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Consultant urges a stakeholder-driven strategic development plan to guide Boardman growth
Summary
A consultant presented a strategic redevelopment/master plan approach that prioritizes phasing, ownership, infrastructure and employer engagement. He urged the housing committee to use the plan as a tool to reduce site-by-site conflicts and to leverage city capital as catalytic investment.
Nathan (speaker 9), the consultant who joined the meeting, framed a strategic development master plan as a practical tool grounded in land ownership, infrastructure realities and market forces. He told the housing committee the plan should be "additive" to ongoing work and should help the city prioritize which parcels and development types to advance. "You are the housing committee for the city of Boardman," he said, urging members to provide guidance that staff and council can use to align investments.
Nathan recommended involving landowners, employers (who supply the future residents and have a stake in housing outcomes), the county and the school district so the plan reflects real-world constraints such as who owns a parcel and whether infrastructure exists. He described a bull's-eye approach: broad visioning at the outer layer, phasing and specific RFP/implementation steps as you zoom in. He also stressed that the plan should not pause current housing projects but instead be done in parallel to ensure projects have a shared framework.
Committee members asked how the master plan could be integrated with the city's existing buildable-lands inventory and other ongoing planning work; Nathan and Carla agreed the plan should be coordinated and could leverage existing city studies to shorten the timeline.
