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Garibaldi Connections Project Report

Garibaldi Connections Project

Design Action Team Report1000 Friends of Oregon

February, 2006

OregonCoastalFuturesProject


GARIBALDI CONNECTIONS PROJECT DESIGN ACTION TEAM

An Oregon Coastal Futures Project initiative of 1000 Friends of Oregon incollaboration with the City of Garibaldi, the Port of Garibaldi, and

the Economic Development Council of Tillamook County

The Coastal Futures Project is a partnership of 1000 Friends of Oregon, the OregonDowntown Development Association, and Oregon Shores Conservation Coalition.The project is made possible through the generous financial support of the MeyerMemorial Trust, Rose E. Tucker Charitable Trust, Collins Foundation, the Over theRiver and Through the Woods Fund of the Oregon Community Foundation,Goodman Foundation, and individual donors. The Garibaldi Design Action Teamis comprised of professionals who contributed their time and expertise on a probono basis. Working closely with the citizens of Garibaldi, this team prepared thisreport in order to guide land use, economic development and public-private part-nerships that will contribute to the future of Garibaldi for generations to come.

Second printing.

All photographs by 1000 Friends of Oregon staff except where noted. Cover photo by Matt Lustig.

Maps and figures courtesy of Greenworks, PC.

This report is not intended to serve as legal advice. Readers are urged to consult a lawyer concerning any specific legalquestions regarding projects contained herein or any other specific legal questions you may have. Connections Project

elements may require additional land use or regulatory approvals.


INTRODUCTION & OBJECTIVES

The Garibaldi Connections Project is a com-prehensive strategy to use a path network toaddress economic and community development,strengthening ties between community assetsand encouraging investment in new employmentand recreational opportunities. The connectionsoutlined in this report are both literal and allegori-cal; these recommendations lay forth a strategy forboth reconnecting the various sectors of the townto each other, as well as building a sense ofcommunity and bridges to the world beyond thecity limits. The Design Action Team effort buildsupon previous Garibaldi community initiatives,including the 2000 Oregon Downtown Develop-ment Association Garibaldi Resource Team andReport, 2003 Garibaldi Transportation Plan,Garibaldi Gateway Signs proposal, and work of theGaribaldi Scenic Trail Committee.

Through the generous support of CoastalFuture Project contributors and the pro bonoservices of Design Action Team members, 1000Friends of Oregon was able to offer services forstrategic support to a community developmentproject on the North Coast. 1000 Friends publiclysolicited project proposals, reviewed applications,and awarded services to Garibaldi. The City,Economic Development Council, and Port firstapplied to have 1000 Friends help develop amunicipal path network to better link variouscommunity nodes including civic buildings, future

CONTENTS

Introduction 1Context 2Project Team 3Process and Principles 4Connections Project Principles 5Community Workshop 6Connections Project Elements 7Connections Project Implementation Strategy 17Implementation Resources 20

APPENDIX

Coastal Futures Project Design Action TeamProject Selection Criteria

FIGURES

A Site ContextB City of GaribaldiC Exisiting ConditionsD Project Elements

Matt Lustig


CONTEXT

Garibaldi is a small coastal community locatedon the north side of Tillamook Bay in TillamookCounty. Located 90 miles west of the Portlandmetropolitan area and eight miles north of thetown of Tillamook, Garibaldi is nestled againstforested hills less than a mile from the PacificOcean. (See figure A – Site Context) The onlycommercial harbor between Warrenton-Astoriaand Depoe Bay, the local economy is driven by thefishing and timber industries. Already home to athriving sport fishing industry, the town of 1,000people is seeking to further diversify its economy,while also adding recreational amenities forresidents and strengthening its main streetcommercial core. (See figure B – City of Garibaldi)

park sites, the waterfront, main street, elementaryschool, and museum. Reasons for selection of theConnections Project among many presented to1000 Friends of Oregon include its ability toprovide a replicable model for the revitalization ofother small coastal communities. The criteria arepublished in full in Oregon Coastal Futures Project –Design Action Team Project Selection Criteria. (Seeappendix)

Upon study of the Garibaldi proposal andcommunity needs, all parties agreed to directefforts toward an integrative strategy for connect-ing those assets, as well as to encourage invest-ment in economic development, hence theGaribaldi Connections Project. Onsite work alsorevealed that a formal trail is appropriate in someparts of town, whereas sidewalk improvements orother design treatments are most appropriate inother areas. Implementation of the ConnectionsProject will prove its viability, and thereforereceived more emphasis in the Design ActionTeam work than specifics of design.

In order to capitalize fully on Garibaldi’s assetswhile preserving the town’s unique character, theparts of the community must be linked togethermore efficiently – restoring missing links in thecirculation systems of local vehicles, walkers andcyclists. All modes of movement must be im-proved while accommodating through traffic onHighway 101 and the Tillamook Bay Railroad.Speaking to the concerns of business, government,institutions and individual citizens is necessary forsuccess. The project should be designed tocomplete and improve this infrastructure so thatcontinuity is assured.

The Garibaldi community is currently under-taking notable related efforts: an update of itsComprehensive Plan, study of creation of an urbanrenewal district, and redevelopment of the OldMill property adjacent to the harbor. The Connec-tions Project is intended to dovetail into those andfuture efforts. It is our hope that the work done bycommunity members and Coastal Futures Projectpartners will enable the community to systemati-cally work toward a better future for Garibaldi.

Mike Faha

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DESIGN ACTION TEAM

Mike Faha, Principal, Greenworks, PCDave Leland, Managing Director, Leland Consulting GroupPaddy Tillett, Director of Planning & Urban Design, Zimmer Gunsul Frasca PartnershipAnita Van Asperdt, Principal, A. Van Asperdt, PC

1000 FRIENDS OF OREGON PROJECT STAFF

Julie Bollermann, Administrative AssistantDaniel Eisenbeis, Design Action Team Project ManagerKate Kimball, Communications DirectorCameron La Follette, Oregon Coastal Futures Project Director

OREGON COASTAL FUTURES PROJECT DESIGN ADVISORY COMMITTEE

Rajiv Batra, Senior Supervising Urban Designer, PB PlaceMakingJohn Berdes, President, Shorebank Enterprise PacificKaren Perl Fox (ex officio), Principal, PerlFox Associates LLCVicki Dugger, Executive Director, Oregon Downtown Development AssociationJohn Lansing, Astoria Branch Manager, Wells FargoDave Leland, Managing Director, Leland Consulting GroupBill Lennertz, Executive Director, National Charrette InstitutePaddy Tillett, Director of Planning & Urban Design, Zimmer Gunsul Frasca Partnership

LOCAL PARTICIPANTS

Don Bacon, Manager, Port of GaribaldiEv Brown, Mayor, City of GaribaldiTerry Kandle, Councilor, City of Garibaldi (former member of scenic trail committee)Val Folkema, Commissioner, Port of GaribaldiKevin Greenwood, Administrator, City of GaribaldiSuzan Greenwood, Outreach and Education Coordinator, Tillamook Estuaries PartnershipDale Jordan, Planner, City of GaribaldiCarolee North, Local business owner, Planning Commissioner, City of GaribaldiSue McCarthy, Council President, City of GaribaldiClaudine Rehn, Accounting Manager, Tillamook Estuaries PartnershipRob Trost, Co-owner, Old Mill Marina propertyChristy Vail, Executive Director, Economic Development Council of Tillamook County

SPECIAL THANKS TO

Valerie Grigg Devis, Senior Transportation Land Use Planner, Oregon Department ofTransportation

Karen Perl Fox, Principal, PerlFox Associates LLC (Community Design Consultant)Sheila Lyons, Bike-Ped Engineer, Oregon Department of Transportation Bicycle and Pedestrian

ProgramMatt Lustig, Research and Photography VolunteerLaren Woolley, North Coast Regional Representative, Oregon Coastal Management Program

The Residents of Garibaldi, stewards of a spectacular community

-and-

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PROCESS AND PRINCIPLES

1000 Friends of Oregon staff and DesignAction Team members spent fall 2005 researchingGaribaldi economic and employment data, review-ing previous planning efforts, and meeting withcommunity leaders to prepare for an intensiveonsite process to:

• Identify community design projects;• Prepare illustrative design concepts for

those projects; and• Develop an implementation strategy for

those projects.

On November 7th and 8th, 2005, the DesignAction Team worked intensively with communitymembers to achieve these objectives. Onsite workbegan November 7th with a walking tour of townled by Mayor Ev Brown and other communitymembers to identify challenges and opportunitiesfor improving the built environment of Garibaldi.The tour included stops at City Hall, GaribaldiElementary School, the heron rookery site, old pier,existing scenic trail and sandy beach, port facilities,Lumberman’s Park, Old Mill Site, and Highway 101,which serves as the town’s main street. (See figureC – Existing Conditions) After the tour, communitymembers reviewed and refined draft principlesand identified issues to inform the Team’s workand enable beneficial community transformationto occur.

Garibaldi City Planner Dale Jordan explains land use zoningnear the harbor.

City Councilor Terry Kandle discusses trail design issues withDesign Action Team member Paddy Tillett.

Participants and team members tour the Garibaldi scenic trail.

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CONNECTIONS PROJECT PRINCIPLES

The purpose of these principles is to provide abasis on which to build a strategy for holisticphysical and economic improvement of thecoastal town of Garibaldi, Oregon.

1. Enable evolution

• Strengthen the connections between civic,business and financial resources in andbeyond Garibaldi

• Strengthen infrastructure connectionsthroughout the community, including safeand convenient routes for those on foot,bicycle, and in vehicles

2. Cultivate leadership

• Connect civic and business leaders withtheir peers in other successful communi-ties

• Identify champions for numerous projects,large and small throughout Garibaldi

• Identify a range of opportunities for publicinvolvement

3. Identify realistic markets

• Analyze real estate market options andidentify what is achievable

• Focus on promoting businesses that cansucceed in Garibaldi

4. Invest in policy

• Reassess the priorities among establishedpolicies and invest in their implementation

• Identify important issues on which policyis lacking in the community, write, test,refine and adopt new policy and invest inits implementation

5. Create place

• Identify and strengthen those characteris-tics of Garibaldi that make it a special andvalued place

• Define spaces and places within thecommunity that have the potential to addto the vitality of the place, and design andimplement improvements to achieve thatpotential

6. Establish pulse points

• Identify existing places where businessesand other activities intersect to create afocus of activity and attraction

• Identify a small number of locations in thetown where critical investments in realestate and business improvements canshow the greatest returns in the near andmid-term

7. Diversify character

• Celebrate the differences in the assets ofthe community: the harbor, Highway 101,tourists, traditional employment, wood-lands, educational opportunities, etc.

• Identify new activities that could comple-ment what already exists in Garibaldi

8. Consolidate successes

• Catalogue and celebrate projects com-pleted in the past decade as a baseline forfuture accomplishments

• Celebrate the accomplishments of indi-viduals whose efforts benefit the vitality ofthe community

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Council President Sue McCarthy, Mayor Ev Brown, and 1000Friends Planner Dan Eisenbeis consult maps of town (above).

Workshop participants discuss development of the Old Millsite with property owner Rob Trost (below).

Landscape architects Anita Van Asperdt and Mike Faha workto develop design concept for the connections project.

9. Develop wisely

• Accept only developments that contributepositively to the ‘big picture’ of the town’sfuture

• Deny expedient investments that wouldcompromise the plan, such as a parking lotthat interrupts the continuity of a row ofstorefronts

• Coordinate investments, such as parkingmanagement, where possible

10. Redirect resources

• When public or private investments areproposed that would run counter to thepurposes of these principles, redirect thoseinvestments so that they become support-ive

• Adapt existing facilities and practices sothat they are supportive of the emergingsuccesses of the community

COMMUNITY WORKSHOP

On November 8th, the team worked withcommunity participants to develop an implemen-tation strategy, identify and map design projects,develop illustrative design concepts for thoseprojects, and then refine an implementationstrategy.

The process began by establishing an imple-mentation strategy, one in which each decisionhas a beneficial connection to every other deci-sion. As stated in the introduction, the strategy isabout connections – people, places, attitudes,commitments. Community members identified,discussed, and mapped a large number of projectsincluding brainstorming possible funding sources,potential responsible parties, and barriers tosuccess. The team’s landscape architects indepen-dently identified their assessment of opportuni-ties and possibilities in an effort to provide analternative set of choices to the community.Further, they sketched some design concepts fortheir alternatives. The findings of the landscapearchitects mostly confirmed the thinking of thecommunity group. The various projects were thenrefined and integrated into an implementationstrategy for the Connections Project.

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CONNECTIONS PROJECT ELEMENTS

Community participants in the Design ActionTeam workshop identified a total of 41 projects.Not every participant endorsed each project, butthe following list indicates the range of elementsthat will help the community achieve its goals.See Figure D - Project Elements for a map of thoseprojects in specific locations.

1) GRANGE HALL PICNIC AREA – The Grange Hall siteabove Highway 101 (below, white building)should be developed into a picnic area andpark. Such development should be phased toinclude pedestrian access improvements tothe site.

2) AMPHITHEATRE PROJECT – The vacant lot betweenthe museum and Grange Hall site should betargeted for acquisition and development as apublic park. The site slopes up from Highway101 and adjoins another vacant lot that mightalso be acquired. These sites could be devel-oped to include an amphitheatre. Theamphitheatre could be managed with andjointly share the museum parking. The NativeAmerican connection to this land should behonored in any development of the site.

3) MURAL PROJECT – A mural should be painted onthe large blank east wall of the museum facingthe vacant lot to complement the picnic areaand amphitheatre. The community shouldhold a design competition to identify the artistbest suited to paint this very visible addition.

5) NATURE PARK – Redevelopment of the junk yardis strongly recommended, changing this siteinto a natural park with a kayak launch toMiami Cove. The City should study changingthe zoning of the site to ensure appropriatesuccessor uses to the current auto wrecker.Other viable and acceptable uses should beconsidered and private redevelopment en-couraged that will protect and restore theCove.

Anita Van Asperdt

4) MIAMI COVE SHORELINE & WATER TRAIL – A trailalong the northern shore of Miami Coveshould be developed if it would be permittedalongside the railroad right of way. A destina-tion birding blind (example above) or otherfeature at the eastern extremity of a trailwould be ideal. Development of a pedestrianboardwalk sensitive to the natural function ofthe estuary (similar to the image below)should also be explored.

Greenworks, PC

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6) WATER TRAIL ENTRY POINT – Development by theOld Mill chimney (above), a very visible icon,should be a point of entry to the shoreline trailand the Old Mill development. A train stationwould be located here. In addition, facilitiesshould be developed for kayak launches andbirding to take advantage of the naturalattractions of the Miami Cove estuary. TheCove is zoned Estuary Natural, so developmentof this land should not diminish the naturalquality of the site, consistent with the State-wide Planning Goal for estuarine resources.

7) VIEWPOINT – The southern point of the Old Millpeninsula provides unusual viewpoints andshould be capitalized upon with publiclyaccessible development that complementsthe character of the site.

The Old Mill peninsula viewed from the northern shore ofMiami Cove.

Anita Van Asperdt

The beach at southern end of the Old Mill Peninsula.

Miami Cove viewed from the southern point of the Old MillPeninsula.

8) PENINSULA DEVELOPMENT – The east and south-west edges of the Old Mill peninsula invite amix of residential and commercial uses. Carsshould be kept back from the waterfront. Apath network should be incorporated into theperimeter of the peninsula, as well as throughthe interior of the site. Such paths wouldencourage pedestrian and cyclist circulationbetween town, the waterfront, and peninsuladevelopment.

Matt Lustig

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10) RAILROAD CROSSINGS – Current railroad crossingsat 7th and 3rd Streets should be improved forpedestrian safety. An additional vehicular andpedestrian crossing should be explored forlocation east of 3rd Street to serve the Old Millsite, but not serve as a replacement for the 3rd

Street crossing. However, a railroad crossing at2nd as identified in the Garibaldi TransportationSystem Plan creates dangerously limited sightlines for westbound traffic entering town onHighway 101.

11) RAILROAD PEDESTRIAN BARRIER – Pedestrianbarriers should be constructed between 3rd

and 7th Streets to prevent haphazard crossingsof the tracks between main street and the portarea. Such a barrier should be a design ame-nity to neighboring properties andLumbermen’s Park. A barrier should also bephased for construction with pedestrian

9) ADDITIONAL MARINA – Development of anadditional marina on the southwest side of theOld Mill peninsula should be explored to meetmarket demand for larger vessels as forecastby the Port. This additional boat moorage willcomplement development of the peninsula.Such development would necessitate locationof a new site for dredge material disposal.Also, development of a jetty or steel breakwa-ter to protect the new marina should haveminimal impacts on the estuary. Ideally, such aproject would improve hydrologic flow of theMiami River into Tillamook Bay or be pairedwith projects to enhance the natural habitat ofthe Bay. A strategy to share parking between anew marina and Old Mill development shouldbe explored. In all likelihood, the land wouldbe leased from the Port.

Matt Lustig

Port officials forecast market demand to exceed the capacityof the current marina.

Anita Van Asperdt

Pedestrian saftey improvements along the railroad between7th and 3rd Streets might be inspired by the scenic trailcrossing.

Example of a simplepedestrian barrier toimprove pedestrian

safety.

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improvements at the 3rd and 7th Street railroadcrossings.

12) ROAD RE-ALIGNMENT – At Lumbermen’s Park, thePort has discussed straightening AmericanAvenue. However, the re-alignment woulddestroy Garibaldi’s only existing park. Instead,improvement of the road geometry andconditions are recommended. The Parkcurrently serves as a community linchpin andcrossroads between the Port, Old Mill redevel-opment, and main street. Furthermore,Lumbermen’s Park could not retain its inclu-sion of the railroad if the park were moved tobe adjacent to the harbor.

Anita Van Asperdt

Sidewalk improvements should be made to connect thescenic trail with Lumbermen’s Park and beyond.

Matt Lustig

The Old Train engine is at the heart of Lumbermen’s Park, andthe community.

14) SIDEWALK IMPROVEMENTS – Commercial Avenue isa prominent link in any future municipal pathnetwork, with city sidewalks on each side ofthe street. The sidewalks should be improvedand extended to American Avenue east ofCommercial Avenue. Sidewalk improvementsshould also be made along the harbor at theport parking lot.

13) SCHOOL CREEK RESTORATION – School Creek onceran through Lumbermen’s Park and should berediscovered and integrated into the park as awetland.

Greenworks, PC

This sidewalk near the waterfront in Newport might serve as amodel for sidewalk improvements on Commercial Avenue.

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A boardwalk might be designed as a cantilevered pedestrian park (as above) or adjacent to small shops and cafes (below).

Design sketches by Anita Van Asperdt

15) BOARDWALK – Reshape Biak Street to include alookout across the harbor basin and board-walk on the water (south) side of the street(See boardwalk concept designs above). Atthe public boat ramp, acquire the boardwalkto the north and improve the environs forpedestrians. An overlook with benches andcoffee shop might occupy what is now thePier’s Inn space.

Mike Faha

The waterfront along Biak Street could be complementedwith a boardwalk.

Mike Faha

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21) SANDY BEACH ACCESS – The sandy beach by theexisting trail should be capitalized upon as theonly easily accessible sandy beach in the area.The current scenic trail should be improved toinclude multiple access points to the beach.Artwork interpreting the natural history of thearea should also be sited along the trail.

20) TRAIL ENTRY DEVELOPMENT – Greater visibility ofthe entry to the trail by the Mariners’ Monu-ment is needed and might be accomplishedwith construction of a gateway or sculpture. Akayak launch point should also be developedhere as part of a water trail network.

16) WATER TAXIS – Water taxies could be developedto serve the attractions along the waterfront,including Bayocean Spit. This would be acomplementary means of transportation and aresource for tourists.

17) ECO-TOURS AND WATER TRAIL – Eco-tours havegreat potential in this area, using charter boatsand kayaks on the bay coupled with shore-based programs. For example, the TillamookEstuaries Partnership had an inter-tidal tank intheir office during summer 2005, whichattracted great attention. Development ofkayak launches and interpretive signage ormaps could also constitute a water trail. Like aland trail, a water trail can address economicand community development, strengtheningties amongst community assets and encourag-ing investment in new employment andrecreational opportunities.

18) ADDITIONAL TRAIL ACCESS POINT – A second accesspoint is needed north of the trailer homesfrom the port (east) to the existing scenic trailalong the sandy beach.

19) PUBLIC RESTROOM LANDSCAPING – At the portparking lot, landscape the area around therestrooms.

Greenworks, PC

Inviting development at the port entrance to the scenic trailcould draw more visitors. The park pictured is in Corvallis.

Greenworks, PC

Restored and new interpretive signage along the scenic trailwould educate visitors and students.

Matt Lustig

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22) NATIVE PLANT RESTORATION – Invasive plantsshould be eradicated and replaced with nativespecies along the scenic sandy beach trail.

26) PIER’S END KAYAK LAUNCH – By Pier’s End, peoplebring kayaks that roll on wheels from theparking lot – but the climb down over therocks to the water is dangerous. Clammersalso use this route from the parking lot. Aformal kayak launch point should be locatedon the east side of the pier to improve safety.

Anita Van Asperdt

Invasive plants (foreground) should be removed from thesandy beach.

Matt Lustig

Anita Van Asperdt

25) ADDITIONAL PUBLIC RESTROOM – A public restroomshould be located in either the vicinity of theMiller’s property or near the old Coast GuardPier.

23) HERON OBSERVATION DECK – Current access to theheron rookery is poor and the natural areashould be protected so that bird nesting is notdisturbed. A heron observation deck could bedeveloped near the sandy beach, with a goodview of the flight-path to and from the rook-ery. Such a facility would complement birdingopportunities around Miami Cove. Whetheran interpretive center or platform can bedeveloped at the edge of the heron rookerywithout disturbing the natural function of thearea warrants further investigation.

24) MAIN STREET TRAIL ACCESS POINT – The currentMiller’s property should be upgraded as aformal access point to the Sandy Beach Trailand to create a pulse point for private invest-ment.

Matt Lustig

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31) SCHOOL ROUTE SAFETY IMPROVEMENTS – Improvethe streetscape to include sidewalk bulb-outsat crosswalks along Sixth Street from theelementary school to Highway 101, which is apopular walking route for students. The CityHall wall on 6th Street could be painted, pro-vided with benches, and otherwise improved.There are vacant lots along this route on whichinvestment might be stimulated.

32) TRANSIT STOP IMPROVEMENTS – The property at thesouthwest corner of 6th Street at Highway 101,the site of a current bus stop, belongs to theCity. This property should be improved as apublic open space and transit stop.

A park near the reservoir could offer spectacular views.

Matt Lustig

28) HISTORIC COAST GUARD STATION ACCESS – Sidewalksshould be improved from Highway 101 toprovide access to the vicinity of the historicCoast Guard station. Though not open to thepublic, the facility is one of Garibaldi’s finesthistoric buildings and could attract walkingtourists if made more accessible.

29) JOHNSON CREEK PATH SEGMENT – Consider usingJohnson Creek as an attraction for pedestrianimprovements along 9th Street, perhaps as aconnector to an eventual interpretive center atthe heron rookery.

30) RESERVOIR PARK – Explore development of a five-acre parcel below the reservoir at the end of3rd Street into a park. A smaller parcel near thereservoir could also be used as a new reservoiror as public open space.

Matt Lustig

27) GONDOLA – A gondola could connect Bay Laneto a trail above the big ‘G’ sign on the hillabove town.

Matt Lustig

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This sidewalk bulb-out in Wheeler narrows the Highway 101crossing.


Anita Van Asperdt

33) PARKING LOT REDEVELOPMENT – The Welch prop-erty, located on the south side of Highway 101west of 3rd Street, has been proposed foracquisition by the city. This would be a short-to mid-term use. This central frontage ofGaribaldi’s main commercial street should berestored with active uses as soon as possible,retaining public parking behind it.

34) MAIN STREET UTILITIES – The overhead utilitiesalong Highway 101 should be placed under-ground. Appropriately designed streetlightsshould replace the existing lights. This shouldbe done only as part of a comprehensivestreetscape improvement project.

35) TRAFFIC CALMING – Traffic calming measuresshould be implemented on Highway 101between 3rd and 10th Streets, although fullstreetscape improvements might be limited tothe road between 3rd and 7th Streets. Thecurrent right-of-way should in most placesaccommodate a single lane of through trafficin each direction, parallel parking on each sideof the street, 10’ wide sidewalks, and bulb-outsat intersections. 12’ wide sidewalks would bepreferable and should be developed in areaswhere allowed by building setbacks.

The ODOT Special Transportation Area desig-nation of Highway 101 in Garibaldi favorsreducing posted speeds to 25 mph. Narrow-ing the width of Highway 101 and at each endof the downtown core would most effectivelyreduce traffic speeds. A zoning overlay shouldbe created to require a minimum of two-story

facades in new construction along main streetwould also help reduce traffic speeds andstrengthen the town center.

Pedestrian crosswalk bulb-outs are currentlyplanned along Highway 101 at 4th and 5th

Streets only. As every intersection is a legalcrosswalk, each is a candidate for a bulb-outand should be lit for pedestrian safety. Thecrosswalk at 6th Street should be upgraded toinclude bulb-outs to accommodate pedestri-ans traveling to and from the pharmacy andPost Office.

Anita Van Asperdt

Greenworks, PC

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36) GATEWAY SIGNS – Gateway signs to town havepreviously been discussed in the communityas a way to strengthen the sense of place anddemonstrate civic pride. There is a vacant siteat 11th Street on Highway 101 that wouldmake a good eastbound gateway sign loca-tion. This is also adjacent to the Highway 101crossing to the sandy beach for the neighbor-hood. A westbound sign should be locatedeast of the highway bend at the grange hallsite, in view of the old smokestack.

PROJECTS IN NON-SPECIFIC LOCATIONS

37) FORESTLAND CONSERVATION EASEMENTS – Conserva-tion easements can be used to create taxshelters on developable property with ele-ments of extraordinary environmental quality.The Green Diamond timberland holdings onthe hills north of Garibaldi should be targetedfor voluntary conservation easements.

Mike Faha

38) COMMUNITY AMENITY BROCHURE – A map shouldbe developed that describes communityattractions, many of which are now hiddenfrom visitors to town. The brochure can bemade available in area businesses and publicbuildings. A sub-regional map of attractions inGaribaldi and other communities would offerwider distribution.

39) PROMOTIONAL CAMPAIGN – Advertising Garibaldias a destination for fundraising runs or otherevents would bring more people to town andstrengthen support for a path system.

40) PATH NETWORK AMENITIES – Throughout the trailsystem, introduce amenities such as benches,interpretive signage, and historically relevantsculpted figures. Err on the side of generosityin choosing the width of trail paving; pathsshould be 10-12 feet wide where possible.

Greenworks, PC

Greenworks, PC

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41) RESIDENTIAL STREET GRID IMPROVEMENTS – Repairs tothe grid system north of Highway 101 arealready planned. Routes through the districtcould be distinguished by common sidewalkimprovements and way markers. Markerscould use imagery taken from nearby destina-tions, such as the heron rookery, the bay, theOld Mill. Markers or common design elementswould strengthen the sense of sidewalks andpaths as being part of a system. Variousroutes through town could be indicated bydistinct imagery.

Anita Van Asperdt

CONNECTIONS PROJECT IMPLEMENTATION

STRATEGY

COASTAL STRATEGIC ALLIANCE

• Form a regional alliance with neighboringcommunities and brand for marketing,economic development, and to moreeffectively attract grant funding andinvestment;

• Consider the ‘well kept secret’ of Garibaldias part of a relatively unknown part of thecoast; and

• A Twin Rocks—Garibaldi—Bay City alli-ance would be most likely, but Rockaway,Tillamook, Wheeler, or other communitiescould also be viable partners.

The formation of a regional alliance may grow outof established relationships. The Port of Garibaldiowns or leases land as far south as the oyster plantin Bay City. Garibaldi officials have hadconversations with Bay City and Rockaway aboutwater supply. The Tillamook Estuaries Partnership,a non-profit that received state and federalfunding, covers a larger area. Through an allianceof common interest, combining the strengths,attractions, leadership and citizen talents andsupport, the combination of towns can betterexpect to establish a marketing and economicdevelopment strategy and make a stronger appealfor state and federal funds to assistimplementation. The Connections Project can beextended from Garibaldi to these othercommunities.

Markers, rather than simple signage, provide an artistic touchas well as directions.

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GARIBALDI COMMUNITY ALLIANCE FOR THE

CONNECTIONS PROJECT

Form broad community partnerships to increasethe likelihood of implementation. Local partnersmay include:

• City of Garibaldi• Port of Garibaldi• Tillamook Estuaries Partnership• Old Mill Investment, LLC• Lions Club• School children, teachers, and parents (e.g.

local Parent Teacher Association)• Other civic organizations• Other businesses• Coast Guard

The Connections Project depends upon localleadership and cooperation for success. If organi-zations with staffs can take on elements of theproject or segments of a trail, then the largerproject can get done. Local leadership is essentialto organize, sustain momentum, access funding, andensure successful implementation of the Connec-tions Project.

Community members may want to considerforming a new nonprofit organization specificallyto coordinate and pursue work on the Project.Such an approach, with a “Garibaldi Connections”501(c)(3) corporation, would allow people to maketax-deductible contributions to support the effortand ensure the Connections Project does not fallby the wayside. Such a coordinating organizationmust be steered by a range of community interestrather than controlled by a single entity, becausethe latter could jeopardize its continuing ability tofunction. Ideally, this organization is not operatedby the city, but rather, by the private sector inpartnership with the city.

REFINEMENT OF THE CONNECTIONS PROJECT PRINCIPLES

The ten strategic principles contained in thisreport guided the work of the Design Action Teamand will enable beneficial transformation of theGaribaldi community to occur. Each of theseprinciples should be reviewed and developed bycommunity alliance partners to include objectives,projects, and examples relevant to Garibaldi. Theten principles should be the guiding basis for allwork related to the Connections Project, by eachof the partners or a new coordinatingorganization.

CONNECTIONS PROJECT AS A SUM OF MANY PARTS

The Connections Project should not be consideredas a single path or project, but rather comprised ofmany projects ranging in scope and location. TheProject elements together:

• Unify parts of the town• Possess multiple personalities• Create pulse points or nodes for invest-

ment opportunity

As stated, the linkages formed by the ConnectionsProject elements are both literal and allegorical.The characteristics of the trail will change along itslength, influencing and being influenced byfeatures along the way. It is important that thetrail project be made up of a number of separatebut coordinated projects that are not mutuallydependent. The failure or delay of one projectcannot be permitted to inhibit others. At no timeshould the implementation of the ConnectionsProject ever become vulnerable to the failure ordelay of one of its parts.

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STRATEGY FOR EACH IDENTIFIED PROJECT ELEMENT

Develop a chart or checklist for each projectthat indicates:

• A description of what and where it is• The estimated cost• Responsible party or parties for implemen-

tation• Priority ranking (relative to other projects)• Funding sources (both possible and

secured)• Barriers to success• Timeline for completion

PUBLIC INVOLVEMENT

As various community partners take responsibilityfor distinct elements of the Connections Project,they should develop a range of opportunities forcitizen involvement. Opportunities could rangefrom a family-oriented Tillamook Bay clean-upoperation hosted by SOLV to a work party toconstruct a kayak launch to the Bay. Familiarlandmarks such as the Coast Guard MaritimeMemorial, Lumberman’s Park, or the Old Millsmokestack would serve as good rallying pointsfor such work parties. Other opportunities forcitizen involvement may include opportunities tocontribute to a sidewalk improvement designcharrette (perhaps hosted by the elementaryschool and involving students), write grantproposals, or advocate before public bodies andcommissions for funding of Connections Projectelements.

A SENSE OF URGENCY

As evidenced in the community workshop, citizenenthusiasm is high for the Connections Project!That energy should not be lost – the sooner thecommunity puts the plan into action, the morelikely it is to succeed in implementation. Partnersshould identify not less than 10 projects for 2006with sponsors and supporters. It is important thatthe City and Port not take on the lion’s share of theprojects. The city and property owners shouldcontinue to work closely in developing the OldMill site. Each community leader who believes inand loves Garibaldi needs to be a part of theConnections Project in order for it to be successful.

Community members should not overlydepend on the City for this to happen. Garibaldihas a limited tax base and a small staff. Commu-nity members should look to combine forceswherever possible. Establish joint ventures withorganizations and agencies such as the TillamookEstuaries Partnership, Oregon Department ofTransportation, SOLV, etc. The Garibaldi CityCouncil and Port should adopt this report in theform of a Resolution of Intent to give it officiallegitimacy. Then, each project requiring an actionby the City Council or Port Commission can beaddressed on a case-by-case basis.

A SENSE OF PRIDE

Involve the local and regional media as part-ners to boost civic pride and attract investment.Document and catalogue Garibaldi’s successes.The Connections Project will gain momentum aslocal partners build an array of success stories, andshare them through media attention and awebsite or brochure.

This Connections Project report shows thatthere are a great many opportunities that can berealized in the short term to benefit Garibaldi. It isup to the citizens of Garibaldi to weave the ele-ments of the past into a story for a thriving future.

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BICYCLE AND PEDESTRIAN GRANTS PROGRAM | OREGON

DEPARTMENT OF TRANSPORTATION

Competitive grants awarded once every two yearsfor on-street pedestrian and bicycle facilities,including sidewalks, curb extensions, andrestriping streets for bike lanes. Awards rangefrom $50,000-$500,000 and do not require localmatching funding, though a local matchstrengthens a proposal. A notification letter forthe next round of funding will be sent to all citiesand counties in April 2006.

Learn more:

• http://www.oregon.gov/ODOT/HWY/BIKEPED/grants.shtml

• Michael Ronkin, Bicycle and PedestrianProgram Manager, (503) 986-3555,[email protected]

DEPARTMENT OF LANDSCAPE ARCHITECTURE | UNIVERSITY OF

OREGON

On a case-by-case basis, student working onindependent projects and professors leadingdesign studios are sometimes interested inworking on “real world” projects in need of designassistance. In Tillamook County, the HoquartonSlough trail project benefited from such anarrangement.

Contact: Anita Van Asperdt, Landscape Architect,(541) 434-2458

LOCAL GOVERNMENT GRANTS | OREGON PARKS AND

RECREATION DEPARTMENT

Provides funding assistance for land acquisitionand development in support of public outdoorpark and recreation areas.

• Grants are awarded once every two years;the next grant application deadline is April14, 2006

• Grant awards are for up to $50,000 forsmall projects and up to $500,000 for largeprojects

• Grant awards are for up to 60% of totalproject costs for communities of less than5,000 people

Learn more:

• http://www.oregon.gov/OPRD/GRANTS/local.shtml

• Michele Scalise, Grants/Contracts Coordi-nator, (503) 986-0708,[email protected]

NATIONAL SCENIC BYWAYS PROGRAM | FEDERAL HIGHWAY

ADMINISTRATION AND OREGON DEPARTMENT OF TRANSPOR-TATION

A program for reimbursement of funds spent onprojects along designated scenic byways, such asHighway 101. This program may be helpful forefforts to connect Garibaldi with nearbycommunities via a trail in an expandedConnections Project. Funds for repayment aretypically available on a yearly basis, though theapplication process is technically demanding.

• Both a State & Federal application isrequired

• Signed endorsement from CaroleRichardson, Area 1 Manager is required

• Environmental Part III document will berequired for any construction projects, and

• Projects must have a 20 percent localmatch

Learn more:

• http://www.bywaysonline.org/grants/• Pat Moran, ODOT Scenic Byways Grant

Program Manager, at (503) 986-4261

CONNECTIONS PROJECT IMPLEMENTATION

RESOURCES

In addition to resources within the community,the City of Garibaldi, Economic DevelopmentCouncil of Tillamook County, Port of Garibaldi, andother partners may find the following resourcesinstrumental in successfully implementing theConnections Project:

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OREGON TRAILS 2005-2014: WATER TRAILS PLAN |OREGON PARKS AND RECREATION DEPARTMENT

The State of Oregon has recently adopted a WaterTrails plan (http://egov.oregon.gov/OPRD/PLANS/docs/trails/Water.pdf ). The plan makes clear thatwater trails will become beneficial for the State ofOregon as several communities are trying to findnew recreational opportunities to diversity theireconomic base. One of the goals of Oregon’sWater Trail plan is to make funding availableduring 2005-2014 for the implementation of watertrails.

OREGON TRANSPORTATION INFRASTRUCTURE BANK | OREGON


A revolving loan fund for innovative financing oftransportation projects.

Learn more:

• http://www.oregon.gov/ODOT/HWY/LGS/funding.shtml

RARE | RESOURCE ASSISTANCE FOR RURAL ENVIRONMENTS

A program to place graduate-level students inrural communities to assist with economic devel-opment and environmental protection efforts.Host organizations must provide $17,000 match inexchange for:

• A student who will provide communityservice full-time for 11 months (1,700hours);

• Support services from a team of sixplanning/policy analysts; and

• Regular community site visits andevaluation by RARE staff.

Community Pre-Applications due April 15, 2005.

Learn more at:

• http://darkwing.uoregon.edu/%7Erare/community/community_what/community_what.htm

RECREATION TRAIL GRANTS | OREGON PARKS AND

RECREATION DEPARTMENT

Program to fund recreational trails includingconstruction, maintenance or restoration of trails,development of trailhead facilities, or acquisitionof easements and fee simple titles to property.

• Grants are awarded once each year• Grant awards are for $5,000-$150,000 and

require a 20% match• Projects must be completed within two

years grant authorization

Learn more at:

• http://www.oregon.gov/OPRD/GRANTS/trails.shtml

• Michele Scalise, Grants/Contracts Coordi-nator, (503) 986-0708,[email protected]

RIVERS, TRAILS, AND CONSERVATION ASSISTANCE PROGRAM |NATIONAL PARK SERVICE

Technical assistance grant available to communitypartners to help them protect important naturalresources or enhance outdoor recreationopportunities.

• Preference is given to projects that provide“physical connections among resources”

• Assistance is for one year, but may berenewed for a second year

Learn more at:

• http://www.nps.gov/ncrc/programs/rtca/contactus/cu_apply.html

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SAFE ROUTES TO SCHOOL PROGRAM | OREGON DEPARTMENT

OF TRANSPORTATION AND BICYCLE TRANSPORTATION ALLIANCE

Recent federal and state legislation will enablegrants to fund projects to encourage students towalk and bicycle to school. Projects eligible forfunding include those within two miles of schools,such as:

• Sidewalk, street crossing or traffic calmingimprovements

• Bicycle facilities• Non-infrastructure projects such as

education campaigns and trafficenforcement

Approximately $3.7 million will be available in2006-2010 for the Oregon grant program, whichhas yet to be worked out by state administrativerule. Communities are required to create a “SafeRoutes to School Plan” to be eligible to receiveprojects for specific projects. The BicycleTransportation Alliance (BTA) also providestechnical assistance and advice to communities.

Learn more:

Oregon Department of Transportation:

• http://www.oregon.gov/ODOT/TS/saferoutes.shtml

• Julie Yip, Safe Routes to School ProgramManager, (503) 986-4196,[email protected]

Walk+Bike:

• http://www.walknbike.org/

Bicycle Transportation Alliance:

• http://www.bta4bikes.org/at_work/saferoutesadvice.php

• Robert Ping, Safe Routes to SchoolProgram Director, (866) 452-8300 or (503)226-0676 x18, [email protected]

SMALL SCALE CONSTRUCTION AND ACQUISITION GRANT

(306A) PROGRAM | OREGON COASTAL MANAGEMENT

PROGRAM

Competitive grant program to developwaterfronts, preserve or restore natural, scenic, orhistoric sites, and improve recreational access tocoastal waterfront areas.

• Projects can generally be completed intwelve to eighteen months

• Grants are up to $50,000 and require fullmatch from other source

• Cities and port districts (as well as countiesand state agencies) are eligible to apply

• Applications for project this year are dueFebruary 17, 2006

Learn more:

• http://www.oregon.gov/LCD/OCMP/Grant_Intro.shtml#Small_Scale_Construction_or_Acquisition_Grants__306A_

• Laren Woolley, North Coast FieldRepresentative, (541) 563-3745,[email protected]

SPECIAL CITY ALLOTMENT | OREGON DEPARTMENT OF

TRANSPORTATION

Cities with populations under 5,000 are eligible forgrants up to $50,000 (including $25,000 up front)from state gas tax revenues for local streetimprovements

Learn more:

• http://www.oregon.gov/ODOT/HWY/LGS/funding.shtml

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TRANSPORTATION ENHANCEMENT PROGRAM | OREGON


Program to enhance the environmental, aesthetic,or cultural value of transportation systems.Eligible projects include pedestrian and bicyclefacilities, streetscape improvements, pedestrianand bicycle safety education, acquisition of scenicor historic sites, or landscaping.

• Grants are awarded once every two years• Grant awards are a minimum of $200,000

and require10.27% local match

Learn more:

• http://www.oregon.gov/LCD/TGM/grants.shtml

• Patricia Fisher, Oregon TransportationEnhancement Program Manager, (503)986-3528, [email protected]

TRANSPORTATION & GROWTH MANAGEMENT PROGRAM |OREGON DEPARTMENT OF TRANSPORTATION

Program to award planning grants to expandtransportation choices for people. Eligibleprojects can includes new or updated plans formain street or downtown pedestrian-friendliness,bicycle and pedestrian improvements, transitaccess, or zoning code ordinance amendments tofacilitate compact development.

• Grants are awarded once every two years• Grant awards require 11% local match

(though exceptions are possible foreconomically distressed communities)

Contact: Cindy Lesmeister at (503) 986-4349,[email protected]

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Design Action Team Project Selection Criteria

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Development projects in town or rural settings are eligible for conceptual design support from the OregonCoastal Futures Project. Design Action Teams will partner with local sponsors on one project each on thenorth, mid-, and south coasts, respectively. Project nomination and preliminary application forms areavailable online or at the address below. A project selection committee will evaluate proposals and givepreference to projects that:

1) Strengthen Identity of PlaceThe project strengthens the identity of the place as a home for residents and a destination for visitors. Theproject strengthens the sense of place through quality design complementary to its surroundings.

2a) Contribute to Compact Form and Integrate with Quality Human-Scale Elements(for town projects only)

The project incorporates quality human-scale detail and contributes to the concentration of activities andsuccess of pedestrian-friendly districts, such as main street or downtown. The project makes efficient useof land, contributes to the life of the streetscape, and has good potential to spur other development.

2b) Contribute to Rural Character and/or Scenic Resource Preservation(for rural projects only)

The project contributes to the quality of rural life and the preservation of farm and forest lands or scenic andnatural areas.

3) Provide Transportation ChoicesThe project improves transportation choices, such as by improving a streetscape or other facilities forpedestrians, cyclists, or transit, improving street or trail network connectivity, or improving connectionsbetween housing, employment, and other services (parks, schools etc.).

4) Provide Housing Choices for People of all Income Levels and Life StagesThe project incorporates a range of integrated housing types and/or affordable housing that integrates wellinto the existing community. Quality designed housing projects that allow members of the community tocontinue to live locally throughout all life stages (i.e. entry level worker, student, young professional, head ofhousehold, retired, elderly) are encouraged.

To support or learn more about this project, please contact us:Design Action Team, 1000 Friends of Oregon, 534 SW Third Ave. #300, Portland, OR, 97204

www.coastalfutures.org | (503) 497-1000 | [email protected]———————--———————————————————————The Oregon Coastal Futures Project receives generous support from:

Meyer Memorial Trust • Rose E. Tucker Charitable Trust •Collins Foundation • Over the River and Through the Woods Fund of the Oregon Community Foundation • Goodman Foundation

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Design Action Team Project Selection Criteriapage two

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OREGONCOASTALFUTURESPROJECT

5) Design for SustainabilityThe project is compatible with community environmental concerns, promotes energy efficiency, and inte-grates well with surrounding ecosystems, and scenic and natural resources. The project makes use ofquality lasting materials that are environmentally sound, involves local labor and the re-use of existing sitesand buildings.

6) Represent a Model for Oregon Coastal CommunitiesThe project represents an innovative or cutting edge design and development approach combining two ormore of the above criteria. The project has potential to act as a catalyst for other quality design and devel-opment projects.

7) Are Replicable in Other Coastal CommunitiesThe project can be replicated in other communities and is likely to set a positive example for quality designand development on the Oregon coast.

8) Benefit from Design Action Teams ServicesThe project will substantially benefit from conceptual design services provided by the Design Action Teamand is likely to incorporate design recommendations into final project designs.

9) Have a Strong Likelihood of ImplementationThe project has a strong likelihood of implementation demonstrated by factors such as: key leadership arein place, demonstrated community and government support exists, funding is available or likely to beavailable, developers have indicated interest, and there is other investment potential in the immediate area.The project has matching funds or in-kind contributions available to support design work.

Some project examples (for illustrative purposes only—applications are not limited tothese specific projects) might include:

• An historic rehabilitation that incorporates best sustainable practices• Pedestrian-friendly streetscape plan• Design for preservation of a scenic area• Model rural homestead design• Mixed-use development that incorporates affordable housing• Cultural center that provides indoor and outdoor educational opportunities• Waterfront development that addresses environmental needs• Infill development project that is designed to revitalize the surrounding area• Town entrance/gateway, public plaza, promenade/trail, or other civic space• Transportation design to improve street connectivity or reduce conflicts between

Highway 101 and Main Street• Downtown façade design and improvement plan• A theater or civic center compatible with the local business district

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