Strategic Plan for Community and Economic Development The Villages at Mt. Hood, Oregon (Hoodland) Prepared for The Villages at Mt. Hood Strategic Plan Steering Committee Facilitated by This project funded with by the Oregon Lottery by means of a grant from Mt. Hood Economic Alliance Rural Development Initiatives, Inc. Helping Rural Communities Thrive Rural Development Initiatives, Inc. (RDI) Rural Development Initiatives, Inc. (RDI) is an Oregon based private, non-profit (501[c][3]) corporation dedicated to helping rural communities in the Pacific Northwest shape their futures by providing technical assistance, leadership training strategic planning and access to resources. Established in 1992, RDI's mission is to "build the capacity of rural communities to make strategic decisions about their futures and to act on those decisions to ensure high quality of life and a vital sustainable economy." RDI has regional community development coordinators throughout the State of Oregon. Craig Smith, RDI Senior Community Development Coordinator, NW Region Voice: 503-234-1273 Email: craigsmi@rdiinc.org Heidi Clark, Community Development Associate Voice: 541-684-9077 hclark@rdiinc.org RDI Kathleen Jaworski, Executive Director 941 Lawrence Street Eugene, OR 97401 Phone: 541-684-9077 Fax: 541-684-8993 Email: rdi@rdiinc.org Website: www.rdiinc.org The Villages at Mt. Hood, Oregon Strategic Plan 2003 Table of Contents Introduction.......................................................................................... 1 Community Profile ............................................................................... 3 Vision Statement ................................................................................. 9 Action Agenda................................................................................... 10 Introduction........................................................................ 10 Summary of Goals & Strategies ........................................ 11 Business Development...................................................... 13 Infrastructure ..................................................................... 17 Workforce Development.................................................... 33 Quality of Life .................................................................... 39 Implementation Structure .................................................................. 43 Appendix Section .............................................................................. 45 A. Participation and Facilitation B. Working Agreements C. Community Project Assets D. Action Planning Worksheet Introduction The Villages at Mt. Hood includes several small communities that have emerged on the west slopes of Mount Hood along Oregon Highway 26 known as the Hoodland Corridor. The communities include Brightwood, Wemme, Welches, Zig Zag and Rhododendron and in general all areas from Alder Creek to Forest Service Road 35, inclusive of all areas within the Hoodland and Rhododendron CPO Districts. The close proximity of the villages to one another and the shared economic interest provided by the industries at Mount Hood and the Mount Hood National Forest have connected the string of communities to one another and inspired them to embark upon an inclusive strategic planning process for The Villages at Mt. Hood area. The Villages at Mt. Hood Strategic Planning Steering Committee was formed from representatives of a full range of organizations and citizens interests in the defined planning area to provide a consistent core group during the planning process. Other participants were invited to serve as resources members from agencies and organizations that may have an affect on or be affected by the Strategic Plan and its implementation. In addition, members of the public were invited to participate through their steering committee representatives and in public comment at the community meetings. Approximately 60 people participated in the planning process over the span of the six meetings; a list of planning participants is located in Appendix A. The representative members committed to attend the meetings and to be responsible for keeping their organizations informed and bring any ensuing concerns, issues, or interests into the process. The steering committee designated a small group of its members to operate as an Executive Committee. The complete working agreements of the steering committee are attached to this plan as Appendix B. Elaine Hallmark provided the initial facilitation of the group and in July 2003, the Steering Committee selected Rural Development Initiatives, Inc. (RDI) to further assist its members in the development of a Strategic Plan for Community and Economic Development for the area. Craig Smith, RDI’s Senior Community Development Coordinator, met with the steering committee to get agreement on the strategic planning process and to develop a meeting schedule. The process included a review of existing community planning efforts and the gathering of available, relevant demographic data and trends, including population, employment, housing, income, and educational attainment. This information is detailed in the Community Profile section of this document. The first community-wide strategic planning meeting was held August 12, 2003 at Barbara Saldivar’s house. The subsequent five meetings were held at the Hoodland Fire District 74 building every three weeks on Wednesdays. The primary steps in the strategic planning process included: • • • Gathering economic and demographic information about the community Identification of community conditions and constraints Identification of local assets to help with selection of strategies and projects (Community Project Assets are listed in Appendix C) Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 1 • • • • Creation of an 10-year vision for The Villages at Mt. Hood Community Development of strategies/projects Creation of goals that reflect the strategies and the community vision Development of action plans to carry out the various strategies The strategic planning group identified the following goals: The Villages at Mt. Hood have a thriving, year-round, sustainable and eco- friendly economy that serves residents and visitors alike The Villages at Mt. Hood have the recreational, transit, educational, community and public facilities to support a healthy community. We have a system to provide secondary and post high school opportunities for the youth and adult populations of our communities. Our area has a sense of community, is safe, accessible, resourceful, beautiful, fun and maintains a village atmosphere. The final scheduled meeting was held December 3, 2003 where the group reviewed the draft strategic plan and further organized for the implementation phase of the strategic planning process The aim of this project was to bring the community together to discuss a shared vision for the future of The Villages at Mt. Hood, and to articulate the resulting ideas into a series of goals and strategic projects for the community. The Villages at Mt. Hood Community Strategic Plan is a “living document.” The community should utilize the ideas and progress resulting from this plan and the planning process as a springboard to develop additional strategies and goals essential to further the community vision to a reality. A blank Action Planning Worksheet is Appendix D and may assist the community during this future process. Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 2 Community Profile for the Villages at Mount Hood Overview The Villages at Mount Hood consist of the unincorporated communities east of Sandy and west of Government Camp along Highway 26. The communities sit at the foot of Mount Hood, in Clackamas County near the Sandy River. The centralized community of Welches is located roughly 45 miles southeast Portland. Weather is mild in the area, with the average monthly low temperature of 35°F and high of 82°F. The area receives around 47” of precipitation annually. The adjacent Mount Hood National Forest offers plenty of recreational opportunities, including: hiking, fishing, camping, and mountain climbing. The history of the communities established along the Villages at Mount Hood Corridor goes back to the settlers traveling west along the Oregon Trail to its terminus in the fertile Willamette Valley. In December 1845, Samuel K. Barlow petitioned the Provisional Government of the Oregon Territory to build a wagon road across the south side of Mt. Hood as an alternative way to the expensive river route down the Columbia River. The Barlow Toll Road, officially know as the Mount Hood Road, began construction in the spring of 1846. Settlements, and later towns, begun to spring up along the Barlow Road, capitalizing off the traffic headed for the Willamette Valley. Many of the communities along Barlow Road, now Highways 197, 211, 26, and 224, and Forest Service Road 48, were named after their original settlers--Samuel Welch, the Faubion Family, etc. After the turn of the century and the advent of the automobile, many resorts for tourists begun to appear, such as the Rhododendron Inn, built in 1905, and “Aschoff’s Mountain Home” in Marmot. To this day, the area still brings travelers on their way to enjoy the recreational opportunities of Mount Hood. Methodology The following data was collected from the 2000 U.S. Census tables, using the closest tracts available to the Villages at Mount Hood Boundaries. This include tracts 243.01 and 243.02, which extend roughly from east of Sandy to west of Highway 35, north to the Clackamas/Multnomah County Line, and south to Salmon River (see map below). It must be taken into consideration that statistics for Government Camp are included in the following summary and that secondary residents are not counted in the census. Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 3 Population and Diversity Population As of the 2000 census, the census blocks that make up the Hoodland Fire District indicate the total population of the area to be 5,736, 77% of that population over the age of 18. According Clackamas County Assessor’s figures in 2003, the estimated population for the same area is 8,704, a considerably larger number. The assessor’s figures include residents that occupy homes in the area as secondary residences. The overall sense of the community members of the Villages at Mt. Hood strategic planning meetings suggest that part-time and recreational residents are an important part of the make up of their communities and should be considered in the overall profile. Census tracts 243.01 and 243.02, as mentioned in the methodology, list a total population of 10,450 for 2000, with about a 2000 person increase from the 1990 census count of 8,366. According to the 2000 US Census, the highest portion of the population was in the 20-44 age category with the median age of 39 years. That is slightly older than Oregon’s median age of 36.3 and Clackamas County’s median age of 37.5. The highest portion of the population indicates many individuals are involved in raising families and may help explain why it is often difficult to rally a broad base of volunteers for community efforts. Also noteworthy is the dramatic increase of 45-64 year olds from the previous decade. This portion of the population more than doubled in the past ten years. The community might want to make sure that the needs of this group are being met. Population by Age 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Under 5 5 to 19 20 to 44 45 to 64 65+ 1990 2000 Source: 1990, 200 Census Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 4 Diversity Figures from the 2000 Census show the Villages at Mount Hood area as a largely Caucasian community (92%), with its largest minority group from the Hispanic or Latino category (4.3%). Education Children within the Villages at Mount Hood Corridor attend the Oregon Trail Public School District. Two of its schools, Welches Elementary and Welches Middle School, are within the Villages at Mount Hood area, and have a total enrollment of 575 students. High school students commute to Sandy High School in Sandy. The population of Villages at Mount Hood is above the State’s average for completing high school at 90%, yet below the State’s average for adults over the age of 25 who complete a degree in higher education. Twenty-five percent of Oregonians have obtained a Bachelor’s degree or higher, while only twenty-three percent of Villages at Mount Hood’s population have a Bachelor’s degree or higher. Both high school and college graduates have increased since 1990. Higher educational attainment results in higher income and the trend for rural communities is that many students who go on to college and graduate do not return to their community because of the shortage of higher skilled jobs. Encouraging high school students to complete college is only half the battle, the Villages at Mount Hood Corridor will also have to recruit or grow local businesses that will utilize the skills of college graduates. Villages at Mount Hood Oregon 1990 2000 1990 2000 High school graduate or higher 85.4% 90% 81.5% 85.1% Bachelor's degree or higher 20.2% 23.3% 20.6% 25.1% Source: 1990, 2000 Census Employment By industry, the three largest categories that the residents of the Villages at Mount Hood area work in are management, professional and related occupations (34%), sales and office occupations (23%), and production, transportation, and material moving occupations (14%). The other three categories are listed in the figure below. Employment by Industry figures reflects the industries in which Villages at Mount Hood residents work, not the jobs available in Villages at Mount Hood itself. A majority of community members commute to the Portland metropolitan area for work, with a mean travel time for commuters to their work place of 39 minutes. Actual employment in the Villages at Mount Hood Corridor tends to be seasonal, with the largest employers, such as the Resort at the Mountain, fluctuating 100 or so employees from the winter months Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 5 to summertime. Other large employers within the area include the Oregon Trail School District and Mount Hood National Forest Service. Occupation Management, professional, and related occupations 34% Service occupations 16% Farming, fishing, and forestry occupations 1% Construction, extraction, and maintenance occupations 12% Production, transportation, and material moving occupations 14% Sales and office occupations 23% Source: 2000 Census Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 6 Income, Unemployment and Poverty Level Knowing what type of work the residents of Villages at Mount Hood are performing is only part of understanding the economic well-being of the area—income, unemployment and poverty levels must also be equated. According to the 2000 Census, the median household income for the Villages at Mount Hood Corridor is $50,942, which is just slightly less than the median income for Clackamas County at $52,080. (See chart below for breakdown of income levels). Income 0 100 200 300 400 500 600 700 800 900 1000 Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more H ou se ho ld s Source: 2000 Census As of the 2000 census, the Villages at Mount Hood area unemployment level was 6.7%, just slightly higher than the state’s unemployment level of 6.5%. It must be taken into consideration is that the economic climate has significantly changed in a negative direction since this data was collected. There is no current 2003 local unemployment data, however, the unemployment rate for the Portland Metropolitan Area was 8.5% as of July 2003. According to the Oregon Department of Employment information, all of Clackamas County is categorized in the Portland Metropolitan Area. Two hundred and eleven families in Villages at Mount Hood are living below the poverty level, which is 7.6% of the total families. In comparison, Clackamas County has only 4.6% of its total families living below the poverty level. Percentage of families living in poverty has increased by four percent since 1990, a trend that should be addressed. % Below poverty level Villages at Mount Hood % Clackamas County % 1990 3.6 4.6 2000 7.6 4.6 Source: 1990, 2000 Census Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 7 Housing According to the US Census numbers there has been a slight increase in the percentage of homeowners since 1990, rising from 76% in 1990 to 81% in 2000. During the same time period there was a decrease in the percentage of renters from 24% in 1990 to 19% in 2000. The median home price in 2000 was $191,950. That figure is just slightly lower than Clackamas County’s median home price of $199,000. Clackamas County numbers for the area that includes Cherryville Hill to Rhododendron (excluding Govt. Camp) indicate that there are 2800 homes in the local area, 1700 of which are full-time residents. The area is less than a one hour drive from the Portland Metropolitan area, and during the planning process, it was mentioned that, “If you want to get a sense of what this community really looks like you must include the part-time residents”. Those numbers show that part-time or seasonal/recreational residents own almost 40% of the homes in the area. Tourism The Villages at Mt. Hood are at a gateway to the larger Mt. Hood recreational area. Because of this, tourism in the area has an impact on the identity of the villages and their future economic strategies. The following tourism dollar estimates are numbers for Clackamas County, which include The Villages at Mt. Hood area. The numbers show that destination spending has almost doubled in Clackamas County for the ten year span from 1991-2001 and indicates it is an area of economic growth for the County as a whole. As of 2001 Clackamas County trailed only five Oregon Counties in tourism spending; Multnomah, Lane, Lincoln, Washington and Deschutes. 1991 2001 Destination spending $ 181 $ 3.5 million 15.6 million By type of traveler l nd me ome l By type of business dations s ansport Total Jobs 3,930 by Dean Runy sociates, Hotel Mote 58.9 125.8 Campgrou 18.6 24.2 Private Ho 61.0 95.4 Vacation H 6.1 11.1 Day Trave 36.9 59.2 Accommo 21.0 39.2 Eating/Drinking 40.3 71.0 Food store 13.3 21.7 Ground Tr 29.8 52.0 Recreation 18.9 32.1 Retail 58.2 99.7 Employment Generated by Travel Spending (Jobs) 4,830 Source: provided an and As Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 8 The Villages at Mt. Hood - Vision 2013 The Villages at Mt. Hood include the surrounding area from Alder Creek to Forest Service Road 35 along Highway 26 including the communities of Brightwood, Wemme, Welches, Zig Zag and Rhododendron. The distinct villages work together productively and collaboratively. They are economically healthy, environmentally sound, and are a safe place to live, work and raise children. There is a bustling central business core and a mechanism for self-governance for The Villages at Mt. Hood that has fostered good development, prevented sprawl and improved public safety and appearance. The commercial buildings throughout community have an attractive mountain-specific theme with signage and banners that connect The Villages and direct visitors to area attractions. The Villages at Mt. Hood community is an internationally recognized, year round, world- class recreational area enjoyed by visitors and residents. The area’s many wilderness and recreational opportunities, including the Nation’s only year-round ski area and beautiful, safe trails and public campgrounds appeal to visitors world-wide. The Villages at Mt Hood actively work with east county communities and partners to promote the region. Artists and art enthusiasts also frequent The Villages art district and facilities. Visitors to this community, compelled by the beauty and charm of the area, stay and dine in the restaurants, lodge in the many inns and resorts and enjoy the variety of shopping offered throughout The Villages at Mt. Hood. The local citizens, industries and the Forest Service have a strong collaborative relationship and are committed and fully engaged in sustainable natural resource management, preservation and stewardship. The results of this commitment are the economic and environmental health of the rivers, the watersheds and the forests. The members of the community celebrate their diverse backgrounds. The community has worked to effectively improve the inclusion, the opportunities, the education, and the language and communication skills of all citizens. The community has fostered new businesses and job opportunities that enable residents to work locally including job opportunities for youth. There are local workforce training programs that include mentoring and job shadowing. There are local educational opportunities for residents of all ages. A new high school serves the area’s students, and has further solidified the spirit and unity of the community. The community offers events and activities geared toward families including the Community Recreation Center serving residents of all ages. The area’s skate park provides a safe and popular gathering place for youth. Members of the community enjoy the freedom and opportunity to worship in a mutual respectful spiritual environment that has maintained its diversity. The community provides plenty of Safe Haven housing to shelter victims of domestic abuse. There is a good quality water source and reliable, eco-friendly water and sewer systems. The local fire department includes sleeping quarters and serves the community with on-site staffing around the clock. There is regular daily public transportation service connecting residents to Sandy, Gresham, Portland and the Airport and brings visitors to region. The Villages at Mt. Hood is a healthy, thriving community and is a wonderful place to call home. Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 9 Action Agenda Introduction The Strategic Planning group formed visionary goals for their community under the four building blocks of community and economic development: Business Development, Infrastructure, Workforce Development and Quality of Life. The detailed action agenda in this strategic plan articulates each goal, lists the prioritized strategies the community group developed to move toward realization of those goals. The action steps the community can foresee need to be taken under each strategy are further detailed to include the timeframe needed for completion, any budget the action step will require, the name of the responsible party who will see the action to its completion, any collaborators to call upon to help, and the progress measure to determine completion The Four Building Blocks of Community and Economic Development ƒ ƒ ƒ ƒ ƒ ƒ ƒ Business Development: Enterprise and trade, the primary means through which a community creates a healthy economy. Infrastructure: The quality and existence of physical infrastructure critical to community and economic development. Workforce Development: Life long learning to create a well-skilled workforce in the community and to recruit, retain and grow high value added businesses. Quality of Life: The attractiveness of a community’s overall living environment. Quality of life is high when people in the community have access to the fundamental necessities and amenities of life: decent housing, health care, day care, clean water and air, safe and secure communities and competent government. Goals, Strategies and Actions Goals: Answer the question - WHAT do we need to accomplish to make our vision a reality? -- A condition the community wishes to achieve. A goal is not an activity or an action. It is a desired state of being. Strategies: Answer the question - HOW do we reach our goals? --Strategies represent the projects that will make our vision a reality. Actions: Answers the question - WHAT are the specific steps we need to take to carry out the strategies? Actions include timeframe, budget, the responsible person, collaborators, and progress measure. When the strategies outlined in this plan are complete, the community can revisit this plan to realign the goals with any changes in the community, create new strategies that will fulfill the goals and detail action steps to complete the new strategic projects. A blank Action Planning Worksheet is included in Appendix D as a tool for the community to use in this process. Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 10 Goal and Strategy Summary The following is a summary of the goals and strategies developed by the Villages at Mt. Hood strategic planning group. The pages that follow provide further detail the action steps created under each strategy. The strategies that the group will action plan later are included in italics. Business Development Goal: The Villages at Mt. Hood have a thriving, year- round, sustainable and eco-friendly local economy that serves residents and visitors alike. Strategy 1: Bring local businesses together under a shared vision to create a local business alliance. Strategy 2: Develop commercial centers for The Villages at Mt. Hood community. Infrastructure Goal: The Villages at Mt. Hood have the recreational, transit, educational, community and public facilities to support a healthy community. Strategy 1: Build a community center to provide a facility for educational, recreational, social and cultural activities for the entire community. Strategy 2: Develop and build a community Skate Park available year- round. Strategy 3: Create a daily public transit system to connect with the City of Sandy Hub. Strategy 4: Develop a multi-use trail that connects the Villages at Mt. Hood communities and extends to the existing Mt. Hood trail system. Strategy 5: Provide eco-friendly water and sewer for the majority of the community. Strategy 6: Maintain and enhance ongoing emergency prevention and preparedness education programs. Workforce Development Goal: We have a system to provide secondary and post high school opportunities for the youth and adult populations of the communities. Strategy 1: Support the development of a local alternative high school to serve the Villages at Mt. Hood community. Strategy 2: Bring community college classes to a local venue. Strategy 3: Support the formation of local job training and mentoring programs using successful local businesses, educational programs and USFS. Strategy 4: Foster mentoring, on-site training and job programs within the community. Quality of Life Goal: Our area has a sense of community, is safe, accessible, resourceful, beautiful, fun and maintains a village atmosphere. Strategy 1: Expand the Hoodland Fire District building to house staff for 24 hour coverage and create a public safety center that includes fire, police and ambulance services with room for public use. Strategy 2: Create a temporary shelter program for domestic violence victims. Strategy 3: Explore Clackamas County self-governance options within the existing fire district area. Strategy 4: Explore alternative funding options to meet the needs of the Villages at Mt. Hood. Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 11 Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 12 B us in es s D ev el op m en t G oa l Th e Vi lla ge s at M t. H oo d ha ve a th riv in g, y ea r-r ou nd , s us ta in ab le a nd e co -fr ie nd ly lo ca l ec on om y th at s er ve s re si de nt s an d vi si to rs a lik e. B us in es s D ev el op m en t S tr at eg y 1: B rin g lo ca l b us in es se s to ge th er u nd er a s ha re d vi si on to cr ea te a lo ca l b us in es s al lia nc e. A ct io n 1. 1: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re A ss is t M t. 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H oo C ha m be r C om m er cd of e B us in es se s D ire ct or at e Fi lle d A ct io n 1. 4: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re E st ab lis h a w rit te n V is io n/ B us in es s Pl an S ep t 20 04 TB D D ire ct o B us in es D ev el op m e r, s nt B us in es se s B us in es s P la n C om pl et e R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 3 A ct io n 1. 5: Ti m ef ra m e B ud ge t R es po ns ib le P ar ty C ol la bo ra to rs Pr og re ss M ea su re Im pl em en t a B us in es s P la n th at in cl ud es : • C re at e a B us in es s A ss is ta nc e Te am (B A T) • C re at e a R es ou rc e C en te r f or Bu si ne ss es • D ev el op , p ro m ot e, a nd fo st er al lia nc es w /s pe ci al e ve nt s or ga ni za tio ns to a ttr ac t vi si to rs , e .g . M t. 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(M ik e, B ar ba ra , R ob er t S ta nl ey , S us an , D av e, S te ve , G ill , P am ) R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 4 A ct io n 2. 2: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re In fo rm a nd in vo lv e lo ca l s ta ke ho ld er s an d pu bl ic O ng oi ng $2 00 0 to $4 00 0 E xe cu tiv e C om m itt ee Th e co m m er ci al c en te r p la nn in g pr oc es s is a n in cl us iv e, co m m un ity -w id e pr oc es s A ct io n 2. 3: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op in iti al c on ce pt p la n( s) fo r t he co m m er ci al d ev el op m en t y f D ec 2 00 3 M ay 2 00 4- E xe cu tiv e C om m itt ee C la ck am as C ou nt y, C om m un it m em be rs , C ha m be r o C om m er ce A c on ce pt p la n or p la ns a re de ve lo pe d. A ct io n 2. 4: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re S ee th at n ew d ev el op m en t i s co nn ec te d to in fra st ru ct ur e (w at er & s ew er ) D ec 2 00 3 M ay 2 00 4- E xe cu tiv e C om m itt ee W E S E st ab lis he d in fra st ru ct ur e ex is ts fo r t he n ew c om m er ci al c en te r de ve lo pm en t A ct io n 2. 5: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re S tu dy d ev el op m en t m od el s in o th er ar ea s: J os ep h, S un riv er , S is te rs D ec 2 00 3 M ay 2 00 4- y s t E xe cu tiv e C om m itt ee P la nn in g C om m itt ee C om m un it co nt ac ts Th e pl an ni ng c om m itt ee h a co ns id er ed m an y op tio ns a nd m od el s fo r t he n ew d ev el op m en A ct io n 2. 6: Ti m ef ra m e R es po ns ib le B ud ge t Pa rt y C ol la bo ra to rs Pr og re ss M ea su re In fo rm p ub lic o f c on ce pt p la n to g at he in pu t a nd in vo lv e st ak eh ol de rs r f N ov 2 00 3 – on go in g E xe cu tiv e C om m itt ee C om m un it m em be rs , C ha m be r o C om m er ce , Bu si ne ss es an d or gs P la nn in g C om m itt ee y Th e lo ca l c om m un ity m em be rs ar e in fo rm ed o f a nd h av e gi ve n in pu t o n th e pl an to d ev el op a co m m er ci al c en te r f or T he V illa ge s at M t. H oo d in W el ch es R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 5 A ct io n 2. 7: T im ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re W or k w ith lo ca l c om m un ity m em be rs an d C la ck am as c ou nt y to c on si de r t he re zo ne o f l oc al la nd fo r c om m er ci al u se Ju n 20 04 - D ec 2 00 5 $1 00 K E xe cu tiv e C om m itt ee P ro pe rty O w ne rs , C om m un ity m em be rs , C ou nt y Th e si te o f t he n ew c om m er ci al de ve lo pm en t i s pr op er ly z on ed . A ct io n 2. 8: T im ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Lo ca te th e rig ht d ev el op er fo r t he pr oj ec t E xe cu tiv e C om m itt ee C ha m be r o f C om m er ce Lo ca l bu si ne ss co m m un ity A d ev el op er o r d ev el op er s ar e lo ca te d to c re at e th e vi lla ge s’ co m m er ci al c en te r i n W el ch es A ct io n 2. 9: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e th e fin al c on ce pt p la n fo r t he C om m er ci al C en te r D ev el op er C om m itt ee m em be rs , un ity , A fi na l p la n is c re at ed fo r t he C om m er ci al c en te r C om m Lo ca l bu si ne ss es A ct io n 2. 10 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op th e C om m er ci al C en te r Th er e is a m ul ti- us e co m m er ci al ce nt er in W el ch es th at s er ve s th e ne ed s of th e V illa ge s at M t. H oo d co m m un ity A ct io n 2. 11 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re E nc ou ra ge b us in es se s to lo ca te in th e ne w c om m er ci al c en te r B us in es s is b ei ng d on e at th e C om m er ci al C en te r R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 6 In fr as tr uc tu re G oa l: Th e Vi lla ge s at M t. H oo d ha ve th e re cr ea tio na l, tra ns it, e du ca tio na l, co m m un ity , a nd pu bl ic fa ci lit ie s to s up po rt a he al th y co m m un ity . In fr as tr uc tu re S tr at eg y 1: B ui ld a c om m un ity c en te r t o pr ov id e a fa ci lit y fo r e du ca tio na l, re cr ea tio na l, so ci al a nd c ul tu ra l a ct iv iti es fo r t he e nt ire c om m un ity . A ct io n 1. 1: Ti m ef ra m e R es po ns ib le s B ud ge t Pa rt y C ol la bo ra to r Pr og re ss M ea su re G ai n pe rm is si on fr om C ou nt y to co ns tru ct a nd d es ig n bu ild in g O ng oi ng TB A B ar ba ra Sa ld iv ar H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en t M on th ly A ct io n 1. 2: Ti m ef ra m e s B ud ge t P R es po ns ib le ar ty C ol la bo ra to r Pr og re ss M ea su re S ur ve y re si de nt s/ st ud en ts to d et er m in e ee ds a nd s er vi ce s n 20 05 To n, be de te rm in ed (T B D ) B ui ld in g C om m is si o Je rr y C hi nn H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te B ui ld in g C om m is si on ap pr ov al A ct io n 1. 3: Ti m ef ra m e B ud ge t C ol la bo ra to rs R es po ns ib le Pa rt y Pr og re ss M ea su re e r r R ec ei ve p lo t m ap fr om C ou nt y D on e 0 B ar ba ra Sa ld iv ar P lo t m ap fr om C ou nt y re ce iv ed R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 7 A ct io n 1. 4: Ti m ef ra m e t R es po ns ib le s B ud ge Pa rt y C ol la bo ra to r Pr og re ss M ea su re D ec id e w he re to c on st ru ct b ui ld in g D on e B ar ba ra Sa ld iv a r H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en t C on st ru ct io n si te fo r bu ild in g ch os en A ct io n 1. 5: Ti m ef ra m e t s B ud ge Pa rt y R es po ns ib le C ol la bo ra to r Pr og re ss M ea su re D et er m in e th e us es o f t he b ui ld in g Ja n 20 04 B ar ba ra H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r B ui ld in g C om m is si on ap pr ov al A ct io n 1. 6: Ti m ef ra m e B ud ge t as ur e R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M e H oo dl an d W om en ’s C lu b, H S oo dl an d te en io r C en r R es po ns Pa rt y C ol la bo ra t H oo dl an d W om en ’s C lu b, H oo dl an d e r Sa ld iv a r C ho os e an A rc hi te ct Ju ne 2 00 4 TB A B ar ba ra Sa ld iv ar A rc hi te ct c ho se n A ct io n 1. 7: Ti m ef ra m e B ud ge t ib le or s Pr og re ss M ea su re D es ig n B ui ld in g S ep 20 04 ? B ar ba ra S al di va r S en io r C en te r B ui ld in g de si gn c om pl et ed R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 8 A ct io n 1. 8: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re R ai se M on e y r r 4t h Q ua rte 20 04 U se ex is tin g fo r le ve ra ge B ar ba ra S al di va H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r M on ey is ra is ed to fu nd pr oj ec t A ct io n 1. 9: Ti m ef ra m e B ud ge t R es po ns ib le ty Pa r C ol la bo ra to rs Pr og re ss M ea su re C re at e a fo ot pr in t 0 Fe b 20 04 B ar ba ra S al di va r H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r Fo ot pr in t c re at ed A ct io n 1. 10 : ud ge t ns ib le ty to rs Ti m ef ra m e B R es po Pa r C ol la bo ra Pr og re ss M ea su re 2n d B ar ba ra H oo dl an W om en ’s C lu b, H oo dl an d G et B ui ld in g P er m its Q ua rte r 20 05 TB D S al di va r d S en io r B ui ld in g P er m it ob ta in ed C en te r A ct io n 1. 11 : e ud ge t e rs as ur e Ti m ef ra m B R es po ns ib l Pa rt y C ol la bo ra to Pr og re ss M e 4t h Q ua rte r H oo dl an d W om en ’s C lu b, H oo dl a S en io r C ho os e C on tra ct or 20 04 $0 C on tra ct or nd C en te r C on tra ct or c ho se n R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 1 9 A ct io n 1. 12 : e B ud ge t rs Ti m ef ra m R es po ns ib le Pa rt y C ol la bo ra to Pr og re ss M ea su re 3r d A ct io n 1. 13 : Ti m ef ra m e B ud ge t ib le rs Pr og re ss M ea su re R es po ns Pa rt y C ol la bo ra to C al l C al ifo rn ia re ga rd in g m et al bu ild in g or re se ar ch o th er fr ee bu ild in gs Q ua rte r 20 04 $0 B ar ba ra S al di va r an d nd S en io r M at er ia ls a cq ui re d an d on ha nd 3r d H oo dl W om en ’s C lu b, H oo dl a C en te r Ti m ef ra m R es po ns Pa rt y C ol la bo ra to Pr og re ss M ea su 3r d Q ua rte r 20 05 - H oo dl an d W om en ’s C lu b, H oo dl a C en te r C on st ru ct i R es po ns Pa rt y C ol la bo ra to Pr og re ss M ea su re H oo dl an d W om en ’s C lu b, H oo dl a R ec ru it v ol un te er s an d M at er ia ls fro m c om m un ity Q ua rte r 20 04 $0 B ui ld in g C om m is si on R oo fe r- V ol un te er V ol un te er li st a nd m at er ia ls li st c om pl et e A ct io n 1. 14 : e B ud ge t ib le rs re B ui ld C om m un ity C en te r 1s t Q ua rte r 20 06 TB D B ar ba ra S al di va r nd S en io r on o f C om m un ity C en te r C om pl et e A ct io n 1. 15 : Ti m ef ra m e B ud ge t ib le rs R ec ru it C om m un ity B oa rd 20 05 $0 B ar ba ra S al di va r nd S en io r C en te r C om m un ity B oa rd re cr ui te d an d as se m bl ed R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 0 A ct io n 1. 16 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e pl an fo r s ta ffi ng th e C om m un ity C en te r 1s t Q ua rte r 20 06 TB D C om m un ity B oa rd V ol un te er s, Fi re D ep ar tm en t, S he rif f D ep ar tm en t B oa rd m ee tin gs o n a re gu la r ba si s A ct io n 1. 17 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op a la nd sc ap e pl an 4t h Q ua rte r 20 05 TB D C om m un ity B oa rd H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r La nd sc ap e pl an d ev el op ed A ct io n 1. 18 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re La nd sc ap e th e gr ou nd s of th e C om m un ity C en te r 2n d Q ua rte r 20 06 TB D C om m un ity B oa rd H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r C om m un ity C en te r la nd sc ap in g co m pl et ed A ct io n 1. 19 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re H av e a C om m un ity c el eb ra tio n 3r d Q ua rte r 20 06 TB D C om m un ity B oa rd H oo dl an d W om en ’s C lu b, H oo dl an d S en io r C en te r C om m un ity c el eb ra tio n pl an ne d an d he ld R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 1 In fr as tr uc tu re S tr at eg y 2: D ev el op a nd b ui ld a c om m un ity S ka te P ar k av ai la bl e ye ar -r ou nd . A ct io n 2. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Fo rm A ct io n co m m itt ee fo r t he s ka te bo ar d pa rk 11 – 1 3 2 20 0 0 P hi l B en tle y A ct io n co m m itt ee m ee ts a t le as t o nc e pe r m on th A ct io n 2. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re R es ea rc h Li ab ilit y is su es w ith a p ub lic pa rk 2 M M ar ch 20 04 O , 0 S ka te bo ar d C om m itt ee “C om m itt ee ” C le ar d ef in iti on o f l ia bi lit y la w s to d et er m in e in su ra nc e re qu ire m en ts A ct io n 2. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Lo ca te /s el ec t a s ite 3 M O , Ju ne 20 04 C om m itt ee W om en ’s C lu b, D ay ca re e C en t r S ite a pp ro ve d by a ll co lla bo ra to rs A ct io n 2. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re R es ea rc h gr an t m on ey re so ur ce s 1 M O , Ju ly 2 00 4 0 C om m itt ee S ou rc es o f g ra nt fu nd s id en tif ie d, g ra nt fo rm s an d pr oc ed ur es a re a va ila bl e fo r pr oc es si ng A ct io n 2. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O rg an iz e lo ca l k id s in to th e sk at e bo ar d co m m itt ee to h el p w ith d es ig n & fu nd ra is in g 2 M O , S ep . 2 00 4 0 C om m itt ee A g ro up o f a t l ea st 5 k id s ar e m ee tin g w ith th e co m m itt ee a t l es t o nc e pe r m on th R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 2 A ct io n 2. 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re E xp lo re d es ig n co nc ep ts (i .e . m ov ab le eq ui pm en t o r c on cr et e) r 1 M O O ct ob e 20 04 , 0 C om m itt ee D es ig n co nc ep t o f p ar k is ap pr ov ed b y th e co m m itt ee A ct io n 2. 7: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D es ig n th e sk at e bo ar d pa rk r 2 M O D ec em be 20 04 , 0 C om m itt ee D es ig n of p ar k is a pp ro ve d by th e co m m itt ee A ct io n 2. 8: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op s ite p la n & p re se nt th e pa rk de si gn y C ou nt y 1 M O Ja nu ar 20 05 , 0 C om m itt ee W om en ’s C lu b, D ay ca r C en te r, S en io r C en te r, e S ite p la n is m ap pe d, d ra w n & a pp ro ve d by th e co m m itt ee & c ol la bo ra to rs A ct io n 2. 9: ra m e B ud ge t C ol la bo ra to rs Ti m ef R es po ns ib le Pa rt y Pr og re ss M ea su re D ev el op C os t e st im at es 0 1 M O , Fe br ua ry 20 05 C om m itt ee C os t e st im at e is a pp ro ve d by th e co m m itt ee A ct io n 2. 10 : ra m e B ud ge t R e ib le C ol la bo ra to rs Ti m ef sp on s Pa rt y Pr og re ss M ea su re S ub m it gr an t a pp lic at io ns , 0 1 M O M ar ch 20 05 C om m itt ee G ra nt s ub m itt al s ar e m ai le d R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 3 A ct io n 2. 11 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op o pe ra tio na l & s ec ur ity pr oc ed ur es t 2 M O , M ay 2 00 5 0 C om m itt ee P ro ce du re s ar e w rit te n th a ad dr es s al l i ss ue s of th e co m m itt ee A ct io n 2. 12 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re G ai n ap pr ov al o f l oc at io n, d es ig n op er at io na l p ro ce du re s, s ec ur ity pr oc ed ur es a nd c os t f ro m th e S te er in g C om m itt ee , l 1 M O Ju ne 20 05 , C om m itt ee V illa ge s of M t. H oo d S te er in g C om m itt ee S te er in g co m m itt ee a pp ro va A ct io n 2. 13 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O rg an iz e do na tio n pr oj ec t f or la bo r m at er ia ls a nd e qu ip m en t , t 2 M O A ug us 20 05 , 0 C om m itt ee C ha m be r l N am e lis t o f v ol un te er la bo r & w he n av ai la bl e Lo ca C on tra ct or s Li st o f d on at ed m at er ia l & so ur ce o f m at er ia l A ct io n 2. 14 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re G ai n co m m un ity w id e ap pr ov al o lo ca tio n, d es ig n, o pe ra tio na l pr oc ed ur es , s ec ur ity p ro ce du re s, c os t an d pr oj ec t p la n f 1 M O , S ep . 2 00 5 0 C om m itt ee Lo ca co m m un ity l P ar k is a pp ro ve d A ct io n 2. 15 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O rg an iz e vo lu nt ee r l ab o r 2 M O N ov em be 20 05 , r 0 C om m itt ee La bo r i s av ai la bl e R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 4 A ct io n 2. 16 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re S ta rt co ns tru ct io n w he n fu nd s an d m at er ia ls a re a va ila bl e 1 M N ov em b 20 05 O , er ? C om m itt ee C on st ru ct io n st ar ts o n pa rk A ct io n 2. 17 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re Fo rm g ov er ni ng b oa rd to ru n th e pa rk 1 M D ec em b 20 05 O , er 0 C om m itt ee G ov er ni ng B oa rd is fo rm ed A ct io n 2. 18 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re C om pl et e an d op en p ar k 2 M Fe br ua r 20 06 O , y ? C om m itt ee P ar k is o pe n to th e pu bl ic In fr as tr uc tu re S tr at eg y 3: C re at e a da ily p ub lic tr an si t s ys te m to c on ne ct w ith C ity o f S an dy h ub A ct io n 3. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e a W el ch es P ub lic T ra ns it C om m itt ee D on e Th e W el ch es P ub lic Tr an si t C om m itt ee (W P TC )is fo rm ed A ct io n 3. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O bt ai n an O D O T tra ns po rta tio n G ra nt D on e W P TC G ra nt A w ar de d R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 5 A ct io n 3. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O bt ai n a gr an t f ro m th e M H E A D on e W P TC G ra nt A w ar de d A ct io n 3. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Lo ca te a nd c on tra ct w ith F is ca l A ge nt fo r t he p ro je ct D on e W P TC Th e co un ty is th e fis ca l ag en t f or th e pr oj ec t A ct io n 3. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e st af f r ol es fo r p ro je ct D on e W P TC Fi re D ep ar tm en t – O pe ra to r S hi rle y D ue be r, FD B oa rd C on ta ct M ik e W el ls – P ro je ct M an ag er A ct io n 3. 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re G et B oa rd o f C ou nt y C om m is si on er s (B C C ) a pp ro va l D ec 20 03 M ik e W el ls Je nn ife r H ug he s, W P TC , BC C A pp ro va l h as b ee n ob ta in ed A ct io n 3. 7: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C ho os e a co nt ra ct or Ja n 20 04 M ik e W el ls W P TC A s er vi ce c on tra ct or is ch os en R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 6 A ct io n 3. 8: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D et er m in e sc he du le w ith c on tra ct or Ja n 20 04 C on tra ct or , M ik e W el ls W P TC A tr an sp or ta tio n sc he du le is c om pl et e fo r t he n ew sy st em to th e S an dy H ub A ct io n 3. 9: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C oo rd in at e w ith th e C ity o f S an dy sy st em Ja n 20 04 C on tra ct or Th er e is a s m oo th re la tio ns hi p be tw ee n th e W el ch es s ys te m a nd th e S an dy h ub s ys te m A ct io n 3. 10 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D et er m in e pr ic e an d pr in t n on - re pr od uc ib le d is co un t t ra ns po rta tio n co up on b oo ks Ja n 20 04 M ik e W el ls W P TC P ric e fo r t ra ns po rta tio n se rv ic e is d et er m in ed a nd co up on b oo ks a re av ai la bl e A ct io n 3. 11 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re A dv er tis e th e se rv ic e to T he V illa ge s at M t. H oo d co m m un ity Ja n 20 04 - an d on go in g M ik e W el ls S P G ro up , W P TC , sc ho ol s, C ha m be r, C om m un ity , Th e pu bl ic is a w ar e of th e tra ns po rta tio n se rv ic es an d co up on b oo ks a re be in g so ld G oa l: a t l ea st 50 % o f r id er s us e co up on s A ct io n 3. 12 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re R e- es ta bl is h an d ac tiv at e pl ed ge pr og ra m a nd o th er c om m un ity in ce nt iv e pr og ra m s Ja n - Fe b 20 04 W P TC P ub lic ,H S , W om en C lu b Bu si ne ss es C ha m be r Th e sy st em is v al ue d an d pl ed ge d co m m un ity -w id e. C ou po n B oo k in ce nt iv es R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 7 A ct io n 3. 13 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O pe n th e O pe ra tio n of T ra ns po rta tio n S ys te m fr om W el ch es to th e S an dy H U B Fe b 20 04 W P TC P ub lic , C on tra ct or B us se s ar e ru nn in g be tw ee n W el ch es a nd S an dy A ct io n 3. 14 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C el eb ra te th e O pe ni ng Fe b 20 04 M ik e W el ls Th e co m m un ity c el eb ra te s th e op en in g of th e ne w tra ns po rta tio n sy st em to S an dy A ct io n 3. 15 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re M ea su re th e us ag e of th e P ub lic Tr an sp or ta tio n sy st em G oa ls : A ve ra ge 5 ri de rs p er ro un d tri p, b us se s ha lf fu ll, 1 0 em pl oy m en t re la te d tra ns its p er w ee k O ng oi ng M ik e W el ls W P TC Th e tra ns it us ag e ha s be en m ea su re d an d re po rte d to th e gr an to rs In fr as tr uc tu re S tr at eg y 4: D ev el op a m ul ti- us e tr ai l t ha t c on ne ct s Th e Vi lla ge s @ M t. H oo d co m m un iti es a nd e xt en ds to th e ex is tin g M t. H oo d tr ai l s ys te m A ct io n 4. 1: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re C on ve ne a g ro up o f i nt er es te d co m m un ity m em be rs a nd s ta ke ho ld er s to e xp lo re o pt io ns a nd fu rth er d ev el op th e ac tio ns fo r t he p la n Ja n 20 04 $0 S us an C or w in e, U S FS , S te er in g co m m itt e C P O s A g ro up is fo rm ed o f in te re st ed c om m un ity m em be rs a nd st ak eh ol de rs R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 8 A ct io n 4. 2: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re M ee t w ith O D O T to d et er m in e sa fe hi gh w ay c ro ss in gs S pr in g 20 04 $0 S us an C or w in O T U S FS , S te er in g co m m itt ee , C P O s, O D O D O T’ s co ns tra in ts a nd co nc er ns in co rp or at ed in pl an ni ng p ro ce ss A ct io n 4. 3: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re M ee t w ith F or re st S er vi ce to d et er m in e ex is tin g tra ils a nd re so ur ce s to a ss is t w ith th is p ro je ct S pr in g 20 04 $0 in e, S us an C or w U S FS , S te er in g co m m itt e C P O s R es ou rc es d et er m in ed an d w ay to li nk V illa ge s tra il to U S FS tr ai l t o M t. H oo d A ct io n 4. 4: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re P la n a dr af t r ou te fo r t he tr ai l S um m 20 04 er in e, s TB D S us an C or w U S FS , S te er in g co m m itt e C P O s, C ha m be r, bu si ne ss e Th er e is a d ra ft pl an fo r th e tra il ro ut e A ct io n 4. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Id en tif y an d co nt ac t l an do w ne rs o n th e tra il ro ut e S um er 20 04 co m m itt ee , C P O s TB D S us an C or w in U S FS , S te er in g La nd ow ne rs h av e be en co nt ac te d an d su pp or t t he tra il ro ut e A ct io n 4. 6: Ti m ef ra m e dg et R e ib le B u sp on s Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Id en tif y ch al le ng es to m ak in g th e tra il ha pp en . B rid ge s, w ea th er , r ig ht -o f- w ay , e tc . S um m 20 04 er C ha m be TB D S us an C or w in U S FS , S te er in g co m m itt ee , C P O , O D O T, C ha lle ng es a re id en tif ie d r R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 2 9 A ct io n 4. 7: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re C re at e a M as te r P la n fo r t he tr ai l Fa ll W in t 20 04 er in O T TB D S us an C or w U S FS , S te er in g co m m itt ee , C P O s, O D Th er e is a m as te r p la n fo r th e tra il A ct io n 4. 8: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re C re at e an e nv iro nm en ta l i m pa ct st at em en t S pr in g 20 05 TB D S us an C or w in h D on M en sc Th e en vi ro nm en ta l i m pa ct st at em en t i s co m pl et ed A ct io n 4. 9: Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re S ha re p la n w ith c om m un ity m em be rs an d st ak eh ol de rs to in fo rm , g at he r su pp or t a nd g et b uy -in S um m 20 05 er in e, TB D S us an C or w U S FS , S te er in g co m m itt e C P O s Th e co m m un ity a nd st ak eh ol de rs a re a w ar e of th e pl an fo r t he tr ai l a nd ar e su pp or tiv e A ct io n 4. 10 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re R ai se m on ey a nd g at he r o th er re so ur ce s to b ui ld th e tra il Fa ll 20 05 in O T $0 S us an C or w U S FS , S te er in g co m m itt ee , C P O s, O D C ha m be A ll th e re so ur ce s ne ed ed to b ui ld th e tra il ar e av ai la bl e A ct io n 4. 11 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re D ev el op a la nd sc ap e pl an fo r t he tr ai l Fa ll 20 05 TB D S us an C or w in B ill S til lw el l Th er e is a la nd sc ap e pl an fo r t he tr ai l r R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 0 A ct io n 4. 12 : Ti m ef ra m e s B ud ge t R es po ns ib le Pa rt y C ol la bo ra to r Pr og re ss M ea su re C re at e a vo lu nt ee r f or ce to b ui ld tr ai l S pr in g 20 06 $0 S us an C or w in e, U S FS , S te er in g co m m itt e C P O s, C ha m be V ol un te er s ar e re cr ui te d to bu ild th e tra il A ct io n 4. 13 : Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re B ui ld th e tra il th at c on ne ct s Th e V illa ge s at M t. H oo d to o ne a no th er an d ex te nd s to M t. H oo d S pr in g S um m 20 06 er O T TB D S us an C or w in U S FS , S te er in g co m m itt ee , C P O s, O D C ha m be r Th e tra il is b ui lt A ct io n 4. 14 : Ti m ef ra m e B ud ge t e R es po ns ib l Pa rt y C ol la bo ra to rs Pr og re ss M ea su re P ub lic iz e an d ce le br at e th e co m m un ity ef fo rt an d th e co m pl et io n of th e tra il Fa ll 20 06 $0 S us an C or w in g C P O s, U S FS , S te er in co m m itt ee , r C ha m be r C el eb ra tio n co m pl et e In fr as tr uc tu re S tr at eg y 5: P ro vi de e co -fr ie nd ly w at er a nd s ew er fo r t he m aj or ity o f t he In fr as tr uc tu re S tr at eg y 6: M ai nt ai n on go in g em er ge nc y pr ev en tio n an d pr ep ar ed ne ss e du ca tio n pr og ra m s. co m m un ity . R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 1 R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 2 W or kf or ce D ev el op m en t G oa l W e ha ve a s ys te m to p ro vi de s ec on da ry a nd p os t h ig h sc ho ol o pp or tu ni tie s fo r t he y ou th an d ad ul t p op ul at io ns o f o ur c om m un iti es . W or kf or ce D ev el op m en t S tr at eg y 1: S up po rt th e de ve lo pm en t o f a lo ca l a lte rn at iv e hi gh s ch oo l to s er ve T he V ill ag es a t M t. H oo d co m m un ity . A ct io n 1. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev is e a co m m un ity s ur ve y to de te rm in e th e le ve l o f c om m un ity su pp or t f or th e pr oj ec t D ec 20 03 - M ay 20 04 $5 00 G eo rg e La m pi , G il H ar de r, D ou g E dg re n O th er co m m un ity m em be rs A s ur ve y ha s be en de si gn ed , d is tri bu te d, a nd re su lts a na ly ze d A ct io n 1. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op a v is io n, m is si on a nd ph ilo so ph y st at em en t D ec 20 03 - M ay 20 04 G eo rg e La m pi , G il H ar de r, D ou g E dg re n Th e al te rn at iv e hi gh s ch oo l pr oj ec t h as a c le ar v is io n, m is si on s ta te m en t a nd ph ilo so ph y to b ui ld u po n. A ct io n 1. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Fo rm a b oa rd o f d ire ct or s to o ve rs ee th e sc ho ol a nd d et er m in e th e st ru ct ur e: ( i.e . c hu rc h sp on so re d, in de pe nd en t , a lte rn at iv e M ar 20 04 - S ep 20 04 G il H ar de r, Je an e La m pi , D ou g E dg re n TC O TM B oa rd A b oa rd o f d ire ct or s is in pl ac e to o ve rs ee th e ru nn in g of th e sc ho ol a nd to de te rm in e th e st ru ct ur e. R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 3 A ct io n 1. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e a 50 1( c) 3 or ga ni za tio n – or lo ca te a n um br el la n on -p ro fit to a ct a s fis ca l a ge nt M ar 20 04 - S ep 20 04 N ew b oa rd ch ai rp er so n B oa rd Th e sc ho ol is u nd er a re gi st er ed o rg an iz at io n A ct io n 1. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D et er m in e lo ca tio n fo r t he s ch oo l a nd co ns tru ct Ju ly 20 04 - Ju ly 20 05 ? $3 00 K S ch oo l B oa rd B ui ld in g lo ca tio n fo un d an d sc ho ol b ui lt or lo ca te d A ct io n 1. 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op o pe ra tin g bu dg et Ju ly 20 04 O pe ra tin g bu dg et de te rm in ed A ct io n 1. 7: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re H ire a pp ro pr ia te s ta ff to fi ll ne ed s of co m m un ity a s in di ca te d by th e su rv ey an d in a lig nm en t w ith th e m is si on o f th e sc ho ol – s et s al ar y re qu ire m en ts M ar ch 20 05 - S ep t 20 05 S ch oo l B oa rd S ta ff is h ire d A ct io n 1. 8: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op c ur ric ul um a pp ro pr ia te to th e ex pe ct ed c on st itu en cy a nd in k ee pi ng w ith th e m is si on o f t he s ch oo l & pu rc ha se m at er ia ls M ar ch 20 05 - S ep t 20 05 $5 0K A dm in is tra to r Je an La m pi , S ch oo l B oa rd A pp ro pr ia te c ur ric ul um in pl ac e R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 4 A ct io n 1. 9: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Id en tif y co m m un ity re so ur ce s to a dd va lu e to th e sc ho ol e qu ip m en t, cu rr ic ul um , s ta ff M ar ch 20 05 - S ep t 20 05 S ch oo l B oa rd Je an ne La m pi Lo ca l c om m un ity re so ur ce s ar e be in g us ed to e nh an ce th e va lu e of th e ed uc at io n fo r t he sc ho ol a nd th e co m m un ity . A ct io n 1. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re S tu de nt e nr ol lm en t M ar ch 20 05 - S ep t 20 05 A dm in is tra tio n C om m un ity , S ch oo l bo ar d, m ed ia Lo ca l s tu de nt s ar e en ro lle d in th e ne w a lte rn at iv e sc ho ol A ct io n 1. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re O pe n sc ho ol & c el eb ra te S ep t 20 05 A dm in is tra tio n C om m un ity , S ch oo l bo ar d, m ed ia A n ew a lte rn at iv e sc ho ol is op en th at s er ve s th e V illa ge s at M t. H oo d co m m un ity W or kf or ce D ev el op m en t S tr at eg y 2: B rin g co m m un ity c ol le ge c la ss es to a lo ca l v en ue . A ct io n 2. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e a co m m itt ee o r b oa rd o f di re ct or s of a t l ea st 9 m em be rs D ec 20 03 - M ar ch 20 04 Je an ne La m pi D en is e, Je an ne , D eb ra A b oa rd is in p la ce . R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 5 A ct io n 2. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Jo in o r c re at e an u m br el la or ga ni za tio n (5 01 (c )3 ) M ar ch 20 04 A tty fe es C ha ir of B oa rd A n or ga ni za tio n is fo un d or cr ea te d A ct io n 2. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re W rit e a vi si on a nd p hi lo so ph y st at em en t A pr il 20 04 B oa rd D en is e, Je an ne , D eb ra A v is io n is w rit te n A ct io n 2. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op a c om m un ity s ur ve y to as se ss in te re st re ga rd in g co ur se w or k an d cr ed it/ no n- cr ed it A pr il 20 04 - Ju ne 20 04 $1 00 0 O ne b oa rd m em be r R em ai nd er of b oa rd , M t. Ti m es A s ur ve y is d ev el op ed , di st rib ut ed a nd d at a an al yz ed A ct io n 2. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Id en tif y an d hi re a n ad m in is tra to r $3 0K pe r ye ar ? B oa rd A n ad m in is tra to r i s hi re d to ov er se e th e pr og ra m A ct io n 2. 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C on ta ct M H C C , S at el lit e U ni ve rs iti es di st an ce le ar ni ng , l oc al te ac he rs e tc . t o te ac h co ur se s of in te re st to th e co m m un ity a nd c on ne ct w ith e xi st in g lo ca l e ffo rts fo r c ol la bo ra tio n , C os to f co ur se s pe r st ud en t B oa rd Te ac he rs id en tif ie d to te ac h co ur se s. R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 6 A ct io n 2. 7: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re Lo ca te lo ca l s pa ce s fo r c la ss ro om s ap pr op ria te to th e co ur se ta rg et s an d su pp or t t he c on st ru ct io n of a n al te rn at iv e hi gh s ch oo l f or m or e pe rm an en t c la ss ro om s pa ce O ng oi ng A dm in is tra t or B oa rd , C om m un ity , C hu rc he s, Fi re D is tri ct , bu si ne ss es S pa ce s ar e id en tif ie d to h ol d co ur se s A ct io n 2. 8 Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re A dv er tis e co ur se s av ai la bl e an d co lla bo ra te w ith o th er o rg an iz at io ns in th e ar ea C ou rs es w el l a dv er tis ed a nd co m m un ity in fo rm ed A ct io n 2. 9 Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C on tin ue to e xp an d an d gr ow to m ee t th e ch an gi ng n ee ds o f t he c om m un ity O ng oi ng B oa rd N ew c ou rs es d ev el op ed to m ee t d em an d W or kf or ce D ev el op m en t S tr at eg y 3: S up po rt th e fo rm at io n of lo ca l j ob tr ai ni ng a nd m en to rin g pr og ra m s us in g su cc es sf ul lo ca l b us in es se s, e du ca tio na l p ro gr am s an d U SF S W or kf or ce D ev el op m en t S tr at eg y 4: F os te r m en to rin g, o n- si te tr ai ni ng a nd jo b- sh ad ow in g pr og ra m s w ith in th e co m m un ity . R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 7 R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 8 Q ua lit y of L ife G oa l O ur a re a ha s a se ns e of c om m un ity , i s sa fe , a cc es si bl e, re so ur ce fu l, be au tif ul , f un , a nd m ai nt ai ns a vi lla ge a tm os ph er e. Q ua lit y of L ife S tr at eg y 1: E xp an d th e H oo dl an d Fi re D is tr ic t B ui ld in g to h ou se s ta ff fo r 2 4- ho ur co ve ra ge a nd c re at e a pu bl ic s af et y ce nt er th at in cl ud es fi re , p ol ic e an d am bu la nc e se rv ic es w ith ro om fo r p ub lic u se . A ct io n 1. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op a C on ce pt P la n Ja nu ar y 20 04 E xi st in g H FD Fu nd D . O ls on Fi re D is tri ct M em be rs C on ce pt P la n is c om pl et e A ct io n 1. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C on ta ct /In fo rm S ta ke ho ld er s M ar ch 20 04 E xi st in g D . O ls on Fi re , L aw E nf or ce m en A m bu la nc e, C om m un ity G ro up t P ro je ct s ta ke ho ld er s ar e on bo ar d A ct io n 1. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re E xp lo re F un di ng M ar ch 20 04 E xi st in g H FD Fu nd D . O ls on B oa rd , H FD S ta ff Li st o f f un di ng o pt io ns R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 3 9 A ct io n 1. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op D et ai l P la n Ju ly 2 00 4 E xi st in g D . O ls on B oa rd , C om m un ity , H FD M em be rs A fi na l d ra ft pl an is d ev el op ed A ct io n 1. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re S ee k Fu nd in g G ra nt s, L oa ns , L ea se s, B on ds N ov em be r 20 04 E xi st i H FD B ud gen g t D . O ls on B oa rd , S ta ff, C om m un ity Fu nd in g in p la ce fo r ex pa ns io n A ct io n 1. 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re B ui ld F ac ilit ie s 20 05 -2 00 6 Fi re C hi ef 20 05 - 20 06 TB D Fi re C hi ef S ta ff an d C on tra ct or s P ub lic S af et y B ui ld in g co m pl et ed A ct io n 1. 7: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C el eb ra te s uc ce ss w ith g ra nd o pe ni ng 20 06 TB D Fi re C hi ef Fi re , P ol ic e, A m bu la nc e, C om m un ity G ro up G al a ce le br at io n co m pl et e R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 4 0 Q ua lit y of L ife S tr at eg y 2: C re at e a te m po ra ry s he lte r p ro gr am fo r d om es tic v io le nc e vi ct im s. A ct io n 2. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re B ui ld in g A dv oc ac y 2 ye ar s Fo re st S an ct ua ry A dv oc ac y N um be r i n A dv oc ac y A ct io n 2. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D om es tic V io le nc e Tr ai ni ng a dv oc ac y In pr og re ss A dv oc ac y G ro up C la ck am as W om en S er vi ce s N um be r i n Tr ai ni ng – 1 0 A ct io n 2. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re R ai se D om es tic V io le nc e A w ar en es s In pr og re ss A dv oc ac y G ro up C la ck am as W om en S er vi ce s M ed ia , C hu rc he s N um be r o f a rti cl es in th e ne w sp ap er , c hu rc h bu lle tin s A ct io n 2. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re D ev el op B ui ld in g P la n w ith p ar tn er s 2 ye ar s A dv oc ac y G ro up B ui ld in g pl an is d ev el op ed A ct io n 2. 5: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re B ui ld a nd M ai nt ai n ne w b ui ld in g 2 ye ar s A dv oc ac y G ro up In p ro gr es s B ui ld in g in p la ce a nd s er vi ng do m es tic v io le nc e vi ct im s. R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 4 1 Q ua lit y of L ife S tr at eg y 3: E xp lo re C la ck am as C ou nt y Se lf- G ov er na nc e op tio ns w ith in th e ex is tin g fir e di st ric t a re a. A ct io n 3. 1: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re C re at e a lo ca l c om m itt ee Ja nu ar y 20 04 $0 M ik e W el ls S te er in g C om m itt ee , C la ck am as C ou nt y S el f G ov er na nc e ex pl or at or y co m m itt ee c re at ed A ct io n 3. 2: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re W or k w ith c ou nt y to in iti at e st ep s to w ar ds s el f-g ov er na nc e 20 04 - 20 05 TB D M ik e W el ls S te er in g C om m itt ee , C la ck am as C ou nt y S te ps o ut lin ed to m ov e to w ar ds s el f g ov er nm en t A ct io n 3. 3: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re B ui ld lo ca l s up po rt fo r e st ab lis hi ng a V illa ge s so w e ha ve lo ca l c on tro l o f zo ni ng a nd p la nn in g 20 04 - 20 05 TB D M ik e W el ls S te er in g C om m itt ee , C la ck am as C ou nt y V illa ge s su pp or t l oc al c on tro l A ct io n 3. 4: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re E st ab lis h a lo ca l p la nn in g co m m is si on 20 05 - 20 06 TB D M ik e W el ls S te er in g C om m itt ee , C la ck am as C ou nt y Lo ca l p la nn in g co m m is si on de ve lo pe d Q ua lit y of L ife S tr at eg y 4: E xp lo re a lte rn at iv e fu nd in g op tio ns to m ee t t he n ee ds o f t he V ill ag es at M t. H oo d. R ur al D ev el op m en t I ni tia tiv es , I nc . ¡ S tra te gi c P la n- Th e V illa ge s at M t. H oo d (H oo dl an d) , O re go n 20 03 ¡ Pa ge 4 2 Implementation Structure The members of the group involved in the creation of this strategic plan unanimously chose to be responsible for its implementation. Organizing for implementation is a crucial step in the success of this strategic plan. ƒ ƒ ƒ ƒ Organizations create power-individuals are more likely to participate if they are not alone. Organizations provide continuity by sustaining the activities even if membership changes. Organizations develop expertise by the collective and accumulated experience of members and resources. Organizations are able to respond more quickly because they do not have to reorganize each time an issue arises. Shirley Dueber will be acting chairperson for the group as it reorganizes for implementation and adopts by-laws. Enid Moore will act as secretary and will take and distribute minutes for the meetings. Don Mench and Judith Norval agreed to develop a draft set of by-laws to be discussed at the first meeting. The group will continue to meet monthly on the second Wednesday of each month from 4-6 p.m. at the Hoodland Fire Station. The scheduled dates for meetings are: January 14, 2004 February 11, 2004 March 10, 2004 April 14, 2004 May 12, 2004 June 9, 2004 Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 43 Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 44 Appendix Section Appendix A: Partici Facilitation Appendix B: The Villages at Mt. Hood Strategic Planning Working Agreements Appendix C: Community Project Assets Appendix D: Action Planning Worksheet pation and Rural Development Initiatives, Inc. ¡ Strategic Plan-The Villages at Mt. Hood (Hoodland), Oregon ¡ 2003 Page 45 APPENDIX A PARTICIPATION AND FACILITATION The Villages at Mt. Hood Strategic Planning Steering Committee Members Rick Applegate Mt. Hood Roasters Phil Bentley Cathy Burgess Resort at the Mountain Carol Burk Trillium Trails Garden Club Jerry Chinn Drug Coalition Scott Cruckshank Resort at the Mountain Marcie Cummings Shirley Dueber Doug Edgren Church on the Mountain Denise Emmerling-Baker Welches School Becky Fortune Welches School Scott Freeman Pam Garcia Thriftway Gil Harder Church on the Mountain Cami Hause Mt. Hood RV Village Al & Shirley Hendrickson Log Building Products Jeanne Lampi Church on the Mountain David Lythgoe Hoodland CPO Jeri McMahan Senior Center Don Mench Watershed Council Anna M'Kinne Don Guidos Shirley Morgan Drug Coalition Judith Norval St. Johns Catholic Church Dave Olson Fire District #74 Alma Reick Senior Center Jerry & Jean Sabel Highway 26 Safety Committee Barbara Saldivar Women's Club Berry Scruggs Lutheran Church Nancy Spencer Mt. Hood Museum Gene Tilgner Welches Garden Center Mike Wells Transit Project Steve Wilent The Mountain Times APPENDIX A PARTICIPATION AND FACILITATION Laurel Schweitzer, consultant Elaine Hallmark, consultant Resource Members John Borge Clackamas County Penny Falknor USFS Cam Gilmour Clackamas County DOT Rick Gruen Soil & Water Conservation District Colleen Madrid USFS Carolyn Sanco OECDD Public Participants Mark Archer Josh Baker Charlie Bent Ed Burke John Bushman Cathy Callaway Susan Corwin Jorge Duarte Lisa Galbraith Doris Grolbert Robert Lawer Martha & Ken Mandel Judi Mondun Robert & Enid Moore Gary Peck Marilyn Peterson Len & Marge Pingel Robin Richardson Lisa Riversong Robert & Debra Stanley Julie Stephens Mitch Williams Ann Yuhas Jeff Zimel Strategic Plan Facilitation: Craig Smith, RDI Senior Community Development Coordinator Heidi Clark, RDI Community Development Associate APPENDIX B WORKING AGREEMENTS VILLAGES AT MT. HOOD - STRATEGIC PLANNING PROCESS and Steering Committee Organizational and Working Agreement As revised and adopted 8/12/03 I. Purpose The Villages at Mt. Hood Strategic Planning Process is to dev p a Strategic Plan that includes the communities of Marmot, Brightwood, Wemme, Welches, Zig Zag and Rhododendron and generally all areas from Alder Creek to Road 35, inclusive of all areas within the Hoodland and Rhododendron CPO Districts. The purpose of the Steering Committee for the Villages at Mt. Hood Strategic Planning Process is to represent all elements of t s in developing the Strategic Plan, provide commitment and consistent pa e plan development, provide communication with the larger community and support the implementation of the plan. It is expected that the Steering Committee will serve as an “um rella organization” for purposes of linking all the various elements and interests of a plan, and providing necessary coordination to support implementation of the plan, t not to control or take over the implementation of any specific projects included within the plan. II. Membership and Participation The Steering Committee will be composed of representatives he full range of organizations and citizens interests in the planning area and w provide a consistent core group. Other participants in the planning process will serve as resources from agencies and organizations who will have an affect on or be affected by the Strategic Plan and its implementation. Members of the general public will participate through their representatives and in public comment and discussion sessions. A. Steering Committee Members: The following are the initial members of the Steering Committee. Each member may have a design d alternate. It will be the responsibility of the member to keep the alternate informed so as to be able to speak for the member in the member’s absence, if desired. The members will keep their organizations informed and bring concerns, issues, interests of their organization to the process. The members commit to participate regularly in the process. Organization/Interest s elo he communitie rticipation in th b bu of t ill ate (if Representative Alternate any) Local Quasi-govt. Groups Hoodland CPO David Lythgoe Hoodland Fire District #74 Dave Olson Transit Project Shirley Dueber* Watershed Council Don Mench Welches School/OR Trail Dist. Becky Fortune Villages of Mt. Hood Strategic Planning Process Organizational and Working Agreements Page 1 APPENDIX B WORKING AGREEMENTS Non-Profit Organizations Highway 26 Safety Committee Jerry Sabel oodland Women’s Club Barbara Saldivar* oodland Senior Center Jeri McMahan Alma Reick t. Hood Chamber of Commerce Mike Wells* Mt. Hood Drug Coalition Shirley Morgan Jerry Chinn Mt. Hood Lions Club None Trillium Trails Garden Club Carol Burke Businesses Don Guidos Anna M’Kinne Log Building Products Al Hendrickson Mt. Hood Roasters Rick Applegate Mt. Hood RV Village Cami Hause Resort at The Mountain Scott Cruckshank Cathy Burgess The Mountain Times Steve Wilent Thriftway Pam Garcia Welches Garden Center Gene Tilgner Welches Mountain Properties Bob Thurman Margaret Thurman Churches Lutheran Church Berry Scruggs St. Johns Catholic Church Judith Norval Church on the Mountain Gil Harder Jeanne Lampi, Doug Edgren Citizens/Residents Phil Bentley* Marcie Cummings Denise Emmerling-Baker Scott Freeman High School Junior None * Denotes current member of the Executive Committee B. Resource Participants Resource participants are not expected to be able to attend every meeting, but are encouraged to participate when possible. They are committed to participating in a collaborative manner and to giving input on the elements of the plan early enough for the Steering Committee to incorporate and/or consider their input in the decisions being made on the plan. They will commit to supporting the plan once it is adopted by the Steering Committee and doing what they can to support implementation of the plan. Clackamas County Planning Dept. Cam Gilmour Soil and Water Conservation Dist. Rick Gruen State of Oregon OECDD Carolyn Sanco US Forest Service Colleen Madrid Penny Falknor, Alternate H H M Villages of Mt. Hood Strategic Planning Process Organizational and Working Agreements Page 2 APPENDIX B WORKING AGREEMENTS C. Members of Public and Action Organizations/Committees e at meetings. It is expected that persons who are not ve steering committee discussions, and will primari throug nting their general interest or organiz wever, sp ific times will be allotted on agendas to hear from members f the p ding mee made to keep the broad community inform es being addressed and decisions being made by the Steering Comm to develop oad support of the communities. Many m er or ic will be participating on actions at ma d in the Strategic Plan. These groups are cour ep the Steering Committee informed on the progress of their activities for pur nkages an be assisted by the Steering Comm to Steerin bership It is intended to keep the Steering Committee at a workable size, yet keep it representative of the broad range of interests in the Villages at Mt. Hood. Should it become t that addit ed, the Steering Committee may do so b ity decisio s may be made by the organiz presented s e, keeping in mind that continuity of ortan e Strategic Plan. ity Actio ll par cribed a giving input on the development and implem he Stra sidered part of the Community Action Team describ grant prop h Mt. Hood Economic Alliance. (See below. ecisio g A. sus Decisio tegic Plan The Ste ommittee w nsensus decision process for development of the strategi s of the Steering mm eeting or not) must agree to support (or not work a elements Strategic Plan. The process for developing this consensus g and attempting to understand the terest mbers, di nd searching for ways to satisfy the needs o e final pla tral facilitator as much as possible, to assist members nderstanding and agreement. entati ments may the plan as the process proceeds, but it is understood that no agreement is final until the full plan is put together and reviewed. The Steering Committee will make the ultimate decision on the plan by consensus of its Members of the public are welcom on the Steering Committee will obser ly participate h the members represe ation. Ho ec o ublic atten tings. Every effort will be ed of the issu ittee and a plan with the br embers of oth ganizations and of the publ th y be contemplated by or acknowledge en aged to ke poses of li ittee. d communications that may D. Changes g Committee Mem apparen y a major ional interests need to be add n. Changes in representative ations re hould a critical need aris participation is an imp t element in developing th E. A Commun n Team eticipants des entation of t bove, who will b tegic Plan are con ed in the osal and agreement wit ) III. D n-Makin Consen n Process for Stra ering C ill operate on a co the elements of c plan. This means that all member Co ittee (whether present at a particular m gainst) the to be included in the will be one of hearin in s of all me scussing differences a f all in th n. The process will use a neu to develop this u T ve agree be made on elements of Villages of Mt. Hood Strategic Planning Process Organizational and Working Agreements Page 3 APPENDIX B WORKING AGREEMENTS members to adopt the Strategic Plan. However, the Steering Committee will be mindful of the comments and inpu m, and will ngage a their p constituent group and the broader community rougho cess, at to develop a level of consensus on the Plan in the commun Steering Committee mem ting in which a decision on elements of plan full plan , will be given until the next meeting to voice any ncerns be polled as to their view (usually by e-mail). No response within one ek of for a res l signify a positive response indicating consensus Should the Steering Committee be unable to reach consensus to include any elements of the Strategic Plan, those elements will not be included as an official part of the adopted rategic Plan, but they will be included as an “Addendum” noting the differing views that have prevented their adoption by consensus. B. Admin nd Executive Committee ing C s in charge of its own operations. However, any administrative pe decisions g setting meeting agendas, schedules and structure and ination ation may be made by a majority of the Committee present or may be delegated to its Executive Committee. The Steering C shall designate a small group of its members to operate as an xecutive Com to keep the process moving, design agendas, coordinate the and n of information and generally help the process move forward in the spirit of th cutive Committee will include the Facilitator of the nd th t manager of the grant received from Mt. Hood Economic Alliance. utive with the Project Manager to coordinate with the consultant, Rural Development Initiative, Inc. (RDI) who was selected by the Steering mmittee to teering Committee in developing the Strategic Plan. Decisi These Organizational and Working Agreements iz rking agreements are consensual agreements solely for the benefit of assi ring Committee to work well together. The Steering m hanges or additions to these agreements by a consensus of those present at a m time. Changes will be made by conscious decision, and will be communicated to all participants. t received from the full Community Action Tea e th nd inform ut the pro articular tempting ity. bers not present at a mee the or on the is made co we , or will a request ponse, wil with the group. St istration a The Steer ommittee i ty , includin dissem of inform ommittee E mittee gathering distributio is agreement. The Exe process a The Exec e projec Committee will work Co assist the S C. These organ ons to Modify ational and wo sting the Stee Committee ay adopt c eeting at any Villages of Mt. Hood Strategic Planning Process Organizational and Working Agreements Page 4 APPENDIX B WORKING AGREEMENTS A. Grant from Mt. Hood The Mt. Hood Area Chamber of Commerce has agreed to act as fiscal agent for and has been awarded a gra lliance to enable the group to hire the assistan g consultant. Elaine Hallmark will serve as project manager on behalf of the Chamber to comply with terms of the ill be n the f e issues discussed and record any decisions or tentative decisions taken, as well as any other r the purpose of helping the Committee move forward, ting. At The Steering Committee has selected Craig Smith of Rural Development Initiatives, Inc. awarde develop the pro D. As noted, the project manager will provide oversight to comply with the grant requirements. However, the Facilitator and the Consultant work for all members of the tee. ould ing them up with the Project Manager and jointly decide on a course of action. IV. Miscellaneous Roles and Responsibilities Economic Alliance nt of $12,000 from the Mt. Hood Economic A ce of a rural development plannin grant. The Community Action Team as a whole, and the Steering Committee in particular, agree to comply with the terms of the grant contract and assist in completing the Strategic Planning project for which the grant was made. B. Facilitator Pursuant to the terms of the grant application, Elaine Hallmark, will provide the initial facilitation for the Steering Committee’s start-up activities. Facilitation activities w shared with RDI for the development of the Strategic Plan. The role of the facilitator will be to help plan agendas, schedule speakers or presentations, facilitate sessions, and work to build consensus among participants i Strategic Planning Process. The facilitator will prepare and distribute a draft summary o each meeting of the Steering Committee. This summary will summarize th pertinent information. It will be fo and will not be a traditional set of “minutes” of exactly what happened at the mee each meeting the Steering Committee will review and make any needed corrections to the draft meeting summary from the prior meeting. The summary will be made final after incorporating any agreed corrections. C. Consultant (RDI), to serve as the consultant. The Mt. Hood Area Chamber of Commerce has d a contract to RDI to take the Community Action Team through a process of ing an overall vision and a Strategic Plan for the Villages of Mt. Hood, similar to cess outlined in the grant proposal. Oversight Steering Commit Sh the Steering Committee have any concerns about their services, it should br Villages of Mt. Hood Strategic Planning Process Organizational and Working Agreements Page 5 APPENDIX C COMMUNITY PROJECT ASSETS The Villages at Mt. Hood Strategic Planning g rofessional expertise in recreation , FS & BLM out having a skate part rce el nteers and str reen Eco-tourism arlow Trail Park atural environments in our community BLM funding for trail maintenance arden Club almon/Sandy Zig Za ty Promote East Clackamas County Villages at Mt. Hood Identity Better rea Attractions Forest Service owned lands attract visitors Forest Service Employees are passionate about land stewardship and public service Public has the opportunity to partner with orest Service to redeem responsibility for blic land oodland Fire District Skills to Promote a Conference st Service health of the community Fishing Clubs Opportunity to learn capacity building from Forest Service to benefit communities Highway grants to develop transportation needs Mt. Ho d Cha Sandy Chamber of Commerce Business Networks Bilingual People puting – Susan Corwin erience – John Borge s interests te Local Churches and Church Unity munication Culinary Association Chambers Sandy and Mt. Hood BLM Chamber of Commerce Womens Club ions Club Project: Recreation Capacity Expansion Assets: Green eco-friendly lodgin Signage of A Knowledge and use of computers Lions Club Assets: County School land P management Passionate ab in the F area pu Chamber of comme H School Board Fire Department Personn Fore lands add to the Ability to organize volu eam projects River guides Organizational skills Church Unite people who don’t know each other G Friends of B Volunteer Facilities Federal Church Land Can Design good trails o mber of Commerce N (rivers & forests) Opportunity to work with US Forest Service Internet com on Recreation Initiative Information & Exp Ski clubs Busines Snowboard clubs Websi G Mt. Hood Com S g Rivers Tourism base Park land by senior center Project: Public Transit to Sandy and Oregon City Assets: Tourist Clubs Graphic Design ODOT County Multi-Language ODOT Grant Time Organizer MHEA Grant L Connection to Coun APPENDIX C COMMUNITY PROJECT ASSETS Explore Funding Options and Self- Governance Assets: Potenti Inform Borge Contac Econom Mt. Ho Safe H Assets: Volunt Time Housin hurches Housin Forest Trainin Spanish Transp Child A Trained ersonal Prayer Preven Tra Child A Church Victim Safe and Drug Free School Grants oodland Fire tate of Oregon Certified Transport Grant Project: Natural Resource Utilization earance Enhancement e Community clean-up days Teacher, Counselor – Cathy ice and others Project: Community – Senior – Training in drug, alcohol and youth violence prevention National Association on Aging Church connections ral social norms thy Drug Coalition Labor for roofing al funding available through Feds ation Legal Complexities – John t/Representation at Clackamas ic Development Commission od Economic Alliance – Mike ESL Writing and communication skills Community education skills Opportunity to work with Forest Service on resource management Project: Public Safety and App Assets: aven Program eer at the State of Oregon g Assets: Hoodland Fire Department Highway safety advocate Mt. Hood Coalition against Drug Crim C g ESL Sanctuary g Speaking ort dvocate abuse counselor School children Safe Drug Free Schools Grants Defensible space information from local fire agencies Opportunity to develop emergency planning with partners – Forest Serv P tion ining buse Trained Advocate – Anna Connections – Cathy Advocate – DS Recreation Center Assets: Hoodland Women’s Club H Donations S Explore cultu Land to build on at the County park Hoodland senior center Spiritual development Grant writing – Barbara Project Coordinator Professional Teacher and Counselor – Ca Service Clubs County Building design Sheriffs Department Safe, Drug Free Schools Grant APPENDIX C COMMUNITY PROJECT ASSETS Explanation of Asset Mapping re three basic asset-mapping approaches: geted Asset Mapping: Mobilizing assets toward predetermined goals. ation There a 1. Tar Situ : The association or group already has a set of goals (for the organization or a spe mo App cific project), and wants to use asset mapping to identify skills, capacities, or resources to bilize toward those goals. roach: A group of stakeholders identifies organizational and/or individual assets. Those eholders brainstorm strategies to accomplish their goals, by “connecting the dots,” ing new relationships among existing assets. stak mak Sit 2. Visionary Asset Mapping: Using assets to help identify goals uation: The association or group is reviewing and revising its direction, either as an anization or for a specific project. proach org Ap : A group of stakeholders identifies organizational and/or individual assets. The keholders examine these assets opportunistically, lsta ooking for clusters and natural gro ngs, e strategies that take advantage of the tha 3. Ass Situ upi connecting the assets, and developing creativ ir assets and extend their value. From these strategies, stakeholders chose the best, and t sets new priorities and goals. et Mapping for Connections: Using assets to mobilize people ation: The association or group wants to increase participation, leadership, volunteer tim App e, stewardship – to mobilize more people and their assets. roach: Stakeholders identify assets, especially their own individual assets. These are ted as a reflection of people’s interests and priorities. Assets are then grouped in gories that make sense, and participants brainstorm strategies to take advantage of their ls and interests. Larger organizational goals are met by the strengthened investment of e stakeholders. apping is a way of thinking and getting things done. The tool works because: Collaboration trea cate skil thes Asset m ¾ : not despite different interests, but because of different interests Storytelling: recognizing commonalities, understanding values ¾ ¾ Reorganization: start with people’s assets, not the old committees Representation¾ : diverse representation bringing interests from and to constituency Leadership development¾ : asset building is both a motivation and a method for widening our circles e Types of Assets The Fiv • Personal (talents and skills of people) (head, hand and heart) • Associations (our network of relationships) (church groups, clubs, sport groups) • Institutions and professional entities (city council, schools) • Physical assets ( land, buildings, equipment) • Economic assets (work of individuals, local businesses, spending power) * Information on asset mapping has been adapted by RDI from material developed by Luther Snow and his book “The Organization of Hope: A Workbook for Rural Asset-Based Community Development,” written in 2001.. A PP EN D IX D A C TI O N P LA N N IN G W O R K SH EE T © 2 00 3 R ur al D ev el op m en t I ni tia tiv es , I nc . V is io na ry G oa l: Ti m ef ra m e B ud g to rs et R es po ns ib le Pa rt y et R es po ns ib le Pa rt y et R es po ns ib le Pa rt y C ol la bo ra C ol la bo ra C ol la bo ra Pr og re ss M e Pr og re ss M e Pr og re ss M ea su re as ur e In di ca to r o f S uc ce ss : St ra te gy /P ro je ct : A ct io n 1: A ct io n 2: Ti m ef ra m e B ud g to rs A ct io n 3: Ti m ef ra m e B ud g to rs as ur e A PP EN D IX D A C TI O N P LA N N IN G W O R K SH EE T © 2 00 3 R ur al D ev el op m en t I ni tia tiv es , I nc . A ct io n 4: or s Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra t Pr og re ss M ea su re A ct io n 5: et R es po ns ib le Pa rt y C ol la bo ra to rs e Ti m ef ra m e B ud g Pr og re ss M as ur e A ct io n 6: Ti m ef ra m e B ud ge t R es po ns ib le Pa rt y C ol la bo ra to rs Pr og re ss M ea su re A ct io n 7 R es po ns ib le Pa rt y C ol la bo ra Pr og re ss M e : Ti m ef ra m e B ud ge t to rs as ur e