority strategies; • brainstorm actions for each strategy; • finalize actions and identify Lead Partner contacts; and • affirm suggested Lead Partners and finalize the draft Vision Action Plan.

The VAT worked in small teams organized by the four vision focus areas and guided by Team Leaders from the City of Sisters, Deschutes Country, COIC and EDCO. The open-ended dialogue in small group format coalesced the VAT membership and created a collective sense of ownership of the community vision, establishing a robust foundation for implementation of the adopted strategies and actions pending approval by the Sisters City Council.

Early in the week of Thanksgiving, the VAT elected to meet one more time to review and finalize the draft action plan, preparing it for posting to the Horizons website for public comment and presentation to Sisters City Council. The draft plan was previewed with Sisters City Council on November 28. A final draft was planned for Council consideration on January 9, 2019 with formal adoption of the final plan scheduled for February 13, 2019.

A summary version of the plan is presented in this report (See "Sisters Country Horizons Strategies & Actions," page 18) and the Vision Action Plan Implementation Guide presented in the Appendix.

SISTERS COUNTRY HORIZONS 16 FINAL VISION ACTION PLAN OUR VISION FOR SISTERS COUNTRY – A LEGACY FOR GENERATIONS TO COME

Our Vision for Sisters Country – first revealed at the Vision Summit in October 2018 – is the overarching vision statement developed by the Sisters Country Horizons visioning process. The result of input from participants across Sisters Country, including community interviews, meetings, online surveys and forums, it reflects the ideas and words of Sisters Country residents themselves – and their aspirations for a more prosperous, livable, resilient and connected community.

SISTERS COUNTRY proudly stands at a pivotal moment in its history – with a past we choose to honor, a present we seek to improve, and a future we aspire to create that is uniquely and positively our own.

WE HONOR AND STRIVE TO MAINTAIN our spectacular natural environment, our small town feel, the experience of caring and belonging, our outstanding schools, and our Western identity.

WE ACTIVELY SEEK TO IMPROVE our community's quality of life, economic opportunity and affordability for all residents, and the facilities, programs and services that enrich and sustain our lives.

WE ASPIRE TO CREATE a prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation, a livable city and region that remain welcoming even as they grow, resilient people better prepared for a challenging world, and a connected community that works together for the common good.

OUR VISION is to seize this moment, choose our preferred future, and create an enduring legacy for generations to come.

SISTERS COUNTRY HORIZONS 17 FINAL VISION ACTION PLAN SISTERS COUNTRY HORIZONS STRATEGIES & ACTIONS

The following Strategies and Actions – summarized here from the Sisters Country Horizons Vision Action Plan – are intended to help achieve the community's vision over time. (A complete version of the Vision Action Plan Implementation Guide can be found in the Appendix of this document.)

The Strategies are the result of an extensive community conversation, including stakeholder interviews, community meetings, community forums, and two online community surveys. Through this process hundreds of potential ideas were whittled down to a list of 54 draft strategies, tested again with the public, and then reduced to a list of 20 top priority strategies. From there, the project's 31-member Vision Action Team further refined the list and developed a series of recommended actions to implement each strategy over the next five years.

The resulting strategies and actions are organized into four "focus areas," each area representing a key aspect of the future of Sisters Country: Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters.

Each action includes one or more Suggested Lead Partners, who are being asked to lead its implementation. The plan also identifies Potential Supporting Partners, Milestones, and Timelines for each action.

As a community-based initiative, the actions in the Vision Action Plan will involve multiple partners from the public, private and nonprofit sectors in its implementation. While a good deal of the actions will be led by the City of Sisters, other Lead Partners are anticipated to include Deschutes County, Central Oregon Intergovernmental Council (COIC), Sisters Ranger District/U.S. Forest Service, Sisters-Camp Sherman Fire District, Sisters School District, Sisters Park & Recreation District, Economic Development for Central Oregon (EDCO), Sisters Chamber of Commerce, Sisters Arts Association, Sisters Trail Alliance, Citizens4Community, and others.

SISTERS COUNTRY HORIZONS 18 FINAL VISION ACTION PLAN PROSPEROUS SISTERS Our Vision: a prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation. This focus area is about creating a Sisters Country that is prosperous for all its residents. It covers such topics as jobs, small business, economic development, and entrepreneurial activities that generate income for Sisters: tourism, arts and craft, recreation, and more. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Four-Season Tourist & Visitor Destination. Strategically develop Sisters Country's tourism and destination economy, increasing the number of shoulder season and winter events and attractions, such as performances, festivals, retreats, educational speaker series, trainings, and outdoors sports tournaments. Actions: 1.1 Sisters Event Committee & Coordinator 1.2 Permanent Multi-Use Events Center 1.3 Four-Season Competitive Tournaments 1.4 Sisters Country Winter Festival 1.5 Regional Events Partnerships 1.6 Ice Rink & Fly-Fishing Pond

Strategy 2: Oregon's Artisanal Capital. Develop and promote Sisters Country as the "Artisanal Capital of Oregon,” building on its strategic location and spectacular environment, expanding the artisanal economy including visual artists, trades and crafts people, musicians, performance artists, writers, brewers, distillers, and farm-to-table chefs. Actions: 2.1 Public Art Installations 2.2 Artisanal Capital Marketing Plan & Programming 2.3 'Made in Sisters' Annual Festival

Strategy 3: Sisters Makers District. Develop and promote a Sisters Makers District, where wood, metal, and glass crafts, woven crafts, pottery, and arts studios mix with local food and craft beverages, creating a pedestrian friendly zone that compliments, diversifies, and expands the local economy and supports entrepreneurialism and innovation. Actions: 3.1 Sisters Makers District Designation 3.2 Makers District Marketing Plan 3.3 Sisters Makers Event 3.4 Makers District Pedestrian Zone

Strategy 4: Vibrant & Diverse Local Economy. Facilitate local entrepreneurial infrastructure and the development of Sisters-compatible light Industrial land and building inventory, as well as Support Vocational Education & Workforce Development. Actions: 4.1 Local Entrepreneur & Start-Up Infrastructure 4.2 Light Industrial Space & Lands

SISTERS COUNTRY HORIZONS 19 FINAL VISION ACTION PLAN 4.3 Emerging Workforce Development 4.4 Baseline Economic Data

Strategy 5: Forest Service Property Development. Facilitate the development of a masterplan on the U.S. Forest Service property that is compatible with the community's character and identity, combining mixed-used commercial, residential and recreational facilities that anchor and define the community, create new jobs, and provide housing options. Actions: 5.1 Interested Parties Meeting 5.2 USFS Property City Advisory Committee 5.3 Data Collection & Feasibility Analysis 5.4 Design Competition & Symposium

LIVABLE SISTERS Our Vision: a livable city and region that remain welcoming even as they grow. This focus area is about creating a Sisters Country that is livable for all its residents. It covers such topics as growth and planning, housing, transportation, parks and recreation, environmental quality, biking and walking, and other factors that combine to make Sisters Country such a great place to live. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Walkable Downtown. Expand pedestrian-friendly amenities in Downtown Sisters, encouraging residents and visitors to get out of their cars and walk, including during the evening hours. Actions: 1.1 Pedestrian Flag Program 1.2 'Hey, Let's Walk There!' Initiative 1.3 Improved Downtown Lighting

Strategy 2: Affordable Housing. Increase the availability of affordable housing in Sisters Country, including a comprehensive review of the 2010 Sisters Housing Plan, promotion of a diverse mix of housing types, and support for private and volunteer programs that address the issue of housing affordability. Actions: 2.1 Sisters Housing Plan Update 2.2 Workforce Housing 2.3 Long-Term Rental Housing

Strategy 3: Integrated Transportation System. Implement the updated Sisters Transportation System Plan that addresses changes in local and regional growth and new state transportation policies. Determine a preferred alternative to address congestion on Highway 20 in Downtown Sisters, exploring alternate routes and roadway designs, traffic management strategies, bicycle and pedestrian options, signage, and centralized public parking.

SISTERS COUNTRY HORIZONS 20 FINAL VISION ACTION PLAN Actions: 3.1 Intra-Sisters Country Transit 3.2 Activity Bus Route 3.3 Grant Funding for Transportation 3.4 Washington Avenue Bike Boulevard 3.5 Alternative Regional Transportation Options

Strategy 4: Expanded Trail System. Support Sisters Trails Alliance and the U.S. Forest Service in expanding and integrating equestrian, bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural communities with Downtown, linking Sisters to Redmond and Bend, and facilitating appropriate access to recreational areas. Actions: 4.1 Trail Expansion Outreach 4.2 Trail Expansion Funding 4.3 Regional Trails System 4.4 Separated Bike and Equestrian Trails on Sisters Tie Trail

Strategy 5: Parks, Recreation & Greenspace. Identify potential new parks, greenspaces and recreation sites and facilities in Sisters Country to meet the needs of a growing resident population and create new public amenities and visitor attractions. Recognize and honor the City of Sisters' status as a Tree City, and develop Dark Skies program. Actions: 5.1 Greenspace and View Corridor Assets Inventory 5.2 Greenspace and View Corridor Standards 5.3 New City Park on East Portal Property 5.4 Tree-Planting/Replanting 5.5 New Community Recreational Facilities

RESILIENT SISTERS Our Vision: resilient people better prepared for a challenging world. This focus area is about creating a Sisters Country that is resilient for all its residents. It covers such topics as public safety, health and wellness, social services, fire safety and disaster preparedness, and other initiatives that will help our community to be prepared for unanticipated events or a less certain future. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Urgent Care Facility. Pursue establishment of a comprehensive urgent care facility in Sisters, providing walk-in and related ambulatory care and medical services for a rapidly growing population and increasing numbers of tourists. Actions: 1.1 Needs Analysis 1.2 Gaps/Barriers Analysis 1.3 Close Gaps and Eliminate Barriers

SISTERS COUNTRY HORIZONS 21 FINAL VISION ACTION PLAN Strategy 2: Communications Connectivity. Improve communications connectivity and infrastructure (telecommunications, broadband, mobile and Internet services) in Sisters Country with special attention paid to underserved areas. Actions: 2.1 FirstNet Communications Tower 2.2 Underserved Areas 2.3 Remediation in Underserved Areas

Strategy 3: Age-Friendly Community. Support an ‘age-friendly’ community in Sisters Country, encouraging key organizations to share resources and to advocate for issues relevant to all ages and abilities. Actions: 3.1 Inventory of Age Specific Facilities and Programs 3.2 Community Calendar 3.3 Access to Healthy Outdoor Activities – On Unincorporated Lands 3.4 Access to Healthy Outdoor Activities – Within City Limits

Strategy 4: Fire/Drought Resistant Building & Development Codes. Review and update City of Sisters and Deschutes County building and development codes to improve and enhance the fire and drought resistance of homes, communities and landscapes in Sisters Country. Actions: 4.1 State Regulatory Framework 4.2 Sisters-Specific Regulatory Framework 4.3 Retrofits to Critical Infrastructure, Other Structures and Landscaping

Strategy 5: Disaster Preparedness & Response. Promote enhanced coordination of disaster preparedness and response efforts in Sisters Country within the statewide network. Improve and enhance natural disaster preparedness and socioeconomic resilience training and education programs. Actions: 5.1 Active Forest Management 5.2 Models for Active Forest Management 5.3 Economic Uses of Forest Management By-Products 5.4 Community Outreach Activities 5.5 Comprehensive Natural Hazards Planning and Preparation

CONNECTED SISTERS Our Vision: a connected community working together for the common good. This focus area is about creating a Sisters Country that is more connected, making all its residents feel welcome and involved. It covers such topics as governance and leadership, education and learning, civic engagement and dialogue, volunteerism, and other things that bind us together as a community. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

SISTERS COUNTRY HORIZONS 22 FINAL VISION ACTION PLAN Strategy 1: Small Town Atmosphere. Promote the small-town atmosphere and friendly vibe of Sisters Country as the city and region grow, increasing outreach and opportunities for face-to-face contacts, neighbor-to-neighbor cooperation, and visitors-to-locals connections and commerce. Actions: 1.1 Values-Based Marketing Campaign 1.2 Strengthened Business Community Connections 1.3 New Celebrations 1.4 Community Hub Activities

Strategy 2: Innovation & Distinctive Programming in Schools. Support the innovative curriculum, distinctive programming, community-based initiatives, and year-round use of existing Sisters School District facilities, bolstering the district as the "hub of the community" and connecting its students to the community and beyond. Actions: 2.1 Schools Marketing Campaign 2.2 New Schools Partners and Leaders 2.3 Community HR Database 2.4 Annual School Pitch Event 2.5 Crowdfunding for New Programs

Strategy 3: Multi-Purpose Community Center. Plan, finance and develop a multi-purpose community center in Sisters, featuring year-round programming and opportunities for community members of all ages and abilities to gather and connect, take part in healthy recreation and exercise, and participate in classes, arts, lectures, and community events. Actions: 3.1 Existing Elementary School Conversion 3.2 Community Center Task Force 3.3 New Funding for Sisters Park & Recreation District

Strategy 4: Diversity & Inclusion. Bring Sisters Country's less frequently heard voices into a more diverse, welcoming and inclusive community conversation, fostering greater tolerance in the community helping newcomers as well as long-time residents to feel valued and supported. Actions: 4.1 Community Demographics Assessment 4.2 Barriers to Diversity 4.3 Mental Health Support Systems

Strategy 5: Leadership Training & Development Emphasizing Youth. Develop a deeper pool of leadership through mentorship, education and training, opportunities for civic participation, and community involvement across the generational spectrum with a particular emphasis on youth and young adults. Actions: 5.1 Community-wide Leadership Training Model 5.2 Existing Leadership Barriers 5.3 Mentorship Program 5.4 Key Community Leadership Partners 5.5 Sisters Foundation

SISTERS COUNTRY HORIZONS 23 FINAL VISION ACTION PLAN IMPLEMENTING THE VISION ACTION PLAN

The Sisters Country Horizons Vision Action Plan has been designed and developed to help Sisters Country achieve its vision for the future. Each of its 20 strategies includes a number of action steps intended to be implemented over the next five years, suggested "Lead Partner" organizations who are being asked to take on those activities, and timelines and milestones for their achievement. (A complete version of the Vision Action Plan Implementation Guide with supporting information can be found in the Appendix of this document.)

For many communities that have developed vision action plans, seeing their plans through to completion can be more daunting than creating them in the first place. It involves commitment, resolve and persistence. However, those communities that have succeeded in implementing their plans have achieved significant, even impressive results.

The City of Sisters has been called upon to implement a number of the actions in the Vision Action Plan, but as primary sponsor and "owner" of the visioning process it is also identified to lead another important charge: to ensure that the overall plan is effectively implemented over time, as well as renewed and updated at an appropriate point in the future.

As Sisters Country looks forward to achieving its plan for the future, NXT Consulting Group, consultant to the Sisters Country Horizons visioning process, offers the follow implementation recommendations to the help the City and its partners achieve the most successful outcomes:

• Formal Commitment. Signal the City's formal commitment to implementation through plan adoption. Support Deschutes Country and other government agencies and organizations in signaling their commitment to the plan as well. Use the action plan to guide annual Council goal setting sessions and link the plan to the City's own internal strategic planning efforts. Refer back to the public input compiled through the visioning process interviews, meetings, surveys and forums to help inform new City plans and policies on a continuing basis.

• Dedicated Staff Time. Dedicate a portion of City staff time to promote implementation of City-led actions and track overall plan implementation. For a variety of reasons, it makes good sense to lead such activities from the City Manager's desk.

• Vision Implementation Team (VIT). Form a City advisory team to monitor, track and support plan implementation. A Vision Implementation Team (VIT) reflecting key Lead Partners in the plan should meet periodically to support plan partners in implementing the plan and to monitor and report on implementation progress back to the City and community.

• Easy Wins and Game Changers. Immediately implement some plan actions in order to get "easy wins" on the board and communicate the success of these achievements to the public. These small successes will help demonstrate the power of the plan to affect change and build motivation and resolve to take on the bigger, bolder actions – such as developing a masterplan for development of the USFS property or a multi-purpose community center.

• Horizons Brand. Use the brand, logo, website that have been developed for the visioning process to sell the vision and plan to the community and beyond. Publish a polished, graphical version of the vision statement and strategies, that can be used by the City,

SISTERS COUNTRY HORIZONS 24 FINAL VISION ACTION PLAN Chamber, Schools and other organizations to develop support for their own activities, promote the community, and attract grants and other investments in the community.

• Ongoing Engagement. Continue to engage the wider community in the achievement of the Vision Action Plan over time. Along with the VIT, an annual Vision Town Hall meeting is a good way to keep people engaged, report on progress and accomplishments, honor citizens and organizations who have done the most to promote the vision, and generate new ideas that keep the plan alive.

• Measuring Progress. Develop a set of community "indicators" and corresponding metrics to measure the community's general progress in the direction of its vision over time. Having measurable indicators of the plan's general effectiveness is a critical part of ensuring the long-term success and relevance of a community's vision. The Sisters Vision Action Plan has been designed and structured to promote this additional activity.

Next Steps for Plan Implementation

The process to successfully implement each of the Vision Acton Plan strategies going forward will entail highly coordinated and committed efforts among several organizations and committees. Given the above recommendations, below is a suggested path forward for the City and its partners.

Lead Partner Engagement. First and foremost, the City must engage the suggested Lead Partner for each strategy, respecting the fact that each partner must confirm their readiness and capacity to implement specific actions. These leads are critical to the success of the plan and have been chosen based on their expertise in that particular strategy. Fortunately, most of the major partners were involved with the Vision Action Team and have had a hand in developing specific strategies and actions.

The effort to engage Lead Partners is already underway and being led by the City Manager with assistance as needed from the Mayor. Once all Lead Partners have been engaged, it will be their responsibility to begin the process of implementing identified actions necessary for successful strategy implementation. In some cases partners may suggest refinements to specific actions or timelines to better fit their ability to implement them.

For some actions, this also means engaging several supporting partners and/or possibly forming separate committees to supplement the lead partner’s activities. It will be necessary for the Lead Partner to work with their key players to communicate and coordinate progress; update milestones and responsible parties; and monitor remaining action item plans.

Vision Implementation Team (VIT) Formation. Another key step in plan implementation will be forming the Vision Implementation Team (VIT). This team should be established over the next few months and will serve as an overall advisory board to the City (Staff and Council) and to the general public. Ideally, the VIT will include members of the Vision Action Team (VAT), a number of whom have already indicated their interest in continuing with the process.

The VIT role will be to monitor and track accomplishment progress across all strategies, using tools such as key performance indicators (KPI’s). This team will also need to meet regularly to

SISTERS COUNTRY HORIZONS 25 FINAL VISION ACTION PLAN keep an active pulse on progress and to identify “gaps” where we may need to increase focus and attention. Selected City Staff should be active members of the VIT and regular reporting including the KPI’s will be necessary.

Council & Board Engagement. Another key step will be to engage Sisters City Council and the Deschutes County Board of Commissioners in this process on an ongoing basis. The Council and Board can help by potentially identifying liaison members to some of the key lead partner organizations and/or the VIT. This will be particularly valuable when an action may potentially need some type of future decision by the Council or the Board (e.g.: funding mechanisms; policy resolutions; etc.).

It will be necessary to have regular workshop agenda items on the Council calendar focused on updates to the Visioning process including reviewing VIT KPI’s, etc. Finally, the Council and Board will make the Visioning project part of their annual goal setting sessions so there is greater coordination and momentum between the two areas.

Another potential is to engage the various existing City and County Committees (e.g.: planning; parks; HPAB; etc.) in the process by potentially identifying member(s) to serve on either lead partner committees or the VIT.

It goes without saying that adequate resources, overall engagement and commitment, and communication will be critical for overall success of the Horizons Vision Action Plan. That said, potential selected consulting support and/or incremental staff assistance may be necessary for successful implementation. These decisions will be led by the City Manager and will be part of the upcoming annual budgeting process.

Finally, ongoing engagement of the entire community will be necessary to keep communication lines open on progress and feedback including an annual Vision town meeting. At the end of the day, the community's continued engagement will ensure the success of this plan for the future of Sisters Country.

SISTERS COUNTRY HORIZONS 26 FINAL VISION ACTION PLAN

APPENDIX VISION ACTION PLAN Implementation Guide

Sisters Country Horizons Visioning Project City of Sisters, Oregon February 2019

(Last Updated: 02.11.19)

Prepared by Sisters Country Horizons Vision Action Team

Focus Area Team Leaders: Caprielle Foote-Lewis, EDCO – Prosperous Sisters Nicole Mardell, Deschutes County – Livable Sisters Patrick Davenport, City of Sisters – Resilient Sisters Janel Ruehl, COIC – Connected Sisters

SISTERS COUNTRY HORIZONS 27 FINAL VISION ACTION PLAN INTRODUCTION & OVERVIEW

The Vision Action Plan presented in this document is the final outcome of the Sisters Country Horizons community visioning project of the City of Sisters, Oregon conducted in 2018.

The preceding report contains a summary version of the plan including focus area visions, strategies and corresponding actions.

The following ("Implementation Guide") is the full version of the plan, containing all supplementary information developed by the Sisters County Horizons Vision Action Team (VAT), 31 appointed community and agency leaders who articulated the actions recommended herein.

Following public input via the Horizons website in December 2018, a few subsequent minor revisions and one new action (Prosperous 4.4, "Baseline Economic Data") were approved by the Horizons Project Management Team, advised by the VAT's Focus Area Team Leaders.

In addition to Strategies and corresponding Actions, for each action this version of the plan includes the following information: • Suggested Lead Partners, the government agencies or nonprofit organizations who have been recommended for implementing respective actions; • Potential Supporting Partners, other government agencies or nonprofit organizations that may be able to assist in or support the implementation of those actions; • Suggested Milestones for measuring progress in implementation of actions; • Suggested Timeline for action implementation.

It should be noted that not all Suggested Lead Partners may have been confirmed as of publication of this final Vision Action Plan. The City of Sisters will continue to work on those confirmations with the respective agencies or organizations, as necessary.

It is quite possible that agencies or organizations recommended by the VAT as "Suggested Lead Partners" for specific actions may change at the request of those entities, and may not necessarily be the entities that end up implementing those actions.

Finally, this plan represents a well-informed road map forward. It is not intended, however, to be a prescriptive document. Adoption assumes further development and refinement of the plan's recommended actions by their respective Suggested Lead Partners.

SISTERS COUNTRY HORIZONS 28 FINAL VISION ACTION PLAN FOCUS AREA: PROSPEROUS SISTERS

PROSPEROUS Strategically develop Sisters Country's tourism and destination economy, increasing the number of STRATEGY 1 shoulder season and Winter events and attractions, such as performances, festivals, retreats, Four-Season Tourist & educational speaker series, trainings, and outdoors sports tournaments. Visitor Destination

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TIMELINE TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 1.1 Suggested Lead Partner(s): Sisters Events Committee & City of Sisters 1. City, Prosperous VAT representatives, ✗ Coordinator Chamber of Commerce Chamber Board meet to build criteria for event committee members Establish a Sisters Events Potential Supporting Partner(s): 2. Committee members are selected Committee and develop and fill a • Central Oregon Visitors 3. Committee meets to build proposal for new position for a full-time local Association funding events Coordinator. Develop • Sisters Folk Festival 4. Once funding is secured, Committee funding to support the work of • Sisters Rodeo establishes process to hire or contract with an the Committee and Events • Sisters Outdoor Quilt Show events coordinator in consultation with Coordinator. • Sisters Parks and Recreation Chamber Board, City and funding partners. • Sisters Arts Association 5. Committee communicates and collaborates (See also Resilient 1.3) • Sisters Athletic Club with all current key event coordinators • Sisters Eagle Airport 6. Committee assists with the establishment of • Economic Development for new local events as outlined in this and other Central Oregon Sisters Horizons Strategies

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• Other fitness & adventure organizations • Visit Bend • Ford Family Foundation • The Roundhouse Foundation

Prosperous 1.2 Suggested Lead Partner(s): Permanent Multi-Use Events • Sisters Events Committee 1. Develop a business plan of planned uses, ✗ Center partners, funding, etc. Potential Supporting Partner(s): 2. Identify location(s) consistent with business Promote the development of a • City of Sisters plan, including meeting with City staff permanent multi-use venue for • Sisters Chamber of Commerce regarding regulatory issues (e.g., change in the performing arts, events, • Sisters School District use of a building, parking, zoning). speaker series, concerts and • Ford Family Foundation 3. Engage the public (if applicable) to support other similar activities. • Oregon Community Foundation the proposed business plan and site • The Roundhouse Foundation 4. Secure the site, permits (if necessary), • Sisters Outdoor Quilt Show funding for site improvements, etc. • Sisters Arts Association • Sisters Parks & Recreation Department • Sisters Folk Festival • Community Assets Committee (Report)

Prosperous 1.3 Suggested Lead Partner(s): Four-Season Competitive • Sisters Events Committee 1. Sisters Events Committee meets to discuss ✗ Tournaments • Sisters Park & Recreation 2. Committee establishes a Plan District 3. Committee secures funding Develop, market, and support • Sisters School District 4. Committee implements Plan new tournaments, athletic • outside vendor(s) competitions and related events and activities in Sisters Country, Potential Supporting Partner(s): focusing on the shoulder seasons • Sisters Chamber of Commerce and Winter months. • U.S. Forest Service • Hoodoo Resort • Sisters Park & Recreation District

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

(Ideas: Bobsled, Ropes Course- • Visit Bend Leadership, Obstacle Course • Downtown & Adventure Events) businesses • Central Oregon Visitors Association • Sisters Trail Alliance • Sisters Athletic Club

Prosperous 1.4 Suggested Lead Partner(s): Sisters Country Winter Festival • Chamber of Commerce 1. Sisters Events Committee meets to discuss ✗ • Sisters Events Committee 2. Committee establishes a Plan Develop an annual Winter 3. Committee secures funding festival with family-friendly Potential Supporting Partner(s): 4. Committee implements Plan activities such as ice sculpting, • City of Sisters ice skating, craft food and • Sisters Country businesses beverages, gingerbread house • Hoodoo Resort tour, art walks, indoor/outdoor • Black Butte Ranch competitions, Christmas Town Concept, etc. Prosperous 1.5 Suggested Lead Partner(s): Regional Events Partnerships • Sisters Events Committee 1. Sisters Events Committee meets to discuss 2. Committee establishes a Plan ✗ Partner with and piggyback off of Potential Supporting Partner(s): 3. Committee secures funding other, larger winter and shoulder • Sisters Chamber of Commerce 4. Committee implements Plan season events in Bend and • City of Bend Central Oregon to attract visitors • City of Sisters to Sisters. • Visit Bend • Central Oregon Visitors Assn.

Prosperous 1.6 Suggested Lead Partner(s):

Ice Rink & Fly-Fishing Pond • City of Sisters 1. City develops an implementation and ✗ management plan Build a smaller-sized ice rink that Potential Supporting Partner(s): 2. City identifies appropriate property doubles as a fly-fishing practice • Sisters Chamber of Commerce 3. Funding secured pond in off seasons. (Consider • The Fly Fishers Place 4. City implements plan and develops asset the mobile one in Redmond. • Catch Magazine

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Develop and promote Sisters Country as the "Artisanal Capital of Oregon,” building on its strategic STRATEGY 2 location and spectacular environment, expanding the artisanal economy including visual artists, Oregon's Artisanal Capital trades and crafts people, musicians, performance artists, writers, brewers, distillers, and farm-to- table chefs.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 2.1 Suggested Lead Partner(s): Public Art Installations • Sisters Arts Association 1. Meet with the Property Owners and ✗ Merchants to discuss giving up a parking spot Install consigned public art Potential Supporting Partner(s): for Public Arts on Hood Ave. for first around Sisters Downtown • City of Sisters instillations. Commercial zone. • Sisters Chamber of Commerce 2. Meet with City staff to determine private • Ford Family Foundation property and right-of-way • Oregon Community Foundation regulations/permits or any other potential • The Roundhouse Foundation limiting factors, etc., pertaining to public art instillations3.Work with City to identify future locations of art on Adams, Main and Cascade Ave 3. Finalize Implementation Plan 4. Report Plan to Vision Implementation Committee in Early 2019 5. Secure Funding 6. Form local Public Art Selection Committee

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Prosperous 2.2 Suggested Lead Partner(s): Artisanal Capital Marketing Plan • Chamber of Commerce 1. Develop a Business/ Marketing Campaign, ✗ & Programming including scope and funding; social media; Potential Supporting Partner(s): promotional materials for distribution at Create a marketing campaign and • Sisters Arts Association appropriate local, statewide, and regional programming to identify and • Sisters Chamber of Commerce (multi-state) trade-shows/events; target promote Sisters as the Artisan • The Roundhouse Foundation specific geographic markets. Capital of Oregon. • Central Oregon Visitors Association • Ford Family Foundation • Arts & Culture Alliance

Prosperous 2.3 ‘Made in Sisters’ Annual Festival Suggested Lead Partner(s): 1. Assemble team of supporting partners to plan ✗ • Sisters Events Committee the event Develop an annual 'Made in • Sisters Country Businesses 2. Coordinate annual event Sisters' event centered around art, food and other products Potential Supporting Partner(s): hand-crafted in Sisters Country. • City of Sisters • Sisters Chamber of Commerce (See also Prosperous 3.3) • Sisters Arts Association • The Roundhouse Foundation • Economic Development for Central Oregon • Central Oregon Builders Association • Central Oregon Visitors Association • 2-3 lead businesses likely to showcase their products, crafts, etc. at the festival

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Develop and promote a Sisters Makers District, where wood, metal, and glass crafts, woven crafts, STRATEGY 3 pottery, and arts studios mix with local food and craft beverages, creating a pedestrian friendly Sisters Makers District zone that compliments, diversifies, and expands the local economy and supports entrepreneurialism and innovation.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- –

5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 3.1 Suggested Lead Partner(s): Sisters Makers District • 1. Establish agreement on the purpose of the City of Sisters ✗ è è è Designation • Sisters Country Makers Businesses district among all the partners and at least a few lead property owners and businesses Establish a formal Sisters Makers Potential Supporting Partner(s): 2. Form a Maker’s District Committee District, including boundaries, • Sisters Chamber of Commerce 3. Locate and map the most appropriate zone official designation, and • Economic Development for Central with the support of property owners and appropriate zoning and planning Oregon businesses within the identified boundaries ordinances enabling its 4. If necessary, amend City zoning map and development over time. code to facilitate the implementation of the new district Encourage and support 5. Establish distinct gateways or other entry/exit development of appropriate physical features such as banners/signs, facilities and work spaces for public art, and/or streetscape, etc. to makers and other entrepreneurs. identify/celebrate the unique district. This is coordinated with Action 2.4 below. Prosperous 3.2 Suggested Lead Partner(s): Makers District Marketing Plan • Sisters Chamber of Commerce 1. Create a district plan (does not need to be • Sisters Country Makers Committee detailed) similar to a business plan – purpose, boundaries, types of businesses and activities ✗

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Develop a marketing plan for the Potential Supporting Partner(s): highlighted/targeted/existing, physical Sisters Makers District • City of Sisters improvements (if any), programming (next • Economic Development for Central action plan), etc. Oregon 2. Review marketing plans from other makers districts (no need to recreate the wheel if unnecessary) and/or meet with staff from others, to determine best practices for Sisters with available resources Prosperous 3.3 Suggested Lead Partner(s): Sisters Makers’ Event • Sisters Events Committee 1. Convene makers district property ✗ • Sisters Country Makers Committee owners/businesses to discuss the benefits of Develop an event centered an event, details, etc. around products “Made in Sisters Potential Supporting Partner(s): Country.” Implement with • City of Sisters “Made in Sisters Annual Event • Sisters Chamber of Commerce

(See also Prosperous 2.3) • Sisters Arts Association • Economic Development for Central Oregon • The Roundhouse Foundation • Ford Family Foundation • Central Oregon Visitors Association

Prosperous 3.4 Lead Partner(s): 1. Convene makers district’s property owners Makers District • City of Sisters and businesses to establish agreement on the ✗ è è Pedestrian Zone pedestrian zone’s improvements – physical Potential Supporting Partner(s): (public/private property), regulatory changes, Support establishment of a • Sisters Chamber of Commerce etc. pedestrian friendly zone in the • Sisters Arts Association 2. Public engagement to gain support for Sisters Maker District, featuring • Oregon Department of changes pedestrian amenities similar to Transportation 3. Identify funding options, improvement areas of downtown. timelines, etc.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Facilitate local Entrepreneurial Infrastructure and the development of Sisters Compatible Light STRATEGY 4 Industrial land and building inventory, as well as Support Vocational Education & Workforce A Vibrant and Diverse Local Development. Economy

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

Yrs. 2 Yrs. 5

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 4.1 Suggested Lead Partner(s): Local Entrepreneur & Start-Up • Economic Development for 1. Partner with and support the local program, è è è è Infrastructure Central Oregon specifically these initiatives and ongoing • City of Sisters activities as outlined in the Sisters (Economic Develop infrastructure to support Development for Central Oregon) Strategic local entrepreneurs and start-up Potential Supporting Partner(s): Plan (START) companies with initiatives such • Deschutes County 2. Inform and educate the City and service as co-working spaces, business • Sisters Chamber of Commerce providers of the Sisters START Plan and its incubators, coordinated meet • Developers benefits to regional economy. ups, “live/work” housing, • Land Owners 3. Coordinate with the City and service providers technology systems and support • Technology Association of Oregon to develop an implementation plan networks, and connect them to • Bend Broadband (projects/scope, schedule, and budget). the established regional • Jobb (Fika) 4. Coordinate mixers/meet-ups for solo- entrepreneurial and innovation • City Housing Policy Board entrepreneurs, young business owners and ecosystem. • Sisters Community influencers • Small Business Development Center

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Prosperous 4.2 Suggested Lead Partner(s): Light Industrial Space & Lands • City of Sisters 1. Working with the City and County focus è è è è • Economic Development for current economic development strategies to Promote the development of Central Oregon increase land inventory with Light Industrial new light industrial zoned land zoning (USFS, Airport, UGB Expansion, County for purchase or lease in Sisters, Potential Supporting Partner(s): Condition Uses) focusing on recruitment of • Deschutes County 2. Partner with and support the local EDCO companies that build on the • Business Oregon program, specifically these initiatives and established and emerging • State Department of Land ongoing activities as outlined in the Sisters industry sectors that fit our Conservation and Development (Economic Development for Central Oregon) community’s culture and vision • Central Oregon Intergovernmental Strategic Plan (MOVE)) for the future economy. Council • Sisters Eagle Airport • US Forest Service • Local Landowners Developers • Heart of Oregon Corps

Prosperous 4.3 Suggested Lead Partner(s): Emerging Workforce • Sisters School District 1. Partner with and support the local EDCO ✗ è è è Development • Better Together - Youth Career program, specifically these workforce Connect development initiatives, and ongoing activities Work with Sisters School District, • Economic Development for as outlined in the Sisters Economic regional higher education Central Oregon Development Strategic Plan. institutions, local businesses, and • East Cascades Workforce 2. Assemble a meeting or ongoing forum of lead workforce development Investment Board and supporting partners to track the progress organizations to create programs, of strategy, identify new internships, and apprenticeships Potential Supporting Partner(s): opportunities/employers to participate in the to develop and train Sisters • Sisters School District program as the economy and workforce needs Country’s emerging workforce to • City of Sisters evolve, and any additional resources to sustain succeed in our regional economy. • Oregon State University this initiative over time. • University of Oregon 3. Annually celebrate/recognize the participating • Technology Association of Oregon businesses and students. • Central Oregon Community College • WorkSource Oregon

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• East Cascades Workforce Investment Board • Central Oregon Intergovernmental Council

Prosperous 4.4 Suggested Lead Partner(s): Baseline Economic Data • Economic Development for 1. Collect economic data from appropriate ✗ ✓ Central Oregon supporting partners, including but not limited Develop comprehensive baseline • Central Oregon Intergovernmental to: employment data (industry/wages); economic data to evaluate Sisters Council property valuations; and tourism/visitor data. Country's current and projected 2. Extrapolate data from region or Metropolitan economic performance and Potential Supporting Partner(s): Statistical Area (MSA) if needed. measure its progress over time. • City of Sisters 3. Utilize acquired data to develop a Make this data available to key • Deschutes County comprehensive economic baseline for Sisters public and private entities to • Oregon Employment Department Country. assist in their planning. • Business Oregon • Chamber of Commerce

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Facilitate the development of a masterplan on the U.S. Forest Service property that is compatible STRATEGY 5 with the community's character and identity, combining mixed-used commercial, residential and Forest Service Property recreational facilities that anchor and define the community, create new jobs, and provide housing Development options.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 5.1 Suggested Lead Partner(s): Interested Parties Meeting • City of Sisters 1. Coordinate an initial meeting • Economic Development for 2. Collect information and compile data ✗ Coordinate and convene a Central Oregon 3. Encourage parties to join City’s Advisory facilitated meeting with the City, • US Forest Service Committee U.S. Forest Service, interested • Central Oregon Intergovernmental 4. Establish a public information/outreach developers, and other identified Council strategy (may be simple) to share key stakeholders to discuss milestones or decision points with city opportunities, challenges and Potential Supporting Partner(s): residents to ensure an open/transparent potential next steps in • State Representatives process – to the extent possible (since this development of the Forest • Developers effort involves real property sales, etc.). Service property. • Realtors • Stakeholders • Sisters Events Committee

Prosperous 5.2 Suggested Lead Partner(s): USFS Property City Advisory • City of Sisters 1. Form a committee including; USFS ✗ è è Committee • United States Forest Service representatives, the City, developers,

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Establish a City advisory Potential Supporting Partner(s): realtors, non-profit organizations, businesses, committee dedicated to collecting • Economic Development for state representatives, and citizens. and analyzing relevant data Central Oregon 2. Facilitate rezoning (zone overlay) of USFS information, and working with • Deschutes County property for designated use as a mixed-use the interested parties in exploring • State Department of Land development, including revision of the the feasibility of developing the Conservation and Development current comprehensive plan and zoning U.S. Forest Service property. • Sisters Events Committee regulations as appropriate.

Prosperous 5.3 Suggested Lead Partner(s): Data Collection & Feasibility • City of Sisters 1. Maintain an up-to-date City Housing Needs ✗ è Analysis • USFS Property Advisory Assessment Committee 2. Develop and maintain and up-to-date Collect and compile relevant data Employment Land Inventory Needs and information regarding Potential Supporting Partner(s): Assessment opportunities, challenges and • Economic Development for 3. Perform an Infrastructure Needs Assessment costs of developing the Forest Central Oregon and Cost Analysis Service property. Conduct a • University of Oregon-Sustainable 4. Consider funding options, such as a Bond to feasibility analysis and game plan Cities Initiative Purchase??? for proceeding. • Sisters Events Committee

Prosperous 5.4 Suggested Lead Partner(s): Design Competition & • City of Sisters ✗ Symposium Potential Supporting Partner(s): Develop public interest in and • Economic Development for support for Forest Service Central Oregon property development through a • Sisters Chamber of Commerce design competition, community • Universities events, and related marketing. • Sisters Events Committee

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: LIVABLE SISTERS

LIVABLE Expand pedestrian-friendly amenities in Downtown Sisters, encouraging residents and visitors to STRATEGY 1 get out of their cars and walk, including during the evening hours. Walkable Downtown

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 1.1 Suggested Lead Partner(s): ✗ ✓ Pedestrian Flag Program • Sisters Chamber of Commerce 1. Inventory current crossing locations.

• Sisters Book Club Formalize and expand the Sisters 2. Identify needed new crossing locations. Pedestrian Flag Program to allow Potential Supporting Partner(s): for safe crossings throughout • Local business, civic groups, 3. Create schedule of Pedestrian Flag Program Downtown Sisters. Engage nonprofits of sponsors and funders. sponsors to create flags with • Commute Options artwork, sayings, or promotional • Oregon Department of content for community events Transportation and core values. Livable 1.2 Suggested Lead Partner(s): 1. Develop and distribute walking maps ‘Hey, Let’s Walk There!’ Initiative • Sisters Chamber of Commerce identifying points of interest and incentive ✗ è • Sisters Historical Society locations.

Create an incentive based 2. Sponsor one after-hours walking event per program – such as pedestrians Potential Supporting Partner(s): month among businesses and galleries. receiving points from local • Healthcare provider?

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed businesses or prizes – to promote • Sisters Art Association 3. Develop incentive program in conjunction walking downtown. Distribute • Commute Options with program. pedestrian walking maps among • Oregon Department of local business to assist visitors in Transportation wayfinding. Work with businesses for after-hours events.

Livable 1.3 Suggested Lead Partner(s): Improved Downtown Lighting • City of Sisters – Public Works 1. Complete Adams Avenue Streetscape Plan to ✗ ✓ identify locations for new lighting. Add lighting downtown to Potential Supporting Partner(s): 2. Complete construction of Adams Avenue. promote twilight/after dark • Sisters Astronomy Club 3. Determine need and install additional pedestrian safety, while still multiuse path lighting. promoting compatibility with a 4. Promote education of dark skies ordinance dark skies ordinance. with pamphlet.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Increase the availability of affordable housing in Sisters Country, including a comprehensive STRATEGY 2 review of the 2010 Sisters Housing Plan, promotion of a diverse mix of housing types, and support Affordable Housing for private and volunteer programs that address the issue of housing affordability.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 2.1 Suggested Lead Partner(s): 1. Housing Policy Advisory Board is established. Sisters Housing Plan Update • City of Sisters - CDD 2. 2010 Housing Plan reviewed and adopted by • Age Friendly Sisters Country City Council. ✗

Review and update the 2010 3. Implement adopted Housing Plan. ✓ Sisters Housing Plan. Potential Supporting Partner(s): 4. Identify funding opportunities and packages • Housing Works for continued City support. • COIC 5. Explore innovative housing types including • Housing for All adaptive reuse.

Livable 2.2 Suggested Lead Partner(s): Workforce Housing • City of Sisters - CDD 1. Develop stakeholder list – employers, ✗ è developers, nonprofit representatives, Pursue workforce housing in Potential Supporting Partner(s): elected officials, etc. conjunction with new or • Sisters Chamber of Commerce 2. Contact stakeholder list – and form a expanded business • Economic Development for stakeholder/worker group. development. Provide incentives Central Oregon 3. Develop incentive program. for businesses to provide • Larger Employers (i.e. Rays, Laird housing for employees. Superfood, etc.) • COIC • Housing for All

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Livable 2.3 Suggested Lead Partner(s): Long-Term Rental Housing • City of Sisters - CDD 1. Develop incentives for property owners to ✗ promote long-term rental of properties. è Expand efforts and explore new Potential Supporting Partner(s): 2. Implement and enforce new City Short Term options to promote and support • Private Sector/Prop. Owners Rental ordinance. long-term rental housing in • COIC Sisters. • Housing for All

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Implement the updated Sisters Transportation System Plan that addresses changes in local and STRATEGY 3 regional growth and new state transportation policies. Determine a preferred alternative to Integrated Transportation address congestion on Highway 20 in Downtown Sisters, exploring alternate routes and roadway System designs, traffic management strategies, bicycle and pedestrian options, signage, and centralized public parking.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 3.1 Suggested Lead Partner(s): Intra-Sisters Country Transit • Council on Aging 1. Develop website as a “one-stop shop” for ✗ ✓ • Age Friendly Sisters Country mobility/transportation options in Sisters Conduct a survey to help Country. Include information from surveys determine the viability of a Potential Supporting Partner(s): already conducted by AFSC. Sisters Country Transit system • Sisters Park & Recreation District 2. AFSC conducts a survey to gauge interest in and preferred • Central Oregon Intergovernmental preferred routes for bus/van service. destinations/routes. Emphasize Council 3. Pilot projected conducted by preferred providing additional • Cascades East Transit partner (CET, SPRD or private partner) transportation options for the • Sisters Lodge Assisted Living community, including seniors.

Livable 3.2 Suggested Lead Partner(s): Activity Bus Route • Sisters Parent-Teacher Association 1. Determine feasibility of a program with key ✗ è • Sisters Park & Recreation District partners. Conduct a needs assessment for 2. Create task force to determine route. expanded activity bus service, Potential Supporting Partner(s): 3. Organize route schedule and support such as Sisters Park & Recreation • Sisters School District 4. Conduct survey to determine effectiveness.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

District, using existing buses to • Commute Options provide transportation for • Black Butte School students to after-school activities. • Sisters Christian Academy • Central Oregon Intergovernmental Council

Livable 3.3 Suggested Lead Partner(s): Grant Funding for Transportation • City of Sisters – Public Works 1. Secure 2021-23 State Transportation ✗ ✓ Engage the Central Oregon • Oregon Department of Improvement Plan funding for high priority Intergovernmental Council, Transportation projects. Oregon Department of 2. Coordinate with local agencies to identify Transportation, Travel Oregon Potential Supporting Partner(s): potential for redirection of funding from HB and other groups to pursue • Central Oregon Intergovernmental 2017 for high priority projects in grants to study, evaluate, and Council Transportation System Plan. implement high priority •Commute Options transportation projects – • Age Friendly Sisters Country including bicycle facilities and • Central Oregon Intergovernmental transit service identified in local Council/Cascades East Transit and regional plans. Livable 3.4 Suggested Lead Partner(s): ✗ ✓ Washington Avenue Bike • City of Sisters — Public Works 1. City Conducts Public Outreach – Washington Boulevard Ave residents specifically Potential Supporting Partner(s): 2. Secure funding Pilot the first Sisters Bicycle • Deschutes County Bicycle & 3. Complete construction –striping, signage in Boulevard on Washington Avenue Pedestrian Committee place (in TSP) – a low volume, low • Commute Options speed street that has been optimized for bicycle travel through treatments such as traffic calming and traffic reduction, signage and pavement markings, and intersection crossing treatments. Motor vehicle access is maintained. Livable 3.5 Suggested Lead Partner(s): ✗ Alternative Regional • City of Sisters - CDD ✓ Transportation Options

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Potential Supporting Partner(s): 1. Engage Uber and Lyft to determine what is Develop options for • Uber Lyft necessary for the companies to operate transportation (including • Commute Options within Sisters. commuting) between Sisters and • Age Friendly Sisters Country 2. Formalize resources for carpool/vanpool for the region, using vehicle for hire • Cascade East Transit ease of access including social media and (Lyft, Uber), carpool, vanpool, • Central Oregon Intergovernmental other networking tools. etc. Emphasize options that are Council. safe for all users.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Support Sisters Trails Alliance and the U.S. Forest Service in expanding and integrating equestrian, STRATEGY 4 bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural Expanded Trail System communities with Downtown, linking Sisters to Redmond and Bend, and facilitating appropriate access to recreational areas.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 4.1 Suggested Lead Partner(s): Trail Expansion Outreach • U.S. Forest Service 1. Conduct community meetings/surveys ✗ • Oregon Department of facilitated by C4C to prioritize trail projects. è Conduct community outreach to Transportation 2. Solicit input letters from Sisters Country gain input for trail connections HOAs and residents. between Sisters and Sisters Potential Supporting Partner(s): Country. • Citizens4Community • Sisters Trail Alliance (See also Resilient Sisters 3.3, 3.4) • Sisters Country HOAs • City of Sisters — CDD • Deschutes County CDD • Brooks Resources • Deschutes Land Trust

Livable 4.2 Suggested Lead Partner(s): Trail Expansion Funding • Sisters Trail Alliance 1. Following outreach, develop estimated budget. ✗

Potential Supporting Partner(s): 2. Identify potential funding sources by outside è • U.S. Forest Service agencies (travel Oregon, etc.)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Secure funding for trail • ODOT 3. Identify key costs, such as securing connections between Sisters and • Deschutes County Bicycle and ROW/Easements. Sisters Country. Pedestrian Advisory Committee (BPAC) (See also Resilient Sisters 3.3, 3.4) • City of Sisters • Brooks Resources • Deschutes Trails Coalition • Deschutes Land Trust

Livable 4.3 Suggested Lead Partner(s): Regional Trails System • U.S. Bureau of Land Management 1. Conduct Feasibility Analysis alongside ✗ è • Sisters Trails Alliance regional cities. Plan for and support • Deschutes County -CDD 2. Conduct public outreach within City of Sisters, development of a regional trails Redmond, and Bend to identify preferred system connecting Sisters and Potential Supporting Partner(s): routes, opportunities, and challenges. Sisters Country with Redmond • Central Oregon Trail Alliance 3. Develop stakeholder group to determine and Bend. • Bend/Redmond/Sisters chambers project scope. • Brooks Resources (See also Resilient Sisters 3.3, 3.4) • Pacific NW Endurance Riders – Jeff Tryens • Oregon Equestrian Trails (OET) • City of Redmond • City of Bend • City of Sisters

Livable 4.4 Suggested Lead Partner(s): ✗ è Separated Bike and Equestrian • U.S. Forest Service 1. Confirm completion of Indian Ford Bridge Trails on Sisters Tie Trail • Sisters Trail Alliance crossing. • Oregon Equestrian Trails (OET) 2. Organize volunteers to construct trail. Separate bicycle and equestrian 3. Flag and complete horse trail. trails from one another on Sisters Potential Supporting Partner(s): Tie Trail to allow for ease of use • (TBD) and better access for users.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Identify potential new parks, greenspaces and recreation sites and facilities in Sisters Country to STRATEGY 5 meet the needs of a growing resident population and create new public amenities and visitor Parks, Recreation & attractions. Recognize and honor the City of Sisters' status as a Tree City, and develop Dark Skies Greenspace program.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 5.1 Suggested Lead Partner(s): 1. Identify existing greenspace and view Greenspace and View Corridor • City Parks Advisory Committee corridors within and surrounding city limits ✗ è Assets Inventory • Deschutes County – Community (lazy Z, PMV, Patterson Ranch, etc.) Development 2. Identify high priority land for conservation Inventory the community’s easements and/or land acquisition. natural assets to aid in Potential Supporting Partner(s): development of a Sisters Country • Sisters Park & Recreation District Parks, Recreation, Greenspace, • Deschutes Land Trust and View Corridor Master Plan. Livable 5.2 Suggested Lead Partner(s): Greenspace and View Corridor • City Parks Advisory Committee 1. Support zoning efforts to preserve corridors, ✗ è Standards • Deschutes County – Community greenspace, and trail connections. Development 2. Identify Code changes to limit building Create standards for placement, height and set back restrictions development to preserve key Potential Supporting Partner(s) 3. Obtain permanent view corridor/greenspace corridors. • Sisters Park & Recreation District easements and/or land • Deschutes Land Trust

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Livable 5.3 Suggested Lead Partner(s): New City Park on East Portal • ODOT 1. Create stakeholder group with lead and ✗ ✓ Property (corner of Cascade Ave • Forest Service supporting partners to discuss timeline and and Santiam Highway, near the potential for land acquisition. Labyrinth) Potential Supporting Partner(s): 2. Conduct community outreach and surveys to • City of Sisters-CDD determine preferred park amenities (e.g., dog Develop property with new multi- • City Parks Advisory Board park). purpose city owned park. • Deschutes County – CDD 3. Develop park master plan and receive city approvals. 4. Construct park and open for public use.

Livable 5.4 Suggested Lead Partner(s): Tree Planting/Re-Planting • City of Sisters – CDD /PW 1. Enforce City’s ordinance regarding replanting ✗ • City of Sisters – Urban Forestry of trees following tree removal to ensure è Promote planting and replanting Board Tree City Status is honored. of trees in alignment with Tree 2. Promote planting of new trees. City status. Potential Supporting Partner(s): • N/A Livable 5.5 Suggested Lead Partner(s): New Community Recreational • Sister Park and Recreation 1. Refer to 2014 Community Assets survey to ✗ è Facilities Department identify notable projects. • City of Sisters – CDD Identify potential new community 2. Assess interest through community outreach. recreation facilities (i.e., Potential Supporting Partner(s): swimming pool, field house). • Sisters School District 3. Determine feasibility of new recreation facility

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: RESILIENT SISTERS

RESILIENT Pursue establishment of a comprehensive urgent care facility in Sisters, providing walk-in and STRATEGY 1 related ambulatory care and medical services for a rapidly growing population and increasing Urgent Care Center numbers of tourists.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 1.1 Suggested Lead Partner(s): Needs Analysis • (TBD) 1. Frame the inquiry to guide collection of need- ✗ ✓ related information Conduct a survey of medical Potential Supporting Partner(s): 2. Make the inquiry service providers to analyze the • Citizens4Community 3. Follow up with information sources need for an urgent care facility • City of Sisters 4. Assemble and report the results serving Sisters Country residents • Medical service providers and visitors. • Assisted Living Facility providers • Sisters-Camp Sherman Fire District • Age Friendly Sisters Country • Central Oregon Health Council

Resilient 1.2 Suggested Lead Partner(s): Gaps/Barriers Analysis • (TBD) 1. Frame the inquiry to guide collection of ✗ ✓ gap/barrier-related information Identify gaps/barriers – such as Potential Supporting Partner(s): 2. Make the inquiry availability and cost of real estate, • Citizens4Community 3. Follow up with information sources

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed demand per demographics, and • City of Sisters 4. Assemble and report the results regulatory hurdles – to • Medical service providers establishing an urgent care • Sisters Chamber of Commerce facility. •Assisted Living Facility providers • Sisters-Camp Sherman Fire District

Resilient 1.3 Suggested Lead Partner(s): Close Gaps and Eliminate • Potentially interested medical care 1. Create a list of the steps required to close ✗ ✓ Barriers providers identified gaps and eliminate identified barriers Based on the results of the needs Potential Supporting Partner(s): 2. Implement the listed steps and gaps/barriers analyses, • Citizens4Community 3. Plan and conduct a grand ribbon-cutting complete steps necessary to close • Deschutes County Health Dept. event to celebrate the community’s support identified gaps and to eliminate • City of Sisters for, and involvement in creating, the new identified barriers to the • Sisters Chamber of Commerce urgent care facility. establishment of an urgent care • Other public and private entities as facility in Sisters Country. suggested by the gap/barrier analysis • Central Oregon Health Council

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Improve communications connectivity and infrastructure (telecommunications, broadband, mobile STRATEGY 2 and Internet services) in Sisters Country with special attention paid to underserved areas. Communications Connectivity

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 2.1 Suggested Lead Partner(s): FirstNet Communications Tower • AT&T 1. Convene at least one meeting of the ✗ è ✓ Supporting Partners to update them on the Encourage and support funding Potential Supporting Partner(s): progress toward constructing the and construction of a • Sisters-Camp Sherman Fire District communications tower and to facilitate communications tower, part of • U.S. Forest Service ongoing discussion of gaps and barriers that the planned Nationwide Public • Deschutes County may need to be filled or overcome to make Safety Broadband Network, • Oregon State Police the tower a reality serving the greater Camp • Black Butte Ranch 2. Construct tower Sherman region. FirstNet is a • Oregon Department of Forestry 3. Plan and conduct a grand ribbon-cutting federal authority established in • Other public and private entities event to celebrate the community’s support 2012 to enhance first responder for, and involvement in creating, the new communications throughout the communications tower nation.

Resilient 2.2 Suggested Lead Partner(s): Underserved Areas • Central Oregon Intergovernmental 1. Frame the inquiry to guide collection of ✗ ✓ Council needs/gaps-related information Conduct a needs/gaps survey to 2. Make the inquiry

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed identify, by region within Sisters Potential Supporting Partner(s): 3. Follow up with information sources Country, provider capabilities, • City of Sisters 4. Assemble and report the results demand, and opportunities to • Sisters Chamber of Commerce expand and improve • Sisters-Camp Sherman Fire District telecommunication, broadband, • Deschutes County mobile and Internet service • Economic Development for Central infrastructure. Oregon • Service providers (See also 2.3 below) • Sisters School District • Family Action Network

Resilient 2.3 Suggested Lead Partner(s): Remediation in Underserved • Economic Development for Central 1. Create a list of recommended steps required ✗ ✓ Areas Oregon to close identified gaps and eliminate identified barriers Identify and execute steps Potential Supporting Partner(s): 2. Implement the recommended steps necessary to enhance provider • City of Sisters capabilities, meet demand, and • Sisters Chamber of Commerce capitalize on opportunities to • Sisters-Camp Sherman Fire District expand and improve • Deschutes County telecommunication, broadband, • Sisters School District mobile and Internet service • Family Action Network infrastructure in underserved • Central Oregon Intergovernmental regions of Sisters Country. Council

(See also 2.2 above)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Support an ‘age-friendly’ community in Sisters Country, encouraging key organizations to share STRATEGY 3 resources and to advocate for issues relevant to all ages and abilities. Age Friendly Community

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 3.1 Suggested Lead Partner(s): Inventory of Age Specific • Sisters Park & Recreation District 1. Frame the inquiry to guide collection of ✗ ✓ è è Facilities and Programs • Age Friendly Sisters Country information about programs and facilities Compile and regularly update a 2. Make the inquiry comprehensive list of programs Potential Supporting Partner(s): 3. Follow up with information sources and facilities serving specific age • City of Sisters 4. Assemble and begin publishing the results groups in Sisters Country. • Deschutes County • Sisters Trail Alliance • U.S. Forest Service • Hoodoo Ski Resort • Sisters School District • Local media and social media platforms

Resilient 3.2 Suggested Lead Partner(s): Community Calendar • Sisters Park & Recreation District 1. Sample existing online tools (Meetup, etc.) to ✗ ✓ è è Create an enhanced • Sisters Chamber of Commerce determine whether any can be adapted to comprehensive public online the purposes of this strategy Community Calendar, with a print Potential Supporting Partner(s): 2. Build system if no existing systems can be edition for Sisters Country • City of Sisters adapted to the purpose residents lacking on-line access. • Deschutes County

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• Sisters Trail Alliance 3. Establish and publicize instructions and • U.S. Forest Service protocols for user-entry of events, programs, • Sisters School District facilities • Deschutes County Public Library 4. Require governmental supporting partners to • Citizens4Community begin using the selected forum as a • Age Friendly Sisters Country supplemental means of meeting legal • Local media outlets obligations to provide notice of public meetings 5. Encourage leadership of non-governmental events and programs to use the selected forum as an additional means of providing notice of public events and programs.

Resilient 3.3 Suggested Lead Partner(s): Access to Healthy Outdoor • U.S. Forest Service 1. Collect and review existing plans ✗ è è ✓ Activities – On unincorporated • Sisters Trail Alliance 2. Conduct community based prioritization of lands planned projects for improvement and Improve and enhance existing Potential Supporting Partner(s): enhancement of existing resources and for facilities and trails on federal • Oregon Department of establishment of new trails and facilities lands within Sisters Country and Transportation 3. Develop trails master plan the surrounding areas and • Sisters Chamber of Commerce 4. Implement priority projects as appropriate establish new trails and facilities, • Sisters Park & Recreation District 5. Advocate for funding as appropriate including snowshoe routes, to • Citizens4Community reflect age specific demand and • Oregon Parks and Recreation Dept. fill service gaps.

(See also Livable Sisters 4.1, 4.2 4.3)

Resilient 3.4 Suggested Lead Partner(s): Access to Healthy Outdoor • City of Sisters 1. Collect and review existing plans ✗ è ✓ Activities – within the City limits 2. Advocate for funding as appropriate Potential Supporting Partner(s): 3. Implement priority projects as appropriate Improve and enhance existing • Oregon Department of 4. Update City Parks Master Plan after City parks, sidewalks and multi-use Transportation Comprehensive Plan update is adopted paths within the City of Sisters • U.S. Forest Service and establish new facilities to • Sisters Chamber of Commerce

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed reflect demand and service gaps; • Sisters Trail Alliance update City Parks Master Plan to • Oregon Parks and Recreation Dept. reflect public input of service demands.

(See also Livable Sisters 4.1, 4.2, 4.3)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Review and update City of Sisters and Deschutes County building and development codes to STRATEGY 4 improve and enhance the fire and drought resistance of homes, communities and landscapes in Fire/Drought Resistant Sisters Country. Building and Development Codes

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 4.1 Suggested Lead Partner(s): State Regulatory Framework • City of Sisters 1. Monitor adoption of Appendix W by State of ✗ ✓ • Deschutes County Oregon Building Codes Division Encourage the State Building • Sisters-Camp Sherman Fire 2. State of OR BCD adopts Appendix W and Codes Division to adopt Appendix District enables localities to voluntarily adopt W (Wildfire Hazard Mitigation) to 3. Wildfire Risk Maps are updated to accurately the State Building Code, and then Potential Supporting Partner(s): reflect existing conditions and on a level of encourage the City of Sisters and • Citizens4Community accuracy sufficient for City level scale Deschutes County to apply the • Black Butte Ranch 4. Deschutes County adopts Appendix W adopted Appendix W to new • Cloverdale Fire District 5. City co-adopts Appendix W construction proposed for areas • Insurance companies of Sisters Country determined to • Builders & real estate developers be a Wildfire Hazard Area.

Resilient 4.2 Suggested Lead Partner(s): 1. Conduct community outreach activities (1-2 Sisters-Specific Regulatory • City of Sisters years) ✗ è ✓ Framework • Deschutes County 2. Develop and implement Comprehensive Plan • Sisters-Camp Sherman Fire policies as appropriate District

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Implement by adoption of Potential Supporting Partner(s): 3. Amend supporting Plans such as County appropriate ordinances and • Citizens4Community Hazard Mitigation Plan, Community Wildfire policies all recommendations of Protection Plans as appropriate the 2018 Community Planning 4. Amend Development Code requirements as Assistance for Wildfire (CPAW) appropriate Report commissioned in 2019 by 5. Establish partnerships and programs to the City of Sisters. conduct mandatory remediation requirements

Resilient 4.3 1. Compile list of critical infrastructure in Sisters Retrofits to Critical Infrastructure Suggested Lead Partner(s): Country including public and private assets. ✗ è ✓

Other Structures & Landscaping • City of Sisters 2. Research existing funding opportunities and • Deschutes County ongoing programs

Seek and establish funding • Sisters-Camp Sherman Fire 3. Present report of findings to governing bodies sources to support modification District 4. Draft and present report of proposed funding of existing structures and programs appropriate to local capabilities and landscaping to mitigate the Potential Supporting Partner(s): external funding opportunities effects of wildfires. • Oregon State University 5. Establish funding program as appropriate • University of Oregon 6. Retrofit critical community infrastructure • Oregon State Fire Marshall such as wells, reservoirs, emergency egress • Steering Committee for the routes and other facilities as necessary existing Greater Sisters Country Community Wildfire Protection Plan • Homeowners

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Promote enhanced coordination of disaster preparedness and response efforts in Sisters Country STRATEGY 5 within the statewide network. Improve and enhance natural disaster preparedness and Disaster Preparedness and socioeconomic resilience training and education programs. Response

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 5.1 Suggested Lead Partner(s): Active Forest Management • U.S. Forest Service 1. Series of public forums are scheduled and ✗ ✓ conducted Sponsor public forums and Potential Supporting Partner(s): education efforts illuminating the • Sisters-Camp Sherman and Black potential benefits and potential Butte Fire Districts trade-offs of Active Forest • Deschutes County Project Wildfire Management practices, including • Deschutes Collaborative Forest prescribed burns, mechanical Project ground cover treatment and • Citizens4Community timber stand thinning. • Oregon Department of Forestry • Private forestland owners • Deschutes River Alliance • Other public and private entities

Resilient 5.2 Suggested Lead Partner(s): Models for Active Forest • Deschutes County 1. Research existing programs and systems in ✗ è ✓ Management • City of Sisters other jurisdictions. 2. Identify funding opportunities

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Collect and analyze models of Potential Supporting Partner(s): 3. Present report on findings to governing programs and systems in which • U.S. Forest Service bodies and to the Sisters Country community political jurisdictions (such as the • State Department of Forestry at large cities of Ashland, Ore., and • Oregon State University 4. Draft and publicly report on proposed funding Prescott, Ariz.) fund active programs appropriate to local capabilities and management, including external funding opportunities prescribed burns and thinning, of 5. Establish funding assistance program as forested land beyond their appropriate jurisdictional boundaries.

Resilient 5.3 Suggested Lead Partner(s): Economic Uses of Forest • Economic Development for Central 1. Research existing programs ✗ ✓ Management By-Products Oregon 2. Present report on findings to governing • Central Oregon Intergovernmental bodies and all other interested parties Collect and analyze existing Council 3. Recommend amendments to policy plans and reports to identify approaches to development regulations to enable actions to making economic use of by- Potential Supporting Partner(s): be taken to accomplish the objective products from active forest • Oregon State University management, such as thinning, • U.S. Forest Service with emphasis on identifying • Oregon Department of Forestry steps that could be taken within • City of Sisters Sisters Country to realize such use • Deschutes County of byproducts. • Forest product businesses • Confederated Tribes of the Warm Springs • Central Oregon Intergovernmental Council

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Resilient 5.4 Suggested Lead Partner(s): Community Outreach Activities • Sisters-Camp Sherman Fire District 1. Series of public forums are scheduled and ✗ ✓ Conduct community outreach • City of Sisters conducted activities to educate residents, • Deschutes County businesses and property owners about adaptive techniques to Potential Supporting Partner(s): improve protection of structures • Citizens4Community and landscaping threatened by all • Sisters Chamber of Commerce natural hazards, including wildfire. Resilient 5.5 Suggested Lead Partner(s): 1. Conduct community preparedness exercises Comprehensive Natural Hazards • Sisters-Camp Sherman Fire District centered around significant dates or as ✗ è ✓ Planning and Preparation • Black Butte Fire District supporting assets are available • Cloverdale Fire District 2. Promote 100% registry of cell phone users to Review existing natural hazard • Deschutes County Sherriff’s Office, subscribe to reverse 911 call services mitigation plans, actively Special Services Unit 3. Encourage media to participate in participate in projects to update information dissemination of natural hazard plans, and promote community Potential Supporting Partner(s): awareness and emergency preparedness education and awareness on • Citizens4Community information preparedness for all known • City of Sisters 4. Actively participate in updating the Deschutes natural hazards . • Sisters School District County Natural Hazards Mitigation Plan • Local media outlets 5. Fund and perform mitigation measures or • Homeowner’s Associations seek funding to mitigate hazards identified in • Central Oregon Intergovernmental the updated Deschutes County NHMP. Council • Adjacent jurisdictional emergency service agencies • Oregon State Police • Oregon Office of Emergency Management

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: CONNECTED SISTERS

CONNECTED Promote the small-town atmosphere and friendly vibe of Sisters Country as the city and region STRATEGY 1 grow, increasing outreach and opportunities for face-to-face contacts, neighbor-to-neighbor Small Town Atmosphere cooperation, and visitors-to-locals connections and commerce.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 1.1 Suggested Lead Partner(s): Values-Based Marketing • City of Sisters 1. Lead partner signed on to the effort. ✗ ✓ Campaign 2. Task force created for this purpose. Potential Supporting Partner(s): 3. Marketing plan budget established. Identify and promote shared • Three Sisters Historical Society 4. Marketing plan funding secured. small-town values and develop • Citizens4Community 5. Marketing plan completed and approved. and implement a collaborative • Chamber of Commerce 6. Marketing plan implemented. marketing campaign. 7. Marketing plan results reviewed and plan modified where necessary. 8. Lessons learned documented and distributed.

Connected 1.2 Suggested Lead Partner(s):

Strengthened Business • Sisters Chamber of Commerce 1. Lead partner signed on to the effort. Community Connections • Sisters Art Association 2. Task force created for this purpose. ✗ ✓ 3. Business leaders informed of the effort and inputs Develop and promote a shared Potential Supporting Partner(s): requested. value proposition among • Economic Development for Central 4. Business leader input reviewed. business owners, to educate and Oregon

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed inspire community connection • Citizens4Community 5. Plan developed to strengthen community and cohesion. connections. 6. Meeting held with business leaders to go over plan and solicit comments. 7. Business leader comments incorporated in plan. 8. Community connection plan implemented. 9. Community connection plan results reviewed and plan modified where necessary. 10. Lessons learned documented and distributed.

Connected 1.3 Suggested Lead Partner(s): New Celebrations • Sisters Park & Recreation District 1. Lead partner signed on to the effort. • City of Sisters 2. Task force created for this purpose. Develop new community events 3. Plan for new community events established. ✗ ✓ and celebrations, such as the Potential Supporting Partner(s): 4. Slate of events for 2019/2020 prepared.

Sisters Feast Series, focused on • Citizens4Community 5. Financial sponsors for the events secured. residents first. Provide childcare, • Age-Friendly Sisters Country 6. Organizations to staff the events secured. transportation for seniors, and • Sisters Quilt Show 7. Detailed plan for each event prepared. other amenities to make these • Sisters Folk Festival 8. Events held based on the plan. events accessible to all residents. • Sisters Art Association 9. Results reviewed and event schedule/format • Sisters Fire District modified as necessary. • Sheriff’s Department 10. Lessons learned documented and distributed. 11. Steps 3-9 repeated for subsequent years.

Connected 1.4 Suggested Lead Partner(s): Community Hub Activities • “Hub” Business Owners 1. Lead partner signed on to the effort. • Chamber of Commerce 2. Task force created for this purpose. ✗ ✓ Utilize community "hubs" where • City of Sisters 3. Review of current resources completed. residents gather, such as the 4. Plan for community hubs prepared. post office, Ray’s and Bi-mart Potential Supporting Partner(s): 5. Meeting with business leaders held to go over special Tuesdays, to create plaza • Age-Friendly Sisters Country plan and solicit comments. environments with live music, • Citizens4Community 6. Business leader comments incorporated in plan. workshops, and activities for • Sisters Park & Recreation District 7. Community hub activities plan implemented. kids. Build or expand on • Fire District 8. Community hub activities plan results reviewed hardscape design in these areas • Sisters Art Association and plan modified where necessary. to create more welcoming • Sheriff’s Department 9. Lessons learned documented and distributed.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed spaces for residents to spend **Note: “Softscape” events can start in 1-2 years, by time together. coordinating with the business owners and Chamber. Hardscape changes will require city involvement and will take longer to enact.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Support the innovative curriculum, distinctive programming, community-based initiatives, and year- STRATEGY 2 round use of existing Sisters School District facilities, bolstering the district as the "hub of the Innovation & Distinctive community" and connecting its students to the community and beyond. Programming in Schools

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION TIMELINE & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 2.1 Suggested Lead Partner(s): Schools Marketing Campaign • Sisters School District/School Board 1. Lead partner signed on to the effort. 2. Task force created for this purpose. ✗ ✓ Inspire and recruit new Potential Supporting Partner(s): 3. Proposals requested from marketing firms for students by marketing existing • Sisters Schools Foundation marketing the Sisters School System. innovation and excellence in • Roundhouse Foundation 4. Proposals reviewed and marketing firm the Sisters school district – • Sisters GROW candidates reviewed. distinctive class offerings, • Sisters ASPIRE 5. Marketing firm selected. place-based learning • Local Realtors 6. Funding solicited and secured for the opportunities, an excellent • Parent/Teacher/Students marketing effort. community support system, Associations 7. Marketing effort launched. and exceptionally strong 8. Initial results reviewed and marketing plan science and arts programs. modified as warranted. Improve marketing efforts as a 9. Lessons learned documented and distributed. way to boost enrollment. **Note: SSD will be starting an internal marketing campaign following their strategic plan update in the 2018-2019 school year. Any campaign involving a marketing consultant would happen in the 2019-2020 school year or beyond.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Connected 2.2 Suggested Lead Partner(s): New School Partners and • Sisters School District/School Board 1. Lead partner signed on to the effort. ✗ ✓ Leaders 2. Task force created for online platform.

Potential Supporting Partner(s): 3. Online platform detailed goals established. Create an attractive, easy-to- • Stanford Design School – “School 4. Funding secured for online platform design use online platform where Retool” Program and management. community members can • OSU-Cascades Computer Science 5. Online platform designed and approved. suggest innovative new graduate students 6. Online platform concept publicized. curriculum ideas, easily sign up • Better Together 7. Online platform launched. to volunteer, or make the • Proposed Sisters Foundation 8. Initial results reviewed and online platform school district aware of their • Academic Partners (COCC, OSU, PSU) modified as necessary. skills and experience. 9. Lessons learned documented and distributed.

**Note: Select SSD staff will be participating in the Stanford Design School program in 2019-2020 school year. They will kick start this process. Connected 2.3 Suggested Lead Partner(s): Community HR Database • TBD 1. Lead partner signed on to the effort. ✗ è 2. Task force created for this purpose. Utilize the online platform for Potential Supporting Partner(s): 3. Community HR database detailed goals the additional purpose of • Sisters School District established. serving as a community human • Sisters Science Club 4. Funding secured for design and management resource database to serve a) • Americana Project of online platform. students and b) community • Proposed Sisters Foundation 5. Enhanced online platform design addressing organizations looking for • Better Together community HR database detailed goals specialized assistance. completed and approved. 6. Enhanced online platform concept publicized. 7. Enhanced online platform launched. 8. Initial results reviewed and enhanced online platform modified where necessary. 9. Lessons learned documented and distributed.

Connected 2.4 Suggested Lead Partner(s): Annual School Pitch Event • Sisters School District 1. Task force created for pitch night. ✓ 2. Pitch night concept detailed goals established. Invite community members to Potential Supporting Partner(s): 3. Pitch night format (idea presentation, funding participate in an annual School • Sisters Science Club presentation (i.e., funds offered & remaining

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Pitch Night event, where new • Sisters Schools Foundation funding needed), duration of event, judging, program ideas are presented, • Proposed Sisters Foundation etc.) finalized. publicly vetted, and potentially 4. Pitch night setting (date and location) crowdfunded. finalized. 5. Pitch night publicized. 6. Pitch night completed. 7. Pitch night format reviewed and modified where necessary. 8. Sisters School Board completes its review and decides which, if any, pitched ideas are worth pursuing at present time. 9. Sisters School Board completes plan for implementing selected idea(s), including financing plan (including, where appropriate, crowdfunding) if additional funding is needed. 10. Lessons learned documented and distributed. 11. Steps 8-16 repeated bi-annually. Connected 2.5 Suggested Lead Partner(s): Crowdfunding for New • Sisters School District 1. Lead partner signed on to the effort. Programs 2. Task force created for this purpose. ✗ ✓ Potential Supporting Partner(s): 3. An effective crowdfunding strategy to assist in

Ask community members to • Oregon’s Kitchen Table the funding of new programs is developed. help fund new programs • Roundhouse Foundation 4. Crowdfunding strategy is shared as through a crowdfunding • The Ford Family Foundation appropriate with other organizations in Sisters platform or individual • Sisters Nugget Country. campaign. Work with Oregon’s • Proposed Sisters Foundation 5. Crowdfunding strategy is utilized as need Kitchen Table to build an arises. effective crowdfunding 6. Crowdfunding strategy results are reviewed strategy for Sisters Country. and strategy is modified where required. 7. Lessons learned documented and distributed.

**Note: There are multiple capital campaigns starting in the next 1-2 years: Sisters Folk Festival and Habitat for Humanity. The community might be stretched for funds during this time period. This type of crowdfunding might need to be pushed out in light of this.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Plan, finance and develop a multi-purpose community center in Sisters, featuring year-round STRATEGY 3 programming and opportunities for community members of all ages and abilities to gather and Multi-Purpose Community connect, take part in healthy recreation and exercise, and participate in classes, arts, lectures, and Center community events.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 3.1 Suggested Lead Partner(s): Existing Elementary School • Sisters School District 1. Lead partner signed on to the effort. Conversion • Sisters Park & Recreation District 2. Task force created for this purpose. ✗ ✓ 3. Completion of public outreach to clarify and

Plan and construct a new Potential Supporting Partner(s): quantify the various facets of the need for the elementary school on the Sisters • Sisters Schools Foundation community center. School District main campus, and • City of Sisters 4. Completion of compilation and prioritization of re-purpose a portion of the • Citizens4Community the different components of the community’s existing elementary school • Sisters Nugget need for the center. facility to serve as a multi- • Age Friendly Sisters Country 5. Completion of a suitability study covering a purpose community center. • Proposed Sisters Foundation conversion of the existing elementary school Promote this strategy early to • US Department of Agriculture RD facility into a community center. secure support for the proposed • The Ford Family Foundation 6. Completion of a study to compare alternatives SSD bond measure. for locating a community center. 7. Completion of a study to assess alternative uses for the existing elementary school facility. 8. Completion of a study to determine the best location of the community center, given the facts obtained from the previous studies.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

9. Utilization of results of all aforementioned studies, as appropriate, in the marketing of any future SSD bond measure for the construction of a new elementary school. 10. Lessons learned documented and distributed.

**Note: While the bond measure is at least 5 years out, we could start promoting this strategy in 3-5 years to build a groundswell of support. Connected 3.2 Suggested Lead Partner(s): Community Center Task Force • Central Oregon Intergovernmental 1. Lead partner signed on to the effort. Council OR 2. Task force created (note: could initially be same ✗ è ✓ Appoint a collaborative task • PAC (not yet formed) task force created in Action 3.1). force of diverse stakeholders to 3. Criteria established covering the qualities determine the best fit to own Potential Supporting Partner(s): needed for the owner and the operator of the and operate the multi-purpose • Sisters School District community center. community center. The task • Sisters Park & Recreation District 4. Owner and operator are selected based on the force will help set operational • Citizens4Community criteria established. goals, monitor the • Sisters Schools Foundation 5. Operational goals are established. owner/operator, and help secure • City of Sisters/City Council 6. Organization selected for the monitoring of the funding. • Age Friendly Sisters Country owner and the operator. • Proposed Sisters Foundation 7. Operational funding is stream is identified. 8. Community Center is opened for the community’s use. 9. Lessons learned documented and distributed.

**Note: We need to revisit outcome and timelines for this action as compared to 3.1 Connected 3.3 Suggested Lead Partner(s): New Funding for Sisters Park & • Sisters Parks & Recreation District 1. Lead partner signed on to the effort. Recreation District Board of Directors 2. Task force created for this purpose. ✗ ✓ 3. Completion of a study to determine additional

Help the Sisters Park & Potential Supporting Partner(s): SPRD funding requirements. Recreation District secure • Sisters Schools Foundation 4. Completion of a study to determine funding additional funding to raise • Rotary Club, Kiwanis and/or other options. salaries, attract and/or retain service organizations 5. Selection of best funding option completed. talented staff and board 6. Launch of funding option.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed leadership, and support internal • Central Oregon Intergovernmental 7. Funding secured. organizational development, Council 8. Funding utilized to address needs as with the goal of SPRD taking on • SOAR Foundation (see note) determined in study mentioned in Milestone operations of the community No. 3 above. center facility. 9. SPRD takes on operations of the community center. 10. Lessons learned documented and distributed.

**Note: The SOAR Foundation is currently dormant and would need to be reactivated.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Bring Sisters Country's less frequently heard voices into a more diverse, welcoming and inclusive STRATEGY 4 community conversation, fostering greater tolerance in the community helping newcomers as Diversity & Inclusion well as long-time residents to feel valued and supported.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs.

5 Yrs. – - Less 1 Than Yr. 1 3 5+ Yrs. Connected 4.1 Suggested Lead Partner(s): Community Demographics • City of Sisters 1. Lead partner signed on to the effort. Assessment • Central Oregon Intergovernmental 2. Task force created for this purpose. Council 3. More accurate assessment of existing ✓ Utilize existing organizations and • Citizens4Community community demographics created. available data sources to 4. Determination of communities to collaborate develop a more accurate Potential Supporting Partner(s): with completed. assessment of existing • Family Access Network 5. Determination of items of cultural significance community demographics. Work • Deschutes County Library, Sisters branch for each community completed. with identified communities to • Age Friendly Sisters Country 6. Completion of design of new cultural learning collaboratively design new • Three Sisters Historical Society opportunities for each of the communities cultural learning opportunities, • Faith-based community identified in Milestone No. 4 above. answering questions such as: • Latino Community Association 7. Lessons learned documented and distributed. How do we communicate more • Homeless Leadership Coalition effectively? What dates, • Winter Shelter Project (Lois Caplan) **Note: The City and COIC will take the lead on historical figures, religious • Kiwanis data collection. C4C will lead outreach to identified symbols, etc., are culturally • Sisters Juntos Program communities. significant in this community? • Habitat for Humanity How can we celebrate these together?

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Connected 4.2 Suggested Lead Partner(s): Barriers to Diversity • Age Friendly Sisters Country 1. Lead partner signed on to the effort. • Citizens4Community 2. Task force created for this purpose. Identify and develop an action 3. Completion of a study to determine the ✗ è ✓ plan to address existing barriers Potential Supporting Partner(s): targeted populations to most effectively

— such as cost of living, • City of Sisters support. accessibility and language — to • Central Oregon Intergovernmental 4. Completion of a study to determine existing enable minority populations and Council barriers to the targeted populations. other priority groups to thrive. • All groups supporting minority and other 5. Completion of a plan to prioritize specific priority populations (see 4.1) barriers to be addressed and actions needed to remove or reduce those barriers. 6. Commencement of work on plan to remove or reduce identified barriers to diversity. 7. Results reviewed and plan modified where necessary. 8. Completion of work on plan to remove or reduce identified barriers to diversity. 9. Lessons learned documented and distributed

**Some or many of the identified barriers may be addressed by other strategies in this action plan.

Connected 4.3 Suggested Lead Partner(s): Mental Health Support Systems • Age Friendly Sisters Country 1. Lead partner signed on to the effort. • Sisters School District 2. Task force created for this purpose. Build hope for struggling • Family Access Network 3. Completion of a study to determine the ✗ è ✓ members of our community by community members with mental health identifying existing services and Potential Supporting Partner(s): support system issues and the nature of those strengthening partnerships to • Sheriff’s Department issues. connect residents with services. • Fire District 4. Completion of a plan on how best to address • Deschutes County Behavioral Health the issues determined in the study mentioned • Sisters Library in Milestone No. 3 above, including best use of • Central Oregon Health Council existing community organizations and funding • St. Charles Health System requirements and sources. • Homeless Leadership Coalition 5. Agreement reached with community • Deschutes County Library, Sisters organizations on their roles. 6. Funding identified.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

7. Plan identified in Milestone No. 4 implemented. 8. Funding secured. 9. Results reviewed and plan modified where necessary. 10. Lessons learned documented and distributed.

**Note: To reach both adult and youth populations, SSD and Age Friendly Sisters Country need to be co-leads.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Develop a deeper pool of leadership through mentorship, education and training, opportunities for STRATEGY 5 civic participation, and community involvement across the generational spectrum with a particular Leadership Training & emphasis on youth and young adults. Development Emphasizing Youth

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) TIMELINE

2 Yrs.

5 Yrs. – - Less 1 Than Yr. 1 3 5+ Yrs. Connected 5.1 Suggested Lead Partner(s): Community-wide Leadership • Chamber of Commerce 1. Lead partner signed on to the effort. Training Model 2. Task force created for this purpose. Potential Supporting Partner(s): 3. Identification of previously implemented ✗ ✓ Research successful community- • Citizens4Community community-wide leadership programs wide leadership training • Non-profit Association of Oregon completed. programs that have been • Central Oregon Intergovernmental 4. Review of leadership training programs implemented in other Council previously identified is completed. communities. Identify successful • The Ford Family Foundation 5. Identification of successful leadership program elements and determine • City of Sisters program elements is completed. their relevance to Sisters Country. • Deschutes County 6. Determination of relevance to Sisters Select an existing model or • Deschutes County Library, Sisters Country of elements identified in milestone develop a new model by adapting • Academic partners (COCC, OSU, PSU) No. 5 complete. elements from other successful • Proposed Sisters Foundation 7. Leadership training model selected or programs. developed from information gathered in Milestone Nos. 3-6 above. 8. Program funding secured. 9. Program management secured. 10. Leadership training program commenced.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

11. Results reviewed and program modified where necessary. 12. Lessons learned documented and distributed.

Connected 5.2 Suggested Lead Partner(s): Existing Leadership Barriers • Chamber of Commerce 1. Lead partner signed on to the effort. • Economic Development for Central 2. Task force created for this purpose. Identify and address existing Oregon 3. Completion of a study to determine the ✗ è ✓ barriers that deter people from current under-represented populations. pursuing leadership Potential Supporting Partner(s): 4. Completion of a study to identify the opportunities, especially among • Non-profit Association of Oregon existing barriers to the targeted populations currently under- • Citizens4Community populations. represented in community • The Ford Family Foundation 5. Completion of a plan to prioritize specific leadership. Barriers include: • City of Sisters barriers to be addressed and actions scheduling designed for working • Sisters Library needed to remove or reduce those barriers. adults, students, or parents; free • Age Friendly Sisters Country 6. Commencement of work on plan to remove or low-cost childcare options; • Sisters Juntos or reduce identified barriers. transportation to/from meetings; • Sisters School District 7. Results reviewed and plan modified where translation or language support • Central Oregon Community College necessary. services. • OSU-Cascades 8. Completion of work on plan to remove or • Proposed Sisters Foundation reduce identified barriers. • Family Access Network 9. Lessons learned documented and • Deschutes County Library distributed. • Academic Partners (COCC, OSU, PSU) • Central Oregon Intergovernmental Council

Connected 5.3 Suggested Lead Partner(s): Mentorship Program • Chamber of Commerce 1. Lead partner signed on to the effort. 2. Task force created for this purpose. Develop a mentorship program to Potential Supporting Partner(s): 3. Details and mechanics of mentorship ✗ ✓ pair existing community leaders • Sisters School District program defined, including how it will be with new and emerging leaders, • Sisters ASPIRE publicized. providing skills training, • Economic Development for Central 4. Database of existing and willing mentors opportunities for civic Oregon created and maintained. engagement, and personal • Proposed Sisters Foundation 5. Mentorship program publicized.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed coaching to help new leaders 6. List of emerging leaders established and develop confidence, competency, maintained. and visibility. The program is 7. Mentorship program commenced. open to all, but with an emphasis 8. Results reviewed and program modified on recruiting youth, young adults where necessary. and diverse populations. 9. Lessons learned documented and distributed.

Connected 5.4 Suggested Lead Partner(s): Key Community Leadership • Chamber of Commerce 1. Lead partner signed on to the effort. Partners • Economic Development for Central 2. Task force created for this purpose. Oregon 3. Potential key leadership training program ✗ ✓ Recruit key partners from the partners identified. business, education, non-profit, Potential Supporting Partner(s): 4. Potential key mentorship program partners and government sectors to • City of Sisters identified. participate in, champion, and • Sisters School District 5. Key leadership training program partners spread the word about leadership • Citizens4Community recruited. training and mentorship • Proposed Sisters Foundation 6. Key mentorship program partners programs. recruited. 7. Key leadership training program partners commence efforts. 8. Key mentorship program partners commence efforts. 9. Results reviewed and partner staffing modified where necessary. 10. Lessons learned documented and distributed.

Connected 5.5 Suggested Lead Partner(s): Sisters Foundation • Citizens4Community 1. Lead partners signed on to the effort. 2. Task force created for this purpose. ✗ ✓ Facilitate community Potential Supporting Partner(s): 3. Community conversations facilitated by conversations to define the • Chamber of Commerce C4C, with a focus on engaging local non- unique role of a local organization • City of Sisters profit and organizational leaders. in Sisters Country that could take • Non-profit leaders 4. Discussions held between C4C and Sisters on tasks such as providing • Proposed Sisters Foundation Community Foundation (SCF) to determine leadership training (Connected

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Sisters Actions 5.1-5.5) and whether SCF would agree to take on the creating/enhancing a local skills role of the Sisters Country Foundation. database for the benefit of the 5. If it is decided SCF will take on the role of community (Connected Sisters Sisters Country Foundation, additional Action 2.3) Board members for SCF recruited and signed up. Determine if a local foundation- 6. SCF ends hiatus and resumes work. in-forming (Sisters Community 7. Lessons learned documented and Foundation) would be a good fit distributed. in this role.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed