Washington Neighborhood Visioning ConsultantTH6 CTCY OF
DUB ~ E
Masterpiece orz fihe Mississippi
MEMORANDUM
May 29, 2007
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Washington Neighborhood Visioning Consultant
A request for Proposals was issued to find a consultant to conduct a visioning process
for the Washington Neighborhood. Two responses were received, one from MSA
Professionals and one from CLUE Group.
A review committee consisting of Public Health Specialist Mary Rose Corrigan, Human
Rights Director Kelly Larson, Neighborhood Development Specialist Jerelyn O'Connor,
Planning Services Manager Laura Carstens and Housing and Community Development
Department Director David Harris interviewed the two consulting firms.
Housing and Community Development Director David Harris and the Review Committee
recommend City Council approval of the selection of MSA Professionals to conduct the
Washington Neighborhood visioning process in the amount of $10,292. This exceeds
the current budget by $5,292, however, there is a Fiscal Year 2008 budget of $25,000
to aid in developing a Washington Neighborhood Comprehensive Plan that will provide
this additional funding.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
Michael C. Van Milligen
MCVM/jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
David Harris, Housing and Community Development Department Director
THE CITY OF
DUB E MEMORANDUM
Masterpiece on the Mississippi
17 May 07
To: Micha n Milligen, City Manager
,: ,
From: David n'is, Housing and Community Development Department
Re: Washington Neighborhood Visioning Consultant
Introduction
The purpose of this memorandum is to request the City Council's approval of a
consultant to conduct a visioning process for the Washington Neighborhood.
Discussion
The Council approved a request for proposals for this project at its 19 February
meeting. The RFP was published and packets were sent to a number of local
individuals and agencies, including: ECIA, MSA Professionals, County Extension
and Dubuque Main Street. In addition, the proposal was sent to the Community
Land Use and Economics (CLUE) Group, the Northwest Area Foundation, the
Rocky Mountain Institute and the University of Iowa Institute of Public Affairs.
Responses were received only from MSA and the CLUE Group. This latter firm,
from Boston, is currently under contract with the Housing Department to assess
downtown housing redevelopment opportunities -part of our Downtown Plan
implementation process.
A review committee consisting of Mary Rose Corrigan, Kelly Larson, Jerelyn
O'Connor, Laura Carstens and David Harris interviewed the two consulting firms.
CLUE submitted two proposals, one including a single community planning
session; and another with an initial site visit and interviews, followed by a two-day
workshop. The costs are $5000 and $15 975, respectively.
The MSA proposal is a partnership between the Madison MSA office and County
Extension. The project team includes David Boyd, Senior Planner in the
Madison office; Bev Berna, Extension Families Specialist for Dubuque and
Maquoketa Counties; and Daryl Hansen, Extension Education Director for
Delaware County.
MSA-Extension proposed a series of four community planning sessions; and
included neighborhood walking tours and `assignments' for committee members
to familiarize themselves with the area. The cost for this proposal is $10 292
(including reimbursables.)
The review committee members felt that both firms were highly qualified and
capable of delivering a fine product. The unanimous recommendation is for the
MSA-Extension partnership, for reasons including the following:
Bev Berna has worked extensively in the Washington area, both through the
AmeriCorps Program and the Multicultural Family Center. Daryl Hansen
conducted a series of leadership training workshops with WNA board members a
year ago. Both individuals have a good working knowledge of the dynamics of
this neighborhood.
Asa `local' consultant (rather than from Boston), we felt that the essential
relationship that must be developed between the professionals and the
neighborhood participants -for the success of the visioning project -would more
easily be achieved. The principals will be accessible, facilitating contact and
communication. Their proposal contained more `grass roots'-type ideas for
interaction, such as the walking tours and providing disposable cameras to
participants as `homework assignments' to document neighborhood conditions.
In contrast, CLUE proposed an on-line survey questionnaire as a principle means
of data collection from residents.
Recommendation
The recommendation is to offer the consulting contract to MSA. However, the
cost is an issue. A budget was authorized based on a $5000 estimate. This
means that both the MSA and the more extensive CLUE proposal significantly
exceed our budget. Only the one-meeting CLUE proposal meets the $5000
(imitation. Approving this recommendation will require authorization of an
additional $5292.
cc:
Review committee members
PROPOSAL FOR
City of Dubuque
Washington Neighborhood
Visioning Facilitation
April 11, 2007
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April 11, 2007
David Harris, Director
Housing & Community Development Department,
1805 Central Avenue
Dubuque, Iowa 52001
Re: Request for Proposals
Washington Neighborhood Visioning Facilitation
Dear David:
For those of us who work in the community development realm every day brings new challenges. With
experience, we begin to understand that every neighborhood in every city is different. We learn that what
worked here may not work over there. We strive to understand the forces at work, to identify the levers
that will evoke positive community change, and we labor to locate the leadership and resources essential
to creating vibrant, enduring communities. We understand that we must simultaneously manage physical,
social, and economic variables in order to be successful in our efforts.
It is therefore my pleasure to present a proposal to conduct the Washington Neighborhood Visioning
process that reflects a unique, collaborative effort between staff from MSA Professional Services and the
Iowa State University Extension. Our team brings together professionals with expertise in managing the
physical, social, and economic elements of successful community development programs. In fact, City
officials, neighborhood leaders and many residents are already familiar with our collective skills and with
many of our efforts.
Our proposed scope of services and budget appear on the following pages. However, we recognize that
the nature of this project requires a flexible and nimble approach and, in fact, we embrace the idea of
working collaboratively and interactively with the City Staff and key community stakeholders to design a
program that will reflect the unique needs and character of the Washington Neighborhood area. We look
forward to discussing our capabilities and approach further.
If you have questions or desire additional information, please feel free to call me at 1-800-446-0679 (or
via a-mail at DBo~d(a~msa- s.com). We look forward to the meeting with you and to assisting with this
exciting project.
Sincerely,
MSA Profes ~ al Sergi
Davi oyd, FAICP
Cover logo courtesy of:
City of Dubuque
PROJECT UNDERSTANDING
' • • SERVICES
Dubuque is a community in possession of many assets -access to the Mississippi River, a
business district that is economically viable, a solid mix of historic and new architecture, solid
evidence of reinvestment in business and structures, and an engaged and active group of
"champions" who represent the Public, Private, and Civic sectors of the community.
Despite these assets, there are areas of Dubuque that face significant challenges. The
Washington Neighborhood is one of these areas. The neighborhood contains over 300 single-
family homes, nearly half of which were built before World War II. There are approximately
150 duplexes (an inordinate number when compared to the number ofsingle-family homes)
that have been carved out of the single-family structures. The average assessed valuation for
single-family homes less than half of the Citywide value for comparable homes. Income
levels represent some of the lowest in the City with nearly 70% of the households eaming less
than 80% of the median area income. As a result, homeownership levels are at a
disconcerting low of 30%. The area is rife with racial, cultural and ethnic diversity, with
Black, Hispanic, and a growing number of Pacific Islanders included among the residents.
There is some evidence of growing tensions between these groups.
There are also signs of renewal. There is a variety of community "assets" present in the
neighborhood: active churches, the multi-cultural center, schools and small businesses. The
Casket Company renovations are complete and its new residential units are leasing. There is a
new neighborhood association that is cultivating new grassroots leadership within the
community. The City and local financial institutions have focused their energies -and their
capital resources on the neighborhood. There are physical signs of reinvestment in housing
and small business present in the neighborhood.
In true Dubuque fashion, the City has been working diligently to revive this area as a historic,
walkable neighborhood that has a range of housing opportunities, tenure, and mix of incomes.
We applaud the efforts of the community's leaders who have worked to develop agrass-roots
approach to solving these challenges. These "homegrown" solutions are often superior to
grand visions concocted by some outside experts if for no other reason than the community
"owns" the answers, and are thus highly motivated to see these solutions brought to life. We
see our role as helping the community to articulate and implement the ideas that are already
percolating within the community.
At MSA we pride ourselves on our ability to craft new and creative approaches to complex
planning projects. We recognize that every client and every community are unique -and that
"cookie-cutter" approaches simply are not acceptable if our goal is to "help clients succeed".
We rely on the collective experience of our own staff, our clients and community stakeholders
to guide our efforts to create a "customized" approach to community planning projects. Our
team will plan with the Washington Neighborhood stakeholder, not for them.
Because of MSA's longstanding relationship with the City of Dubuque, and because of ISU's
current presence and profile as community-builders working within the neighborhood, we
have an intimate familiarity that will help to expedite the project while helping to keep
production costs to a minimum. .
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MSA
PROPOSED SCOPE OF SERVICES
In accordance with the Request for Proposals, we are proposing atwo-prong approach to this
project. We understand the cost limitations of the project and acknowledge that the primary
purpose of the project is to serve as a precursor to the development of a more detailed
Neighborhood Plan that is implementation-oriented. The objective of our work is to develop
- one or more "strategic vision scenarios" that represent the range of future possibilities.
TASK 1-Community Engagement
We plan to conduct a series of four meetings, each featuring a structured facilitation
approach:
/ Meeting 1: "Where We Stand" -The purpose of this meeting is to serve as
a project kick-off, and it will include appropriate "ice breaker" activities to
help the participants get to know each other and to idenfify some common
bonds within the community. We plan to use our Chrono-Wall and other
facilitative exercises. In addition, we anticipate that the City Staff will be
able to provide detailed information (presentations) regarding the
extensive mapping and demographic analyses they have conducted.
Participants will be provided with a "homework" assignrnent at the
- -.
conclusion of the meeting.
/ Meeting 2: "What We See" -The "homework" mentioned above will
provide the topic of discussion for this meeting. We utilize a Photo-
Visioning process whereby participants are provided with disposable
cameras and a log sheet that includes "assets" and "liabilities".
Participants are asked to collect images within the neighborhood (or
elsewhere) and return the cameras to MSA (postage-paid). These photos
and the logs then form the basis for a group discussion that results in a
"theming" exercise. Photo sites are logged on a map for further review
(clustering, etc.).
/ Meeting 3: "Making Life Better" -This meeting features a walking tour of
the neighborhood. Participants may be divided into smaller groups that
can be focused on topics (e.g., retail opportunities, multi-family housing,
recreational areas, etc.) and/or geographic sub-areas. A skilled facilitator
joins the group in a "walkabout" where participants are asked to generate
specific ideas based on their respective findings. The group re-assembles
for brief plenary presentation by each group.
/ Meeting 4: "Making Choices" -The fourth meeting is focused on
discussions about potential scenarios (developed between meetings by the
consultant team). Participants are asked to discuss the pro's and con's of
each scenario using a "deliberative choice" model. The fmal results are
presented as part of the final report.
While the budget does not include separate web hosting, we suggest that a project
web site be created (one can be provided as a project "add-on" if desired).
Materials prepared by the consultant team will be made available in an electronic
format if the City (or other agency) desires to host the web site.
TASK 2 -Report Preparation
The results of the workshops will be compiled into a concise report that
summarizes the recommendations of the planning process (i.e., community
engagement tasks). The report will be organized so as to include any graphic
products (photos, renderings, maps, etc) prepared as a result of the walkabouts and
visioning exercises. Recommendations, based on findings and discussions, will be
organized into avision-strategy-action format. The consultant will provide 20
copies of the final document and electronic formats (suitable for web site use).
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MSA
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PROJECT SCHEDULE
We anticipate that the project will take approximately four to six months to complete (i.e., it
may be desirable to extend the summer schedule due to possible vacation schedule
conflicts). We propose that the four Task 1 events occur on a monthly basis, commencing
immediately after the notice to proceed is issued. A suggested schedule is as follows:
May 9 -Meeting 1
June 14 -Meeting 2
July 12 -Meeting 3
August 9 -Meeting 4
September 6 -Report Presented to City
PROPOSED FEE
As per the RFP instructions, a detailing of the budget proposal by task, personnel, hours and
direct cost is provided as a separate attachment.
PROJECT TEAM
MSA Professional Services, Inc. will team staff from the Iowa State University Extension to
best serve the City of Dubuque for this project. MSA will act as the lead consultant, with
ISUE as their sub-consultant. All participants have indicated their ability to incorporate this
project into their current workload. Detailed resumes appear in the following section.
David S. Boyd, FAICP, will serve as the Project Manager for this effort. David has over
twenty years of experience in the community-planning arena with fourteen years of
experience as a lead facilitator/mediator and process designer. In recognition of his
contributions to the field of planning and citizen engagement, he has been inducted as a
member of the College of Fellows of the American Institute of Certified Planners, an honor
that has been bestowed on approximately 350 professional planners internationally.
MSA Professional Services, Inc -
David S. Boyd, FAICP -Project Manager/Lead Facilitator
Andrew D. Bremer, AICP -Project Planner/Facilitator
Heather Stouder -Project Planner/Facilitator
Jason Valerius, AICP -Urban Designer
Stephen Tremlett -Urban Designer
Iowa State University Extension:
Darrell Hanson -Project Advisor/Facilitator
Beverly Bema -Project Advisor/Facilitator
®MSA Professional Services, Inc. G:\p jec~\AfAHICETAIG (99)1Proposals 200TPLA*INERS\Dubuque, IA1Wulungton Visioning\Duhuqueyroposa12007-04-11.doc
PROJECT TEAM
DAVID S. BOYD, FAICP
POSITION
TEAM LEADER /SENIOR PLANNER
AREAS OF EXPERTISE
• Public Involvement
• Strategic Planning
• Economic Development
'• • SERVICES
EXPERIENCE
Mr. Boyd was hired as a Senior Planner at MSA in June of 2003. He has over twenty
years of community planning and public administration experience in public, non-profit,
and academic settings. His experiences include serving on a variety local planning &
zoning bodies, statewide committees, and as a municipal elected official. He has
published over a dozen planning-related articles and has made over fifty presentations at
national, state, and regional events. He has over fifteen years of experience as a
community facilitator and mediator. At MSA, David serves as a Senior Planner/Project
Manager responsible for conducting a variety of planning projects for public and private
sector clients.
Other pertinent experience include:
* Director of Citizen Engagement, FOCUS St. Louis, St. Louis, Missouri
* Director of Planning, Information & Environmental Services, East-West Gateway
Coordinating Council, St. Louis, Missouri
* Executive Director, Ithaca-Tompkins County Transportation Council, Ithaca, New York
* Planning Manager, Lafayette Areawide Planning Commission, Lafayette, Louisiana
* Transportation Planning Analyst, North Central Texas Council of Governments,
Arlington, Texas
SELECTED PROJECT EXPERIENCE
• Strategic Economic Planning Process, Boscobel, WI
• Strategic Leadership Workshop, Belleville, WI
• Neighborhood Revitalization Strategies, Beloit, WI
• Downtown Revitalization Strategy, Cross Plains, WI
• Long-Range Community Vision, Franklin, WI
• Wellston Community Support Association Strategic Plan, Wellston, MO
• Dutchtown South Neighborhood Association Strategic Plan, St. Louis, MO
• U.S. EPA Listening Tour, St. Louis, MO
EDUCATION
M.S., City and Regional Planning/Economic Development
University ofTexas-Arlington
B.A., Political Science
University of Wisconsin
B.A., American Urban History
University of Wisconsin
PROFESSIONAL AFFILIATION
American Institute of Certified Planners, US, #8075
College of Fellows, American Planning Institute of Certified Planners, May 2006
International Economic Development Council
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128 DELHI ROAD MANCHESTER IA 52057
PHONE 5G3-927-4201 (OFFICE) 5G3-927-5278 (HOME)
E-MAIL djhanson@iowatelecom.net (HOME)
DARRELL HANSON
EMPLOYMENT
1996 -Present Iowa State University Extension
County Extension Education Director
^ Manage office with four employees, $320,000 operating budget, and additional
$1,100,000 in agency funds
^ Work with County Extension Council to develop, coordinate, and market Iowa
State University's Extension program for Delaware Countt-
1995 Iowa Northland Regional Council of Governments, Waterloo IA
Senior Director of Transportation and Economic Development
^ Worked with local governments and organizations in six-county region to assist
economic development and transportation projects
^ Conducted research and statistical analysis on a wide variety of economic and
demographic subjects
^ Supervised I1~TRCOG transportation planning staff and pro~rided staff support
for a variety of intergovernmental councils and commissions
^ Managed internship program
^ Wrote applications for federal and state grants for economic development, road
construction, and airport improvements; administered grants received under
those programs
1979 -1994 Iowa House of Representatives Des Moines IA
State Kepresentative
^ Chair, Ways & Means Committee, 1993-94
Assistant House Minority Leader, 1990-92
• Ranking Minority Member, State Government Committee, 1989-90
• Ranking Minority Member, Economic Development Committee, 1985-88
1991-1994 University of Northern Iowa Cedar Falls IA
Adjunct Instructor (Political Science
1991-1993 Upper Iowa University Fayette IA
Adjunct Instructor (Economics 'American History)
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1976 -1977 Iowa Senate Des Moines IA
Research Analyst, Kepublican Caucus Staff
^ Researched legislation relating to taxation, school finance, land use legislation,
and natural resources appropriations; prepared written and oral issue summaries
for legislators
EDUCATION
1989 -1991 University of Northern Iowa Cedar Falls IA
M.A., Political Science; Additionalgraduate study in economics
1973 -1976 University of Iowa Iowa City IA
B.G.S.; Teaching Certificate (Secondary Social Studies)
^ Graduated "With High Distinction"
1972 -1973 University of Kansas Lawrence KS
1969 -1972 Central Community High School Elkader IA
^ Graduated With Honors
ORGANIZATIONS, COMMUNITY SERVICE, AND AWARDS
Environmental Protection Commission, Iowa Department of
Natural Resources, 2000-present
^ Commission Chair, 2004-2006; Vice-chair, 2003-04
^ Appointed by Governor Vilsack and confirmed unanimously by Iowa Senate;
currently serving third term as Conunissioner
^ Duties include approving DNR environmental policy and rules, deciding
appeals in contested cases on matters relating to DNR enforcement actions,
approving DNR budget request for environmental protection programs relating
to environmental protection, energy policy, geological resources, administrative
services, and the office of the DNR director, approving hazardous waste
disposal site licenses
Manchester City Council, 2003-present
Delaware County Economic Development Commission,
2004-present
^ Curxently serving as DCED treasurer
Chair, Manchester Enterprise Zone Commission, 2001-present
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Manchester Tax Increment Financing Committee, 2003-
present
Iowa Environmental Council Board of Directors, 1994-2004
^ Vice President, 1997 - 1998
Council Member, Northeast Iowa Synod Council, Evangelical
Lutheran Church In America, 1998 - 2002
Board of Directors, Manchester Area Chamber of Commerce,
1997-1999
Board of Adjustment, City of Manchester, 1996 - 2001
Congregation Council, First Lutheran Church of Manchester
^ Congregation President, 1998 -1999
^ Council Member, 1997 - 1999
Chair, Manchester Local Access Cable Television Committee,
1997 -present
Delaware County Friend of Agriculture Award, 2002
Manchester Distinguished Service Award, 2001
Professional Developers of Iowa Legislative Committee, 1995
1987 Recipient, European Community Visitors' Programme
Study Grant
^ Studied U.S.-European foreign trade issues and groundwater protection policy
in European Communit<> member nations
American Council of Young Political Leaders exchange
mission to Japan, 1994
^ Studied U.S. Japanese trade issues, and Japanese politics, economy, and culture
President, Lutheran Brotherhood I.V.Y. Fraternal Branch,
1984 -1988
Board of Directors, Children & Families of Iowa (formerly
Iowa Children's and Family Services), 1979 -1984
® MSA Professional Services, Inc. G:\projecaVvIARICETiNG (99)\Proposals 200TPI.ANNERS\pubuque, IA\Washingon Visioning\Dubuqueymposa12007-04-1 t.doc
BEVERLY BERNA
220 .TULIEN DUBUQUE DRIVE
DUBUQUE, IOWA 52003
Employment Extension Families Specialist
IOWA STATE UNIVERSITY AMES, IOWA
EXTENSION EDUCATION DIRECTOR
DUBUQUE COUNTY EXTENSION DUBUQUE, IOWA
EXTENSION HOME ECONOMIST & EXPANDED
FOOD AND NUTRITION SUPERVISOR
DUBUQUE 8L JACKSON COUNTY EXTENSION DUBUQUE & MAQUOKETA, IOWA
Education Masters in Education Administration & Counseling
Loras College Dubuque, Iowa
BACHELORS OF SCIENCE IN EDUCATION
Iowa State University Ames, Iowa
Professional Epsilon Sigma Phi
Affiliations Iowa State University Extension Association
National Extension Association of Family & Consumer Sciences
Recognition National Distinguished Extension Service Award - 1982
Iowa State University Extension Achievement Award -1984
Iowa State University Extension State Mid-Career Award -1988
Dubuque Community Leadership Institute Award -1990
Iowa State University Extension State Team Award -1992
Epsilon Sigma Phi Meritorious Service Award -1994
Iowa Governor's Volunteer Recognition -1998
Iowa State University Extension Meritorious Service Award - 2006
Family Husband -Jerry
Adult Children -Jason & l~Ticole Berna
Lisa & Justin Bergeson
Sarah Berna
Grandchild -James David Berna
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ANDREW D. BREMER, AICP
POSITION
PLANNER
AREAS OF EXPERTISE
• Comprehensive Planning
• Community Development
• Public Participation
EXPERIENCE
' • • SERVICES
Mr. Bremer joined the MSA planning team in May of 2006. He has over 5 years of
community planning and geographic information systems (GIS) project management
experience. His experience includes comprehensive planning, project management, GIS
database management, grant applications, and working with local officials and the public
to address community-planning issues. Prior to joining MSA, Andrew worked for the
Southwestern Wisconsin Regional Planning Commission assisting on comprehensive
planning projects in Green and Richland County. He also managed the GIS Department,
including GIS database management and the creation of maps and data for use in
planning projects. He gained experience in organizing and conducting public meetings
along with preparing, analyzing, and presenting data for planning projects and meetings.
SELECTED PROJECT EXPERIENCE
• Comprehensive Plans (21 jurisdictions), Green County, WI
• Comprehensive Plans (20 jurisdictions), Richland County, WI
• Comprehensive Economic Development Strategy Report (`O5, `06)
SWWRPC, WI
• Traffic Safety Analysis Richland County, WI
• Landfill Redevelopment, Wauwatosa, WI
• Metropolitan Milwaukee Association of Commerce -Entrepreneur
Improvement Study
• Milwaukee County Health Department -West Nile Prevention Report
• Milwaukee Metropolitan Sewer Department - Stormwater Management
Report
• Industrial Park Web Site Development, New Berlin, WI
• Recreational Trail Planning, WHER Nature Center, WI
• Community Garden Zoning Report & Amendment, Milwaukee, WI
• Survey & Market Analysis Instruction, UW-Milwaukee
• City Tree Inventory & Evaluation, Lake Geneva, WI
• Community Utilities Inventory & Evaluation, Lake Geneva, WI
EDUCATION
M.S., Urban Planning/GIS
University of Wisconsin-Milwaukee
B.S., Natural Resources
University of Wisconsin-Madison
Certificate in Public Participation, International Association of Public Participation
PROFESSIONAL AFFILIATION
American Institute of Certified Planners
American Planning Association, Wisconsin Chapter
International Association of Public Participation
Project Management Institute
®MSA Professional Services, Inc. G:\proj«a\MARICETING (99)\Proposals 200TPLANNFRS\Dubuque, IA1Wazbingtm Visioniog\Dubuqueyroposa( 2007-0a-1 l.doc
JASON J. VALERIUS, AICP
POSITION
PLANNER/URBAN DESIGNER
AREAS OF EXPERTISE
• Comprehensive Planning
• Urban Redevelopment
• Urban Design
' • • SERVICES
EXPERIENCE
Mr. Valerius joined the MSA planning team in January of 2005. He has over six years of
community planning and design experience in public, non-profit, and academic settings.
His experiences include serving on a local planning body, participation in a variety of
urban redevelopment design projects, and involvement with comprehensive planning
projects in Wisconsin and Illinois. Prior to joining MSA, Jason worked with the
Southwestern Wisconsin Regional Planning Commission contributing to comprehensive
plans in Green County and Richland County. He also served as a volunteer with the
Urban Open Space Foundation to identify opportunities for enhancing Madison's East
Rail Comdor. While working towazd masters' degrees in architecture and planning at the
University of Wisconsin-Milwaukee (2000-2004), Jason also worked as an independent
consultant, providing economic impact analysis, policy review, and urban design
expertise to a variety of clients.
SELECTED PROJECT EXPERIENCE
• Tourism-related Economic Impact Study, Adams County, WI
• Black Hawk Fields (Heffron Company, Inc.), Roxbury, WI
• Downtown Design Guidelines, Sauk City, WI
• Multi-Family Residential Design Guidelines, La Crosse, WI
• Downtown Revitalization Plan, Village of Cross Plains, WI
• Pedestrian Environment Analysis for Kinnickinnic Avenue, Bay View Business
Association, Milwaukee, WI
• Comprehensive Plan, Village of Waunakee, WI
• Comprehensive Plan, Village of Stockton, IL
• Comprehensive Plan, Village of Elizabeth, IL
• Comprehensive Plan, Village of Cross Plains, WI
• Richland County -Comprehensive Plans (21 jurisdictions), Richland County, WI
• Green County -Comprehensive Plans (22 jurisdictions), Green County, WI
EDUCATION
M.S., Architecture
University of Wisconsin-Milwaukee
M.S., Urban Planning
University of Wisconsin-Milwaukee
B.A., GovernmentlPsychology
Lawrence University-Appleton, Wisconsin
PROFESSIONAL AFFILIATION
American Institute of Certified Planners
American Planning Association
International Association for Public Participation
®MSA Professional Services, Inc. G:lprojects\MAIt[CETWG (99)\Proposals 200TPLANNERS\Dubuque, IA\Washington Visioning\Dubuqueyroposa12007f1411.doc
' • • SERVICES
STEPHEN M. TREMLETT
POSITION
ASSOCIATE PLANNER
AREAS OF EXPERTISE
• Comprehensive Planning
• Urban Redevelopment
• Urban Design
EXPERIENCE
Mr. Tremlett joined the MSA planning team in March of 2007. He has over 3 years of
planning experience in an academic setting. His experience includes urban
redevelopment and architectural building design using a variety of 2-D applications
(AutoCAD, Photoshop, etc.) and 3-D modeling techniques (computer-aided, perspective,
and physical modeling). Prior to joining MSA, Steve attended UW-Milwaukee's
Planning and Architecture joint degree program where he created redevelopment plans
for projects throughout the Milwaukee area. Steve's architectural design background
includes emphases in mixed-use buildings and green building design.
PROJECT EXPERIENCE
• Town of Merrimac, WI- Water's Edge Development (2007)
• City of Mequon, WI- 2030 Bike Plan (2007)
• City of Waupun, Towns of Chester, Alto &Waupun, WI- Smart
Growth Comprehensive Plans (2007)
• City of Milwaukee, WI- Granville Station/Brown Deer Road
Redevelopment (2007)*
• City of Milwaukee, WI- Menomonee Valley/Layton Boulevard West
Neighbors Pedestrian Linkage Project (2006)*
• City of Milwaukee, WI- V.A. Grounds Redevelopment (2006)*
• City of Milwaukee, WI-North & Fond du Lac Avenue Redevelopment
(2005)*
• City of Milwaukee, WI- Park East Redevelopment (2002)*
* Graduate-level academic planning project
EDUCATION
Master of Architecture
Master of Urban Planning
University of Wisconsin-Milwaukee
B.S., Architecture
University ofWisconsin-Milwaukee
PROFESSIONAL AFFILIATION
American Planning Association, Wisconsin Chapter
®MSA Professions] Services, Inc. G:\projxcv\MARKETQJG (99)\Proposals 200TPLANNERS\Dubuque, IA1Washing[on Visiaoing\Dubuque~roposa12007-Oa-I l.doc
'• • SERVICES
PROJECT EXPERIENCE
& REFERENCES
PROJECT
STRATEGIC LEADERSHIP WORKSHOP
BELLEVILLE, WISCONSIN
CHALLENGE
The Village of Belleville is a rural community located in fast-growing Dane County,
Wisconsin. The community is facing a number of critical choices regarding residential
growth, commercial development, downtown revitalization, and community facilities and
infrastructure. In addition, the community has recently experienced a significant change in
political leadership and can expect to face further changes due to the future retirement of
highly skilled key staff. Like all communities, Belleville must find ways to address these
challenges while facing the reality of limited resources -both fiscal and human. All of these
issues have the potential to adversely affect the high quality of life that helps make Belleville
a highly desirable community. To their credit, the Village President and Board members
recognized that now is the time to develop a strategic vision for the future of the community if
they are to marshal their resources and steer the community in the right direction. As such,
they asked MSA to conduct a Strategic Leadership Workshop and to offer third-party
observations and make recommendations that will lead to strategic vision and blueprint for the
future.
SOLUTION
MSA developed and implemented a daylong Strategic Leadership Workshop that was
attended by thirty community leaders representing the Village Board, it's staff, boards and
commissions, as well as local civic groups and businesses. In addition, newly elected officials
participated, helping to smooth the transfer of power, and representatives from neighboring
townships were invited to help further the interests of intergovernmental cooperation.. The
workshop focused on helping participants to improve their interpersonal communication
skills, while establishing a common framework of understanding about the past, present, and
future of the community. The workshop culminated in the generation of a list of strategic
issues and general priorities. This information was utilized by MSA to draft a "management
memorandum." The memorandum recapped the workshop, identified key planning areas and
issues, developed a strategic action plan, and provided a list of the "Top Ten Things the
Village of Belleville Needs to Do". This insightful list, in conjunction with the strategic
action plan, is intended to help the Village to decide on which actions should be done first. In
the end, the benefits of the Strategic Leadership Workshop includes not only the strategic
planning elements, but also the improved communication and emphasis on community-wide
collaboration as a means of maintaining and enhancing the overall quality of life in the
Village.
Contact: Paul Ziehli, Village
President
Village of Belleville
Phone: 608-424-3423
Project Manager:
David S. Boyd, FAICP
®MSA Professional Services, Inc. G:\projects\MARKETAIG (99)\ProposaLs 2007\PLANNENS\Dubuque, IA\Washingron Visioning\Dubuqueyroposa12o07-0a-I l.dac
'• • SERVICES
PROJECT
CRESTON IL -DOWNTOWN DESIGN VISION
CRESTON, IL
CHALLENGE
The Creston Merchant's Association was concerned with the condition and appearance of
their downtown district. Their wide streets and narrow sidewalks do not handle stormwater
safely and provide few amenities for pedestrians. The Merchants Association wanted to
create a vision for the future of the downtown so that it could better accommodate existing
traffic and provides a more enjoyable experience for pedestrians who visit local shops.
SOLUTION
MSA conducted a 4-hour planning charrette with the Merchant's Association and a local
economic development specialist. Through a walking tour and an image preference survey,
the MSA team was able to determine the true wants, needs, and concerns of the local
stakeholders. During the charrette, these goals were then translated into an achievable vision
for the downtown district. The final design integrated plan and section renderings of their
vision, and included wider sidewalks, bump-outs, street trees, new lamps, sidewalk cafes,
benches, and planting areas. The Downtown Design Vision report described the planning
process and provided cost estimates and funding options to help the client and Village leaders
chart a course for implementing the vision.
Main Street today
Client:
Village of Creston
Contact: Eric DaCosta
Phone: 815-384-3960
Project Manager:
David S. Boyd, FAICP
® M$A Professional $eN1ces, Inc. G:\projec6VdARKETWG (99)lproposals 200TPLANNERS~Dubuque, IA\Washing[on VisioninglDubuque~roposal 2007Aa1 l.doc
Walking tour of Creston
MSA
PROJECT
LONG-RANGE VISIONING PROCESS
FRANKLIN, WISCONSIN
CHALLENGE
The City of Franklin is approaching a critical crossroads in the community's development life
cycle. In geographic terms, Franklin is the second largest city in Milwaukee County (just
after the City of Milwaukee). It is one of the few cities in the greater Milwaukee region that
has the physical area available to accommodate significant future growth of both commercial
and residential areas. Like all growing areas, there are pressures and strains on the City to
provide basic and enhanced services while working to maintain control over taxes. To their
credit, the Mayor and City Council recognized that now is the time to develop a strategic
vision for the future of the community if they are to marshal their resources and begin to steer
the City in the right direction. As such, they asked MSA to study the community and to work
with the City's lead elected leaders and senior staff to develop a strategic vision and blueprint
for the future.
SOLUTION
MSA has developed and utilized the Integrated Consensus Process (ICP) as a model for
helping groups to improve communication and to focus on solving key strategic issues. This
seemingly simple approach has proven to be extremely powerful in its ability to quickly and
efficiently assess the assets and liabilities that a community can build on - or must work to
overcome.
The ICP model combines the use of a personal interview process with a short workshop
experience. Through the confidential interview process, we are able to "drill down" to reveal
personal positions and interests, to identify key barriers to effective collaboration, and to
discover strengths and hidden interests. The results of the interview process are used to create
a management memorandum that identifies (without personal attribution) the key issues to be
addressed in a group setting. The group workshop (usually a half or three-quarter day) is then
held in a comfortable environment utilizing a structured facilitation technique. The results of
the workshop are used as inputs to the vision statements that are drafted by the consultant for
the city's use. At the same time, the workshop experience helps participants to improve
interpersonal communication skills and enhances the capacity to undertake collaborative
endeavors.
The Integrated Consensus Process and underlying philosophical approach to this project are
designed to provide amulti-faceted methodology that will support the City in the
development of a Vision Statement that meets the City's high standards and addresses the full
range of issues.
._ _ __ ___
Contact:
Gary Petre, Director of
Administration
Jefferson County, WI
Phone: 920-674-7101
Project Manager:
David S. Boyd, FAICP
®MSA P[ofeSSional Services, Inc. G:\pr jec[s\MARKETAIG (99)1Proposals 20071PLANNERS\Dubuque, ]A\Wazhington Visiavug\Dubuqueyroposal 2007-0F1l.doc
'• • SER V)CES
PROJECT
CITY MARKET ASSESSMENT and HOUSING MARKET ASSESSMENT
MARSHFIELD, WI
CHALLENGE:
The City of Marshfield is facing several issues with regard to residential development. The
demographic character of their population is changing, their economy is thriving, and they are
experiencing the "leakage" of housing development to areas adjacent to, but outside of the
City. The City of Marshfield and the Marshfield Area Chamber of Commerce and Industry
recognized there are forces at work that will affect the long-term vitality of the community.
As such, they asked MSA to study the community and offer strategic investment and
development recommendations.
SOLUTION:
MSA developed an "enhanced market assessment" methodology that examined the
community from demographic, socioeconomic, physical, and economic perspectives. A
traditional market analysis tool was adapted to look at all age and economic cohorts across a
wide spectrum of housing types in order to project short-, intermediate-, and long-term
demand and supply figures. This information was supplemented by the use of a proactive
public involvement strategy that utilized town hall meetings and an in-depth community
leader interview process to help characterize existing and future conditions. An analysis of
local property tax records was conducted in order to develop quantitative descriptions of
residential property by classified by sub-type. The MSA planners then worked to identify
potential development/re-development areas of the City based on the availability of residential
land and public services (i.e., sewer and water). In conclusion, MSA made recommendations
to the City that are useful in making capital programming decisions.
This project included the compilation and production of a variety of maps depicting such
items as age of residential structure, number of commercial (rental) units by structure,
property value per square foot of living area, single-family residential structures by number of
stories, and more through the use of ArcInfo/ArcView GIS, aerial photography interpretation,
and raster scanning of various data sets. MSA utilized the City's CAD base parcels in the
creation of this project in conjunction with property description files created by MSA to
create these unique "snapshots" of the community's residential fabric.
As a result of the report, the City decided to sell
excess public property tied to the goal of developing
reasonably priced workforce housing. Pictured, from
left to right, are Anto Doneff, Property manager,
Doneff Companies; Alice Franz, Realtor; Nice
Doneff, President, Doneff builders; and Michael
Meyers, Mayor.
Client: City of
Marshfield, Wisconsin
Client Contact: Amber
Miller, Director of
Planning & Economic
Development
Client Phone: 715-486-
9139
Project Manager:
David S. Boyd, FAICP
®MSA Professional Services, Inc. G:\projxnlMgRKETPIG (99)\Proposals 2007\PLANNERS\Dubuquq IA\Washingroa Visioning\Dubuque~mposal2007-04-1I.doc
"• • SERVICES
PROJECT
GREAT RIVERS GREENWAY DISTRICT MASTERPLAN
-CITIZEN ENGAGEMENT STRATEGY
ST. LOUIS, MISSOURI
*Individual experience by David S. Boyd, AICP
CHALLENGE
The Great Rivers Greenway, formerly known as the Metropolitan Park and Recreation
District, was established in November 2000 by the successful passage of the Clean Water,
Safe Parks and Community Trails Initiative ("Proposition C") in St. Louis City, St. Louis
County and St. Charles County, Missouri. Great Rivers Greenway is funded by a 1/10th of 1-
cent sales tax generating approximately $16 million
per year. Covering an area of 1,216 square miles
(roughly the size of Rhode Island), one of the first
challenges facing the organization was to develop a
comprehensive plan to guide the long-term capital
investments. Such a plan needed to incorporate an
enhanced citizen engagement strategy in order to
assure widespread community support for the final
plan.
SOLUTION
The Citizen Advisory Committee (CAC), which includes 40 members, was created to ensure
that citizens of the St. Louis region were heard and their ideas were incorporated as one of the
nation's largest park and recreation districts is developed. The CAC served in an advisory
role with responsibilities that included:
• Hosting a series of public sessions in local communities across the St. Louis region,
working with experienced facilitators to help shape the projects that will comprise
the fmal plan.
• Facilitate ongoing, two-way communication between citizens in local communities
and the Great Rivers Greenway.
• Provide feedback on Great Rivers Greenway's large-scale projects to ensure they
meet both regional objectives and local community desires.
• Track local community feedback with MPRD and provide citizens with updates
regarding how their input and ideas are being put to use.
To accomplish this, the consultant team advised the Great Rivers Greenway staff on the
overall design and implementation of the CAC process; facilitated and recorded meetings of
the CAC and approximately 40 public sessions; and worked with the planning team to assure
that information collected through the citizen engagement process was accurately translated
into planning documents.
Contact: Todd Antoine,
Senior Planner
Great Rivers Greenway
(formerly the
Metropolitan Park &
Recreation District)
Phone: 314-436-7009
__~
®MSA Professional Services, Inc. G:\projects\MARICE7WG (99)\Proposals 200TP(,ANNER51Dubuquc, IA1Washingson Visioning\Dubuqueyroposai 2007-04-I l.doc
City of Dubuque
Washington Neighborhood Visioning
MSA Professional Services
Total Hours
Total Cost
Date: 11-A r-07
Senior<PlanneFlPM 1=xtension Faculty Pfaririer 1 Planner 2 -: , Adman
~1~l4,OQ $50.00 $74,00 =$58.00 : $35.00
Phase
No Description Task
No.
Estimated Hours
Estimated Hours
Estimated Hours
Estimated Hours
Estimated Hours
.
001 WORK TASK 1: COMMUNITY ENGAGEMENT 94 $6,796.00
Meeting 1 101 8 9 17 $1,282.00
Meetin 2 102 8 9 17 $1,282.00
Meetin 3 103 B 9 10 1D 37 $2,602.00
Meeting 4 104 8 9 17 $1,282.00
Pro'ect Management 105 2 4 6 $348.OD
002 WORK TASK 2: REPORT PREPARATION 28 $2,318.00
Report Writin 201 8 4 8 20 $1,624.00
Presentation 202 5 5 $520.00
Pro'ect Mana ement 203 1 2 3 $174.00
178.00
$1
007 REIMBURSABLES ,
Total 48 40 18 10 6 122 $90,292.00