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HomeMy WebLinkAbout15- HDR Bozeman Strategic Plan 2015 FinalStatement of Proposals Strategic Plan 2015 City of Bozeman, MT December2015 STEVEN AMES PLANNING hdrinc.com1001 SW 5th Avenue, Suite 1800; Portland OR 97204T 503.423.3700 F 503.423.3737 E David.Moyano@hdrinc.com City of Bozeman121 RouseBozeman, MT 59771 December 1, 2015Re: Strategic Plan 2015 Dear Mr. Kukulski:Thank you for the opportunity to submit this proposal to help develop a Vision and Action Plan for the City of Bozeman. This letter is our formal statement of desire to make an off er to the City. Visioning is this team’s specialty – an area of planning with which we have an extensive history of successful, award-winning projects, including the experience on more than 70 community visioning eff orts. We are excited about guiding the city’s next dialogue about its future and delivering a new vision and strategic action plan for the Bozeman community.To best serve the City, HDR provides: •Direct knowledge of Bozeman’s vision needs. Our team includes visioning expert Steven Ames, who authored the American Planning Associations A Guide to Community Visioning. •A tailored approach to engage Bozeman residents. Our process provides fl exibility to build partnerships and involve the entire community, including hard-to-reach populations. •An integrated team with depth of resources. Our team includes nationally recognized specialists with engagement, vision development, branding, and community measurement metrics in communities throughout the west. HDR also provides a full suite of in-house community engagement, transportation, environmental resources, and asset management services to help extend the team’s capabilities. •Local partners and local offi ces. We are pleased to have The Nest Collective on our team along with their years of experience designing community education and information programs with high visual recognition throughout Bozeman.Our proposed staff is committed to your success and meeting your timeline. Dave Moyano, PE,SE is authorized to negotiate and sign a contract that may result from this proposal. If you have questions or require further information, please contact Doug Zenn directly at 503-423-3889 and/or at Doug.Zenn@hdrinc.com. Sincerely,HDR ENGINEERING, INC.Vice President, Oregon Area ManagerProject Manager Strategic Plan 2015 | City of Bozeman Much of the HDR team’s approach is built on A Guide to Community Visioning authored by team-member Steven Ames. This is an award-winning approach to visioning that has been used successfully by communities across North America and overseas to develop visions for future and strategic action plans designed to achieve them. Our approach will use the guide as our framework with modifications tailored specifically to meet the needs, resources and desired outcomes for Bozeman. Our process to produce the BozemanMT Strategic Plan 2035 vision has three basic phases. The first—Foundation Building— establishes a solid base for our ongoing community conversations. It includes assessments of community resources and development of a Community Profile and Trends Report. This report will include both key community information, as well as data on emerging trends and issues that may have an impact on Bozeman. Additionally, it includes a review of existing City plans. This phase establishes focus areas upon which we build the vision, ensuring a comprehensive wide-reaching outlook. From our first phase findings, we will refine our outreach approach to ensure the most robust community involvement during the second phase— Vision Development. We use community workshops and other community activities to build our draft vision. Once drafted, we will vet this vision with community members through presentations, outreach activities and polling. Our third phase establishes the Strategic Action Plan to implement the Vision. This action plan includes involvement of community partners in establishing the path forward including timelines, lead and supporting partner assignments and prioritization. During this phase, we will provide options for evaluation metrics to align with the vision and strategy Each phase overlaps in an iterative process that allows community members to have authentic input at all points of the process. All phases will culminate in the delivery of a roadmap to the future for Bozeman in 2035 that was developed not only by our team, but by Bozeman community leaders and Vision Volunteers Executive Summary THE NEW OREGON MODEL Source: Steven Ames Planning 01 Strategic Plan 2015 | City of Bozeman Introduction and Understanding It’s summer 2016 and you’re attending an event such as the Sweet Pea Festival, Bite of Bozeman or the Art Walk. The community is enjoying the festivities and the excitement is palpable as people discuss the 2035 Community Vision they’ve worked hard to develop. It’s clear, the community has embraced a shared path forward for Bozeman’s future. We’ve followed council deliberations on the need for a whole-community vision and spoken with staff about the advantages of a well-developed vision and strategic planning program. Not only does Bozeman have an active, educated community that cares deeply about its future, it also has community leaders ready to champion this discussion. With HDR team members who have participated in more than 70 vison processes, we believe we can help catapult Bozeman clearly into the future. Through our significant involvement helping communities to develop strategic action plans, we have identified that commitment and leadership are two key components to a successful visioning process. The other key component is a solid structure for how to have this conversation in a productive manner that provides momentum for implementation. That’s where we come in. While each community vision is unique (mirroring the communities with which we work), we have a proven framework that includes vision projects with communities accompanied by robust public engagement using state-of-the-art technologies alongside tried and true engagement techniques. From our experience, we know it’s challenging to get all the interests and issues of a community to work in harmony. The links that connect all of these together, both now and in the future, are what the BozemanMT 2035 plan is all about. Education links to Economic Development, Recreation and Health link to Tourism, Bozeman Arts and Culture link to Historic Preservation and so on. Why HDR? •We understanding community. We use innovative, engagement tools such as combinations of online surveys, community walks, and photo contests. We combine high tech (polling, social media and visualization) with high touch (high quality, face-to-face interactions) to best meet multiple stakeholders and participation needs. This brings more voices into the project. •We expand the resources and reach of this project. Utilize proven capabilities to guide, teach, or mentor Vision Volunteers. •We provide worldwide Vision leadership to handle the unique needs of Bozeman. Steven Ames wrote the American Planning Association’s A Guide to Community Visioning - a citizen’s handbook on community-developed visions. This unique background will allow for needed adaptability during the engagement process. The collaboration in the vision development ensures the vision is implementable and unique to Bozeman. 02 Strategic Plan 2015 | City of Bozeman With a strong community vision in which Bozeman’s community partners understand and pursue opportunities to work together, the whole becomes much stronger than the sum of its parts. With a number of new comprehensive planning components coming in the near future, the timing is ripe for a vision that provides the context under which decisions can be made. Keeping the big picture in mind will allow Bozeman to grow proactively into a preferred future scenario. While the HDR team’s visioning efforts follow a proven framework, the Bozeman vision we guide is as unique as the community itself. We take different starting points, varying resources, and the unique aspects of each community into consideration. Our strategies for Bozeman recognize the commitment of the City for strong, long-term relationships with a full range of community interests. Single outreach techniques rarely meet the needs of an entire city. Our strategies aim to align community interests with opportunities for engagement. Our group and individual conversations at project outset serve as assessments and help us align our engagement techniques with the unique needs of the community. We understand the challenges of having wide-scale community conversations that include voices that are not usually involved with civic affairs. And we know how to leverage and stretch outreach budgets so that resources are utilized in the most efficient manner, ensuring community members are talking with each other about civic issues. Our vision process not only activates existing networks, it helps to build and strengthen new ones. By recruiting and activating a core group of Vision Volunteers as part of this process, we can build awareness throughout the community. Plus, we know this is more effective in getting community members engaged through mobilization at community events. It allows more people to be involved more often, which--even with entry level activities--can spark further interest in civic affairs. As a collaborative effort with the City and community partners, we realize that the City, Council, and volunteers will bring additional resources to this endeavor. As part of this process our team will equip and empower community members who are engaged in the process and have the passion to carry the City’s vision forward. They will become our Bozeman Vision Volunteers. We understand that the BozemanMT 2035 Plan must align with other community priorities Our team brings experience in working with many city infrastructure challenges. We are well aware of Bozeman’s future challenges in updating infrastructure, particularly transportation and water, and the potential costs to the community. We are also aware of the concerns around growth and the affordability and livability challenges that come with it. Our vision incorporates major themes, or “focus areas,” that are tied directly to community values, articulated in our first round of involvement and refined throughout the process. These focus areas will undoubtedly include transportation, education, growth, historic preservation, economic development, and governance components among others. Our process, beginning with the cornerstone of foundation building, is where our experience working collaboratively with community leaders will provide a pivotal start. By listening to the City Manager, City Council, and other civic leaders we will be able to identify, at a granular level, the interests of the City and help to clearly define the next phase - Vision Development. Throughout the Vision Development phase, our engagement and interaction with community members will allow us to clearly articulate the community’s preferred future destination its vision while concurrently learning from the community and further identifying their ideas to help achieve the vision. This process of Simpson Avenue Ice Pavilion. A Bend 2030 vision accelerator project to promote recreation and tourism. 03 Strategic Plan 2015 | City of Bozeman identifying, learning, understanding, and ultimately uniting the ideas will help us to move the discussion forward to the Strategic Action Plan Development phase. From this point our team, in continued collaboration with City leaders, will incorporate everything we have learned into a plan for Bozeman that community organizations can use as a navigation tool for the future. In addition to having a well-rounded and experienced core team to guide these phases, HDR provides expert resources in all process and functional areas. Often we are part of teams providing infrastructure systems plans as part of comprehensive planning. The conversation around transportation, economic development, and long-term financial plans offer great opportunities to discuss other vision components while we have the community engaged. It’s an opportunity we shouldn’t miss. Community members don’t always distinguish between programs. To some, it is simply “the City.” So why not have our community conversations serve more than one project for greater efficiency? This brings the community together, provides context for complex decisions, builds confidence, and saves time. Our Team’s Guiding Principles for a Highly Successful Vision Outreach Process •Provide engagement opportunities for all who care to be involved. •Provide multiple opportunities for engagement and entry into the conversation at all times during the project. This includes establishing visual “way finding” for our process that provides a quick reference about where we’ve been, where we are and where we are going. •Provide different levels of engagement opportunities that can align with participants’ abilities to be involved. This includes a range of opportunities from ongoing and intensive engagement to less-intensive, entry level opportunities. •Seek all opportunities to activate community networks or build them, if needed. •Ensure a shared understanding of community context for decision-making. •Recognize often the value of contributions from community members. There’s no reason participation can’t be engaging, even fun! 04 Strategic Plan 2015 | City of Bozeman January 1, 2016 May February March June July 31, 2016 April WS1 - Community Vision Workshops WS2 - Action Workshops WS3 - Strategic Planning Partner Workshops Detailed Approach The Bozeman Strategic Plan project has three main Phases: • Phase One - Foundation Building • Phase Two - Vision Development and Refinement • Phase Three - Action Plan Development The chart (to the right) aligns the City’s requested work elements with our timeline and milestones. The scope element icon colors (shown here) are also identified in each of the subtask lists for each phase. Phase One - Foundation Building. The foundation tasks will help the team and the Task Force develop a further understanding about the current initiatives in the City, community values and community interests. We expect to start with interviews of key City decision makers and hold two small-group discussions with other community leaders. From this information we will complete our Communications and Outreach plans that lay out specific events and activities for the vision process. Also, based on above content input, and additional research, we will prepare a series of factual community “snapshots” on major trends and issues, organized around the emerging vision’s key “focus areas.” Phase 1 - Foundation Activities Task Force Coordination Ongoing Phase 2 - Vision Development, Vetting, and Refinement Phase 3 - Vision and Action Plan Adoption Phase 2 Phase 3 Ongoing Workshops (WS) Phase 1 WS1 WS2 WS3 Final Deliverable - Community Vision and Strategic Action Plan July Proposed Work Plan Phase One Subtasks 1. Vision Volunteer Group Formation and Meetings (2) 2. Communications and Outreach Plans 3. Interviews (12) 4. Focus Group Discussions and Summary(2) 5. Community Profile Report Research and Development 6. Community Presentations 7. Branding and Graphics template development 8. Ongoing task management, communications and administration Deliverables •Communications and Outreach Plans •Community Conversations Summary •Major Issues and Trends “Snapshots” •Identification of New Focus Area 05 A Community Visioning Primer •Visioning - A process through which any community can envision the future it wants, plan how to achieve it, and begin to make it happen. Through visioning, a community works to answer the following questions: Where are we now?, Where are we going?, Where do we want to be?, How do we get there?, and ultimately, Are we getting there? (Ames: Oregon Model.) •Vision - An overall image of what a community wants to be and how it would like to look at a designated point in the future. A vision statement can include both ideas and images. •Vision Time frame - A target year for the vision. For the Bozeman Strategic Plan it is 2035. (Note: much of the vision may be achieved long before the target year is reached.) •Vision Focus Areas - The central themes around which a community’s vision and action plan is organized. The final vision and plan will address all of these themes. •Core Values - A community’s most deeply held shared ideals and beliefs against which its vision is measured. Community values become the guiding principles and the foundation for a community’s vision and action plan. Core community values will be identified early in the Bozeman project and tested with the community. •Action Plan - How a community intends to achieve its vision, step- by-step, over time. If the vision is the destination, the action plan is the road-map. •Easy Wins – Doable projects in a community’s action plan that can be completed in less than one year. •Vision Accelerators – Major vision initiatives that require time and potentially cross-sector collaboration to achieve. •Progress Measures - A system of indicators and accompanying metrics designed to monitor and assess community progress over time. Strategic Plan 2015 | City of Bozeman This phase, while the least visible to the community as a whole, sets the stage for the entire vision process. During this phase, we will recruit members for our Vision Volunteer Group, which will serve multiple functions during the process. This group includes community members who wish to be more active in this project. We would expect small teams from within this group to assist with vision drafting, in-person polling, social media inputs, small group presentations, event activities, and other vision awareness and vision vetting activities. This phase will last six weeks. Phase Two will overlap Phase One and begin before this task is entirely complete. Phase Two - Vision Development and Refinement. The events and activities of Phase two will focus on three questions: 1. What’s working well in Bozeman?2. What can be improved?3. What what’s our preferred destination? Our outreach activities will include workshops on each of the identified (task one) focus areas, group presentations and online polling. We will also work with project volunteers to expand the outreach through social media and presence at other community events. The focal points of the outreach program will be workshops and complementary online activities. In Phase Two, in collaboration with a volunteer drafting committee, the project team will draft the new community vision for each of the focus areas along with an “umbrella” vision for the community. We will also start discussions and collect input on actions that will move the community towards its vision. At Phase Two Tasks 1. Vision Drafting Committee 2. Vision Volunteer Group Meetings (2) 3. Online Polling 4. Outreach and Community Activities including Focus Area Workshops and Vision Summit 5. Metrics development (discussion draft) 6. Ongoing task management, communications and administration Deliverables •Draft Core Values and Vision •Focus Area Vision Statements •Polling Report •Progress Indicator Metrics Option Recommendations •Focus Area Workshops and Community Vision Activities Report •Draft Actions for Community Consideration 06 Strategic Plan 2015 | City of Bozeman the same time, our team partners at Portland State University will begin identifying alternatives for metrics to measure action plan progress. We have two Vision Volunteer Group meetings in this phase. By this point in our project, we expect that we will have several small teams from the community contributing to many aspects of the project and its outreach. Phase Two overlaps the tail end of Phase One and runs for five months. Phase Three - Action Planning In this task, the project team will work with a sub group of the Vision Volunteer Group to formally identify likely community partners for the action plan implementation. This process starts on day one of the project, but is formalized during this phase. The partners will likely include local civic, health care. service organizations, the school district, advocacy groups, and county agencies. We expect others to be identified throughout the process as well. Working with these groups, we will align actions to lead partners and supporting partners, and develop achievable timelines for actions they choose to take on. The final action plan will get one more vetting by the community before the City Council adopts it and initiates formal implementation. We have two more important Advisory Committee meetings scheduled for this phase along with the Lead and Supporting Partners Summit. This final Phase will have a rolling start overlapping the end of Task Two and extends four months. Including performance metrics as part of the Vision and Action Plan Development While we understand the Council has suggested NOT including performance metrics as part of this project, we would suggest putting the foundation in place so the final action plan is evaluation ready. Including metrics in the community vision strengthens the engagement process by providing a framework for collaboration, a tool for assessing the effectiveness of strategies outlines in the action plan, and a system for holding each other accountable for the future of the community and adapting the action plan as needed. As Vision processes have evolved, our experience shows that developing metrics is an engagement process that sharpens the community’s focus on its objectives. Metrics are important for measuring progress towards commonly held goals. But more than that, the process of choosing indicators will assist by providing a framework for collaboration that will help community members prioritize what is important. Developing at least the framework for evaluation as part of the Vision/Action Planning process will assist us in ensuring that the Progress Measurement tools are squarely aimed at the outcomes and values embedded in the community’s vision. We’ve incorporated into our work plan the inclusion of a performance metrics framework, so that the eventual performance measurements will align with the plan rather than be and awkward retrofit afterwards. Sample Indicator Criteria 1. Each indicator should a. Gauge progress toward a desired regional result or outcome b. Be understandable and transparent to most people c. Drive multiple results d. Generate synergy across indicator categories 2. Data for each indicator should be a. Affordable to gather b. Produced by a trusted source c. Available consistently over time to produce a trend 3. The number of indicators for each vision category should be few for the sake of clarity and simplicity, but allow secondary indicators to honor the breadth and complexity of issues. Phase Three Tasks 1. Council Vision Adoption 2. Lead and Supporting Partners Summit and Communications 3. Action Plan Development 4. Council Retreat, Preparation and Report 5. Metrics development recommendations (optional) 6. Ongoing task management, communications and administration 7. Community Vision Summit/Celebration 8. Advisory Committee Meetings (2) Deliverables •Strategic Action Plan (Draft and Final) •Performance Metrics Options •Selected Vision Metrics •Implementation Recommendations 07 Proposed Costs We have provided a scalable total not-to-exceed budget of $124,851. Within this budget, we have included estimated expenses for printing and awareness materials of $749. We’ve estimated travel expenses not to exceed $11,200 including airfare and per diems for 13 person trips (some of which would be combined with multiple staff). The per trip cost is estimated at $862. All trips assume multiple days to reduce the need for more frequent travel. Our estimated breakdown for each of the subtasks is listed in a file submitted separately according to RFP instructions. It includes all community input, data gathering and analysis, and other costs associated with this planning process. While we expect a collaborative process, our budget assumes a turn-key process without extraordinary assistance from staff and volunteers. Assistance from volunteers and other community organizations, which we intend to pursue vigorously, offer the possibility of reducing costs and the consultant scope or expanding the reach of the process. Consultant Team The HDR team is led by two seasoned planning professionals, Doug Zenn and Steven Ames. Doug Zenn, Senior Public Involvement Manager at HDR, Inc., is a national leader in the field of civic engagement, a skilled process facilitator, and current Past President of International Association for Public Participation (IAP2). Doug has advised more than 300 projects involving local communities in deliberative decision- making. Doug will manage the project. He will lead facilitation and all community engagement aspects of the project including outreach to key stakeholders and potential City partners. Doug’s blend of vision experience, international community involvement background, strong facilitation skills (especially with blue ribbon panels and elected bodies), and understanding of a broad range of City issues makes him a perfect collaborator on this effort with the Bozeman Council. Steven Ames is a pioneer of vision planning in the U.S. and globally. He has worked on the visions of 70 communities, and counting. Steven and Doug have worked together on eight major vision/action planning projects, including the multi-award winning Hillsboro 2020 process. Additionally, the HDR team brings together unparalleled expertise and experience in the key disciplines for a successful, comprehensive, action- and measurement-oriented community-based visioning process. Cassie Davis provides dedicated event and outreach expertise, and she is at the leading edge of the community engagement field’s latests techniques to involve both hard-to-reach populations and younger people to the civic processes. Stephanie Borders has significant experience building collaborative teams using traditional tools as well as current technology. Her expertise is in conflict management allowing her to successfully manage public processes. Sheila Martin and Liza Morehead have extensive community research experience, with on-the-ground experience linking community indicators to community plans, including sustainability indicators. They also bring the full resources of Portland State University’s Institute of Portland Metropolitan Studies to our team, including the state’s leading data and demographic unit, the Population Research Center. 08 Strategic Plan 2015 | City of Bozeman Included on our team is the award winning trio from The Nest Collective in Bozeman. Rebecca Edwards, Robyn Egloff and Kendra Callantine have more than a decade of experience as a team providing graphic design, website design, public relations, media strategy, social media, content strategy, event planning and much more. Together, this team provides a combination of visioning, engagement, capacity building and progress measurement expertise you will not find anywhere else. Backed by HDR’s global experience and vast national network of professionals, and a full range of expertise in planning content, process and technique, ensures that we can meet all possible circumstances on the BozemanMT Strategic Plan 2035 project – both usual and extraordinary, with speed and efficiency. Our team has been assembled to provide the City of Bozeman with confidence that broad consensus on a community-wide strategic action plan, with options for measurement tools. Short bios for our key team members are presented in the following pages. Resumes are included in the appendix. 09 Strategic Plan 2015 | City of Bozeman Doug Zenn will serve as the team’s project manager and provide overall process design for the City’s engagement process. He also will provide the design for the public involvement program including: community events and workshops, website, social media, newsletters, and related strategies. With nearly 25 years of experience with complex public involvement issues and more than 30 years of experience in the communications field, Doug has developed and managed community involvement, awareness, and education efforts around numerous issues including visioning, transportation, water resources, community-based planning, and more. His experience will allow for quick directional decisions for the Bozeman project that will keep the process on track while continuing to grow the public discussion. Doug is a skilled facilitator and has worked extensively with city councils and elected officials on strategic planning and decision making processes. Doug Zenn - Project and Outreach Manager Steven Ames will help develop the framework and guide the development of the Bozeman Strategic Plan. He will also lead the community assessment and trends analysis, take the lead in developing the vision and values statements with the community, and ensure that the vision statement and strategies are “action plan ready.” Steven is a convincing advocate for community-based visioning, and is able to generate enthusiasm within the community to inform, motivate and sustain public involvement. He will advise on process design and delivery, and recommend mid-course refinements in the process, if necessary. As a long-range planner, Steven has provided strategic planning services to public sector clients for more than two decades, working extensively with local and regional governments, state, provincial, and federal agencies, natural resource organizations, institutions of higher Steven Ames - Vision Manager Chris Kukulski City Manager City of Bozeman Organizational chart Project and Outreach Manager Doug Zenn HDR TEAM Bozeman CommunityCommunity Vision Volunteer Teams: Volunteers, Drafting Committee, and Advisory Groups Bozeman City Council: Project Manager On-Call Resources Visualization Transportation Planning Water Resources Translation Services Asset Management/Financial Planning Project and Outreach Coordinator Cassie Davis Vision Manager Steven Ames Planning Steven Ames Progress Measurement Sheila Martin Liza Morehead Public Information Coordinator Stephanie Borders Branding, Graphics, and Awareness ActivitiesThe Nest Collective Rebecca Edwards Robyn Egloff Kendra Callantine 10 Strategic Plan 2015 | City of Bozeman Cassie excels at aligning and activating networks to arrive at desired project goals, and nurturing strong community participation and contribution. Her ability to identify and engage knowledgeable and active groups within the community helps reach project objectives effectively. She is receiving high praise for her innovative approaches to engaging hard-to-reach communities on the current Outer Powell Transportation Safety Project helping to implement a Public Involvement plan in five different languages. She has activated more than 17 community networks in this diverse community. Each network provided a representative with specific knowledge that supported the interests and intentions of the project. Her efforts helped lead the team to a community preferred design alternative. Cassie brings a long history of community engagement, planning and facilitation experience currently leading outreach efforts for Corvallis Vision 2035 project. She has led and supported a variety of interactive community events throughout her career. Cassie has the unique ability to identify and energize groups and include them in project activities. Her ability to activate networks and inspire volunteer participation will be valuable for the Bozeman Strategic Plan development. Cassie Davis - Outreach Coordinator & Activities Manager Stephanie Borders - Public Information Coordinator With 25 years experience in the communications and public involvement fields, Stephanie Borders has successfully managed public processes and facilitation for a variety of projects and planning efforts. She uses strategic tools to build collaboration within groups including state, county and municipal entities. She has helped entities such as the Idaho Rural Partnership, EPA, DEQ and HUD with visioning and sustainability. She particularly enjoys guiding participants through the tough issues that change can bring and can easily handle vocal and even hostile stakeholder groups. While Stephanie is skilled at traditional methods, she also works to build technology into planning processes such as: • Online public meetings • Online surveys (that can also be taken via iPads at meetings) • Text polling • Social media campaigns • Mobile apps She has served as a mediator at Small Claims Court in Ada County and is currently pursuing a Graduate Certificate in Conflict Management. As a former television news producer, she is able to accurately work under tight deadlines and knows how to take complicated technical information and create easily understandable project messages. education, health advocacy organizations, and courts. He is recognized internationally for his expertise in visioning. Steven has consulted on the visioning projects of dozens of cities in Oregon, as well as the collective jurisdictions of the 10-county Willamette Valley (Willamette Valley Livability Forum). His Oregon projects include the award-winning Bend 2030, SW Mill Bay Visioning Workshops (BC, Canada), BoldFuture for the Coastal Bend (Corpus Christi, TX), Columbia Gorge Future Forum, VisionPDX (Portland), Tualatin Tomorrow, Flagstaff 2020, and Hillsboro 2020. Steven is author of A Guide to Community Visioning, the American Planning Association’s (APA) award winning citizen’s handbook on community-developed visions. He also contributed to the APA’s major reference: Planning and Urban Design Standards on the topic of community visioning. 11 Strategic Plan 2015 | City of Bozeman Sheila Martin will provide overall guidance on the development of Progress Measurement Tools. Sheila has several decades of experience in developing systems for tracking the effectiveness of public policy, including economic and community development policies. She believes in developing practical tools that can be used by communities to enrich their own understanding of their communities and their potential. As the Director of the Institute of Portland Metropolitan Studies and the Population Research Center at Portland State University, Sheila serves as a portal to the University’s knowledge resources for the community and directs the Institute’s research and service activities. Prior to joining PSU in 2004, Dr. Martin served as Washington State Governor Gary Locke’s economic development advisor, developing and implementing the Governor’s economic development initiatives. Prior to her appointment by Governor Locke, Dr. Martin worked as a Senior Economist at the Research Triangle Institute, where she developed and directed a research program in technology economics and policy. Sheila Martin - Progress Measurement Tools Development Manager courtesy: The Nest Collective Liza Morehead will lead the development of the Progress Measurement Tool options. Liza is a researcher and data analyst at the Institute of Portland Metropolitan Studies (IMS), at Portland State University. She is the project manager for Greater Portland Pulse and has a broad understanding of local, state, and national data sources, including administrative data resulting from local government administration. Liza has extensive experience with identifying, collection, evaluating, interpreting and visualizing appropriate and applicable data. Additionally, Liza has more than six years of experience working with diverse stakeholders, including local, county, and state governments to implement programs and work toward commonly held goals. Liza Morehead - Progress Measurement Tools Development Lead The Nest Collective is a marketing, communications and advertising firm based in Bozeman, Montana comprised of three big marketing agency veterans who joined together several years ago to tackle bigger projects and bigger clients. The trio of Rebecca Edwards, Robyn Egloff and Kendra Callantine have worked together for over a decade to pull together award-winning marketing and communications solutions for a range of clients including large, national companies, regional municipalities and small sole-proprietors. The Nest’s suite of services include graphic design, website design, public relations, media strategy, social media, content strategy, event planning and much more. One of The Nest’s main clients includes the City of Bozeman. The Nest has developed large-scale communications campaigns for the diverse Public Works Department, consumer-driven campaigns such as the Solid Waste Department’s recycling campaign, crisis management and communications plans for the City Landfill, and smaller, targeted projects such as the Bozeman Energy Smackdown, The Nest has enjoyed an extremely positive and productive relationship with the City of Bozeman for the past four years. The Nest Collective 12 Strategic Plan 2015 | City of Bozeman Similar Project Experience and References No one has worked on more Vision projects than the members of this team. Doug and Steven have collaborated together on seven major vision projects, while Steven himself has completed more than 70. This experience gives us the experience to adapt to and manage changing circumstances, which are common in a collaborative effort with the community. Every vision program is as unique in mirroring the characteristics of the community. Because of this, we have lessons we bring for each project that allows us to advance the practice for the next community. The following are four recent Vision projects that we completed throughout the Northwest along with the lessons learned and benefits from these projects that we bring to Bozeman. The projects include Our Dallas 2030 and Tualatin Tomorrow both from the Willamette Valley, Bend 2030 from the eastern side of the Cascades, and CDA 2030 from Coeur d’Alene, Idaho. Doug and Steven collaborated on the first three, and Steven was the project consultant in Idaho. Our Dallas 2030 For Dallas, we worked closely with a steering committee representing major community organizations and employers, including the City, Dallas Area Chamber of Commerce, Dallas School District, Chemeketa Community College, West Valley Hospital and others), the project utilized multiple outreach platforms. This included community events and fairs, a series of community workshops, a citizen vision drafting committee, on-line surveys, and other tools to engage the community, create a vision, and develop specific strategies for the vision’s six focus areas. The Dallas vision was unanimously adopted by Dallas City Council in late 2013, and was quickly pressed into action to guide Council’s 2014 goal setting session, where vision strategies were prioritized for City action. Several of the City’s 2030 strategies are already in various stages of implementation. For Bozeman, we expect to replicate the successful partnerships with community organizations that helped expand the program awareness. We also expect to build from the agenda of the efficient council strategic planning retreat we held in Dallas. It provides a great launching point and format for this exercise in Bozeman. Tualatin Tomorrow The Tualatin Tomorrow project earned international honors for “Community Involvement Project of the Year” from the International Association of Public Participation (IAP2). The process included multiple engagement opportunities, including stakeholder interviews, focus groups, community forums, a Town Hall, website interactions, flyers, newspaper inserts, door-to-door outreach and focus area specific workshops. Emphasis was placed on both outreach to the community and “in-reach” to City staff and project steering committee throughout the process, ensuring integration of the visioning process outcomes into ongoing City policies, planning, and decision-making. We expect to bring the same success to Bozeman in bringing new faces into the public discussion. For many in Tualatin, this was their first involvement in civic affairs. Several of the original Vision Implementation Committee members now serve on the City Council. 13 Strategic Plan 2015 | City of Bozeman Bend 2030 The Bend 2030 process engaged nearly 6,000 citizens in creating a 25-year vision and a strategic action plan involving more than 63 partner organizations from the public, private, civic, and community sectors in its implementation. More than 100 community leaders serving on six action teams collaborated to create the strategies and actions that make up this plan. In 2012, Steven Ames advised Accelerate Bend, Bend 2030’s 5-year vision update process, which pioneered new, tech-savvy planning approaches, including electronic keypad polling, interactive on-line surveys, and extensive social media outreach on Facebook and Twitter. These tech-savvy techniques now supplement our face-to-face outreach on all of our Vision efforts and will help with the Bozeman Strategic Plan. CDA 2030 In Idaho, the Coeur d’Alene 2030 visioning project was sponsored by a partnership including the City of Coeur d’Alene, the Coeur d’Alene Area Chamber of Commerce and the University of Idaho. The CDA 2030 was a true community-based collaboration. Working with a Project Management Team and a large Citizens Advisory Committee, CDA 2030 was the community’s largest civic engagement exercise ever, overcoming a recent history of polarizing local politics to build greater citizen consensus on key strategic goals. The CDA 2030 Implementation Plan involves 43 public, private and civic partners, and has been adopted by the City to guide its future programs, planning and civic engagement. The extensive partnership building aspects of CDA 2030 provide a robust model for Bozeman. Greater Portland Pulse Plan Indicators In 2010, the Institute of Portland Metropolitan Studies (IMS) at Portland State University engaged the community in the Greater Portland Pulse project. After an extensive community engagement process, the IMS developed the Greater Portland Pulse measures to track the community’s progress on issues of importance to the Portland region. As we developed Greater Portland Pulse measures, we also worked with the City of Portland to develop and maintain a parallel set of measures with the aim of tracking progress against the Portland Plan goals. In 2012, Portland City Council adopted The Portland Plan, a strategic roadmap to help realize the public’s vision for a more prosperous, educated, healthy, and equitable city. The Portland Plan sets numerical goals and suggests ways of measuring progress toward them. The plan is based on extensive analysis of quantitative data and information about conditions in Portland’s neighborhoods, and it includes both 25-year goals and 5-year action plans. The plan sets goals for the entire city, as well as for certain local geographies. Greater Portland Pulse is collaborating with the City of Portland to ensure that the Portland Plan’s data-based “Measures of Success” are tracked and updated on a regular basis. As will be the case for Bozeman, Greater Portland Pulse and the Portland Plan Measures are designed to provide options for tracking a set of consensus outcomes over time. The metrics assist the community by providing a framework for collaboration, and tool for assessing the effectiveness of strategies, and a tool for holding each other accountable for the future of the community. 14 References Below are several references and contact information for similar projects. Clatsop Vision 2030 Together Scott Somers, Clatsop County Manager Clatsop County Phone: 503.325.1000 (office) Project Team Members: Doug Zenn and Steven Ames Our Dallas 2030 Mr. Brian Dalton, Mayor City of Dallas Phone: 503.623.2339 Email: brian.dalton@ci.dallas.or.us Project Team Members: Doug Zenn and Steven Ames CDA 2030 Mr. Mike Gridley, CDA 2030 Project Management Team City Attorney City of Coeur d’Alene, Idaho Phone: 208.769.2330 Email: MGridley@cdaid.org; Project Team Member: Steven Ames Bend 2030 Ms. Jodie Barram, Former Mayor Pro Tem, City of Bend; Chair, Bend 2030 Board Bend City Council Bend, Oregon Phone: 541.306.8796 Email: jodiebarram@live.com Project Team Member: Steven Ames BoldFuture for the Coastal Bend Dr. Mary Sherwood, Leadership Team, BoldFuture Initiative Chief of Staff, Office of the President Texas A&M University Corpus Christi Corpus Christi, Texas Phone: 361.825.3175 Email: Mary.Sherwood@tamucc.edu Project Team Member: Steven Ames Greater Portland Pulse Mr. Joe Zehnder, Chief Planner Portland Bureau of Planning and Sustainability Phone: 503.823.7815 Email: joe.zehnder@portlandoregon.gov Project Team Member: Sheila Martin and Liza Morehead Greater Portland Pulse Mr. Juan Carlos Ocaña-Chíu, Equity Strategy Program Manager Metro Phone: 503.797.1774 Project Team Member: Sheila Martin and Liza Morehead Our Valley What’s Next Lisa Parks, Chair, Our Valley Project Committee Executive Director Port of Douglas County East Wenatchee, Washington Phone: 509.884.4700 Email: lisa@portofdouglas.org Project Team Member: Steven Ames Strategic Plan 2015 | City of Bozeman 15 EDUCATION Bachelor of Arts, Journalism, Ohio University; Athens, 1980 PROFESSIONAL MEMBERSHIPS International Association of Public Participation (IAP2) USA—Current Past President; Executive Committee International Federation Board Douglas Zenn Senior Public Involvement Project Manager Doug specializes in complex, multi-party process design. He has 20 years of experience in public involvement and facilitation, and nearly 30 years of experience in communications. Doug has been involved with over 200 community engagement efforts including Clatsop County’s 2030 Together, City of Tualatin’s Tualatin Tomorrow and the City of Dallas’ Our Dallas 2030. He has developed and managed public involvement, awareness and education efforts that include community visoning and community-base planning, transit planning, transportation planning, urban renewal, and water resources. Doug has led a wide variety of public engagement exercises covering a spectrum of needs from informing the community to empowering groups in decision-making roles. He brings expertise in communty partnership building to leverage limited resources. His processes involve working creatively to provide stakeholders with access to approachable information for decision-making and meaningful involvement opportunities throughout a project for community-wide efforts, downtown revitalizations, and main street transportation corridors. RELEVANT EXPERIENCE Clatsop County 2030 Together, OR Doug partnered with Steven Ames to conduct a county-wide and community- based visioning process for Clatsop County. It was designed to gauge the future aspirations and growth needs from residents of the county’s local cities and unincorporated communities. Part of the process included hosting community-specific workshops, public events, and on-line surveys to inform the organizational planning and program needs of Clatsop County. The 2030 Together vision was then adopted by the Clatsop County Commission in the fall of 2014. Among the strategic issues addressed by citizens in the Vision was economic and job growth, community development, and planning. As a coastal community, Clatsop County also had unique health, safety, and resilience issues which included emergency preparedness and natural disaster community readiness. The process produced draft strategies specific to the vision’s focus areas to guide achievement of the County’s 2030 vision, identifying where the County may lead, partner, or support the advancement of specific strategies. The potential strategies were used in the County Commission’s strategic planning deliberations. Our Dallas 2030, OR Doug partnered with Steven Ames to deliver Our Dallas 2030, a comprehensive community visioning process sponsored by the City of Dallas, Oregon. Working with a steering committee representing major community organizations and employers such as the Dallas Area Chamber of Commerce, Dallas School District, Chemeketa Community College, West Valley Hospital, and the City of Dallas, the project utilized multiple outreach platforms such as community events and fairs, a series of community workshops, a citizen vision drafting committee, on-line surveys, and other 1 DOUGLAS ZENN tools to engage the community, create a vision, and develop specific strategies for the vision’s five focus areas: community and identify, economy, education and learning, growth and development, and health and safety. The Dallas vision was unanimously adopted by Dallas City Council in late 2013, and was quickly pressed into action to guide the Council’s 2014 goal setting session, where vision strategies were prioritized for City action. Several of the City’s 2030 strategies are already in various stages of implementation. Hillsboro 2020, OR Doug, assisted by Steven Ames, conducted a fifth-year strategic review of Hillsboro 2020’s actions and strategies in order to determine Hillsboro 2020’s effectiveness in reflecting community changes since the vision’s inception in 2004. As part of the community outreach for the review, Doug facilitated one of Hillsboro’s signature annual town hall meetings, which gathered the highest attendance to date. After gathering information from the town hall meeting and other community outreach platforms, a detailed communications plan was developed. Doug, along with City staff, then developed a variety of unique and creative outreach avenues tailored to the changing needs of the community. These included targeted group discussions, partner events and use of existing civic networks. The process resulted in approximately 80 proposals for new or amended provisions within the Hillsboro 2020 Vision document. Tualatin Tomorrow, Tualatin, OR Doug partnered with Steven Ames to work with the community of Tualatin to establish a long-term vision and action plan as part of its first generation visioning process (2006-2007). The team built local capacity and consensus for the Tualatin Tomorrow visioning process by engaging the community in multiple discussions and deliberations which included stakeholder interviews, focus groups, community forums, a town hall, website interactions, flyers, newspaper inserts, door-to-door outreach and focus area specific workshops. Community conversations encompassed transportation, education and culture, historic preservation, health and wellness and other issues of concern to this rapidly growing community. Emphasis was placed on both outreach to the community and “in-reach” to City staff and project steering committee throughout the process. This ensured that the visioning process was integrated into City policies, planning, and decision-making. With the Vision in place, the community was able to launch into its comprehensive planning efforts with strong direction from the community and a common direction from City commissioners. The project earned international honors for “Community Involvement Project of the Year” from the International Association of Public Participation (IAP2). Several of the original Vision Implementation Committee members now serve on the City Council. 2 1 Steven Ames Vision Manager EDUCATION A.B., Political Science, Drew University, College of Liberal Arts M.S., Natural Resources, University of Michigan, School of Natural Resources & Environment Steven Ames will serve as HDR’s team expert on community-based visioning and strategic planning, providing overall process design, vision and plan development, and facilitation for special events. Described as an “architect of public process,” Steven is recognized internationally for his work in civic engagement and visioning. He is the author of the American Planning Association’s (APA) award-winning handbook, A Guide to Community Visioning, and innovator of its Oregon model. Steven engages community citizens and leadership in a way that makes the complexities of long-range planning understandable and approachable by guiding community members to articulate strategic directions and develop plans to make them happen. Steven is the principal of Steven Ames Planning, a private consulting practice based in Bend, Oregon that provides long-range planning services for public sector clients. Much of his work focuses on the development of long-range strategic plans for public agencies and institutions. In this capacity, he has advised local governments, community-based and nonprofit organizations, and regional, state, provincial and federal government agencies. Steven has consulted on the community and regional visioning efforts of nearly 70 local jurisdictions in the U.S., Canada, Australia, and New Zealand. He has worked with over 30 Oregon cities, engaging local leaders and citizens in developing award-winning visions and plans for the future of the communities they live in. Beginning with the Charting a Course for Corvallis project in 1989, Steven has been a leading innovator of community-based visioning. He has advised two generations of visioning projects for the City of Portland (1992, 2007) and numerous other Oregon cities, including Corvallis, Dallas, Keizer, Mt. Angel, Newberg-Dundee, and Stayton, as well as the Vision Task Force of the Willamette Valley Livability Forum. He is a frequent collaborator on visioning projects with HDR’s Doug Zenn which includes the Clatsop Vision 2030 Together and Our Dallas 2030. Several of Steven’s award-winning projects in Oregon include the Columbia Gorge Future Forum (Columbia River Gorge Commission; Oregon APA Professional Achievement in Planning Award, 2009); Vision PDX (City of Portland; APA National Public Outreach Award, 2009); and Hillsboro 2020 (City of Hillsboro; “Core Values” Project of the Year Award, International Association for Public Participation, 2002). RELEVANT EXPERIENCE Selected visioning projects advised by Steven Ames Planning over the last decade include: Our Valley – What’s Next, regional visioning, Wenatchee, WA, 2015, ongoing CDA 2030, community-based visioning, CDA 2030 Inc., Coeur d’Alene, ID, 2013-15, ongoing Clatsop Vision 2030 Together, county visioning, Clatsop County, OR, 2014 (with Doug Zenn) Our Dallas 2030, city visioning, City of Dallas, OR, 2013-14 (with Doug Zenn) Accelerate Bend, community-based re-visioning, Bend 2030 Board, Bend, OR, 2012 (pro bono) BoldFuture for the Coastal Bend, regional visioning, City of Corpus Christi, TX, 2008-10 Columbia Gorge Future Forum, regional visioning, Columbia River Gorge Commission. 2007-08 Tualatin Tomorrow, city visioning, Tualatin, OR, 2006-07 (with Doug Zenn) VisionPDX, city re-visioning, City of Portland, OR, 2005-07 STEVEN AMES 2 Bend 2030, city visioning, City of Bend, OR, 2005-07 Vision Madera, city visioning, City of Madera, CA, 2005-06 (with Doug Zenn) PROFESSIONAL AFFILIATIONS Bend 2030, Bend, Oregon, Board Advisor 2010-15 Orton Family Foundation, Craig Byrne Fellow, Community Stewardship Study 2011-12 American Planning Association, Planners Advisory Service Memo Articles 1997-2012 New Zealand Planning Institute, Community Visioning Workshops 2011 Oregon Chapter, American Planning Association, Oregon Visions Project 1993-1998 PROFESSIONAL AWARDS The Environmental Center Sustainability Awards, Special Award for Vision, 2012 Oregon Chapter, American Planning Association, Distinguished Leadership Award, 2003 American Planning Association, Karen B. Smith Chapter Achievement Award, 1995 EDUCATION Bachelor of Science, International Business Management, San Jose State University Salzburg Global Seminar Scholar and Global Citizenship Program Member INDUSTRY TENURE 5 years HDR TENURE 2 years WHY CASSIE? “Cassie thinks of every detail that needs to be in place and is always prepared. She reflects very positively on ODOT with the public. I am really impressed with her.” --Susan Hanson, ODOT Community Affairs Manager Cassie Davis Public Involvement Project Manager Cassie has been connecting to various communities, cultural organizations and agencies throughout her career to support cohesion and collaboration in her projects. She excels at supporting public involvement activities by managing, organizing, and coordinating the many networks and logistics behind each task. Cassie’s background includes management, research, planning, social media, and stakeholder engagement and outreach for a diverse range of projects and activities. Cassie has worked with government and local agencies, and non- profit organizations on a wide range of projects with varying objectives to efficiently engage, monitor and support public participation and awareness. Cassie is receiving high praise for her innovative approaches to engaging hard- to-reach communities on the current Outer Powell Transportation Safety Project, where she has activated over 17 community networks in this diverse community. Each network provided a representative with specific knowledge that supported the interests and intentions of the project. Her efforts helped lead the team to a community-preferred design alternative. Currently, Cassie is the Outreach Coordinator for the City of Silverton 2035 Community Vision. RELEVANT EXPERIENCE Outer Powell Blvd Transportation Safety Project, ODOT, OR HDR is providing traffic analysis, access management, public involvement, preliminary design, and environmental assessment services. The team is developing a risk management plan and outreach strategy in tandem with environmental experts and design team. Critical elements of the project are impacts on local businesses, community involvement in a diverse, multilingual area, and assessing safety issues related to the current highway. Cassie has activated various networks within the project and is the task lead for community engagement activities including business canvassing, multilingual community walks, bike rides and open houses, and is the coordinator and liaison for the project steering committees and multi-agency coordination. Cassie also monitors the project website, comment mapping system, and general comment submissions so that public input is accounted for and addressed throughout the planning process. I-5 Broadway Weidler Interchange Improvements, URS/ODOT, OR HDR is refining and validating a previous proposed improvement project; defining a project purpose and need statement; establishing an environmental classification and completing required environmental documentation under NEPA for highway safety and operational improvements on I-5 and local street, bicycle and pedestrian facilities crossing over and parallel to I-5. Cassie is supporting the team with agency coordination and documentation, community engagement and comment management. Willamette Water Supply Program Public Involvement, Barney & Worth, Inc., OR HDR is assisting Barney & Worth and the Willamette Water Supply Program Participants with public involvement efforts. This 30-mile water supply system traverse through several communities in order to serve multiple municipalities 1 CASSIE DAVIS and constituencies, so public involvement is key to building understanding and public support. Cassie’s primary role is to manage their stakeholder database, monitor and document comment submissions and events, and support the team in public engagement activities and workshops. Intersection Improvements, NE 82nd & NE Airport Way, Port of Portland, OR The Port is re-examining the intersection of NE Airport Way and NE 82nd Avenue with the intent to develop a conceptual design for a grade-separated interchange. This project will define and illustrate the primary traffic issues, and use a value planning workshop to help develop, screen and refine conceptual grade separated intersection concepts. Cassie coordinated and co-facilitated an inter-agency value engineering design workshop to derive preferred alternatives for the interchange and provided ongoing project management support and agency coordination throughout the project. SE Interceptor Rehabilitation, City of Portland BES, OR HDR is leading the rehabilitation of a 72-inch by 74-inch horseshoe monolithic concrete sewer. The team is assessing potential rehabilitation techniques, and will develop construction documents for the implementation of the selected method. Considerations include public and business impacts, access points, and life-cycle-costs. Cassie is supporting stakeholder engagement and managing their stakeholder database throughout this design effort. West Vancouver Freight Access Program, Port of Vancouver, OR HDR provided engineering, environmental and construction services for a series of 19 projects that significantly expand the Port of Vancouver's rail capacity. Cassie was involved with the design and construction phases of this project, coordinating project team and inter-agency meetings, and documenting pertinent design and environmental decisions. She also supported multiple construction phases of the project with RFI and submittal documentation management. West Vancouver Freight Mobility Study, City of Vancouver, WA HDR is collaborating with the City of Vancouver to assess traffic circulation, multi-modal connectivity and safety for several busy east/west corridors in West Vancouver. Cassie supported the project team in co-facilitating multiple community forums intended to engage public participation in a round of activities that solicited input and recommendations for future transportation improvements. US 53 Realignment Project – Value Engineering Study, MnDOT, MN Due to an expiring easement with the US Steel Corporation, MnDOT is relocating a pertinent section of US highway 53 that connects inter-regional Highway 153 with Gilbert and other communities to the east. HDR led a value engineering study to help MnDOT assess alternatives for re-routing this section of highway. Cassie coordinated and documented the Value Engineering Workshop that utilized experts with varying disciplines to identify concepts and solutions for realigning the 1.5 mile segment of US highway 53. Transportation of Hazardous Materials by Rail, Administrative Rules, ODOT, OR HDR was selected by ODOT to provide public involvement services to support revisions to Oregon Administrative Rules. Cassie coordinated and co-facilitated eight public hearings across the state of Oregon including documentation of public testimony, online comment submissions and hearings summary. 2 1 EDUCATION Boise State University – Graduate Certificate in Conflict Management – 2015 Bachelor of Science, Broadcast Journalism, Arizona State University, 1988 PROFESSIONAL MEMBERSHIPS International Association for Public Participation WTS, Treasure Valley – Board Member INDUSTRY TENURE 26 years HDR TENURE 1 & ½ years OFFICE LOCATION Boise, ID AWARDS 2005 Idaho Transportation Department Excellence in Engineering Award for Public Participation, Large Project 2008 Idaho Transportation Department Excellence in Engineering Award for Public Participation, Large Project 2010 Idaho Transportation Department Excellence in Engineering Award for Public Participation, Large Project Stephanie Borders Public Involvement Coordinator With 25 years experience in the communications field, Stephanie Borders has successfully managed public outreach on numerous projects for a variety of projects. As a former television news producer, she is able to accurately work under tight deadlines and know how to take complicated technical information and create easily understandable project messages. She has experience building consensus within groups including community groups, local, and county entities. She specializes in working through tough issues that change can bring and has experience facilitating vocal and even hostile stakeholder groups.She understands community consensus processes and has served as a volunteer mediator at Small Claims Court in Ada County and is currently pursuing a Graduate Certificate in Conflict Management. RELEVANT EXPERIENCE Idaho Rural Partnership, Facilitation Services, Boise, Idaho IRP encourages collaboration between public and private resources to strengthen communities and improve life in rural Idaho by providing traditional and technical resources such as planning, high speed internet and grants. Stephanie planned and facilitated the organization’s annual board meeting. The discussion helped the group develop a vision and prioritize its efforts to maximize a very constrained budget. Tasks included developing an on-line survey to gather member input prior to the meeting and using the input to structure goal setting for the IRP. Materials developed included the online survey and a final summary report encompassing survey answers and facilitation notes. Idaho Transportation Department, Highway Planning Summit, ID Stephanie helped facilitate a\ three-day event for the Idaho Transportation Department's new planning department known as 2PM. Attendees included 2PM and environmental staff from ITD Headquarters, district planners and FHWA staff. The summit focused on identifying ways to improve planning processes at the state, district and corridor level while optimizing a new GIS program. Helped lead the group to develop a list of priorities, key action items and roles and responsibilities. Also provided a summary report that included a transcription of notes taken during the summit discussion sessions. Partnership for Sustainable Communities, Dialogue in Idaho, Boise, ID Stephanie facilitated an event to bring together more than 100 community leaders from across Idaho to brainstorm ways to promote sustainable communities. Responsibilities included inviting attendees, encouraging attendance, coordinating speakers and facilitators, creating agendas and other meeting materials, moderating the day's activities, and producing a detailed summary report of the meeting. The Partnership is a federal effort led by the U.S. DOT, HUD and EPA to promote sustainability in the transportation, housing and environmental sectors. STEPHANIE BORDERS 2 2011, 2012 and 2013 Capital City Communicators Impact Award for Best Audio/Visual Project 2013 WTS – Treasure Valley Chapter Member of the Year SPECIAL TRAINING Facilitation Certification – Leadership Strategies NEPA Training, Oregon Law Institute The Mediation Process Certification, CDR Associates 2008 Native American Cultures Module – Northwest Planning and Development Institute Public Participation Certification – International Association for Public Participation FHWA NEPA Training FHWA Public Involvement Training Dale Carnegie Leadership Course Ada County Highway District, ACHD, State Street and Collister Drive Intersection, Boise, Idaho Public Involvement Lead for this skewed intersection identified for improvements in safety, bike/pedestrian access, and traffic operations. Conducted one-on-one meetings with affected business and property owners and facilitated a contentious working group opposed to realignment of the intersection. Worked to gain consensus and acceptance where possible using conflict resolution techniques to ensure all participants felt heard. City of Idaho Falls, Old Butte Road Project, Idaho Falls, ID Stephanie is managing the public involvement for this project to develop a new alignment that will connect Old Butte Road to Pioneer Road and improve connectivity in the city and Bonneville County. The project has been identified in 2035 and 2040 Long Range Transportation Plans but is controversial in the community and land owner coordination is a critical component to siting an alignment. She is working one-on-one with property owners to identify their issues and facilitate the purchase of needed right-of-way. Stephanie facilitates land owner workshops, and makes door-to-door visits in adjacent neighborhoods. She also supports the City PIO with media relations and key messages. Dates: 2015-Ongoing City of Hailey, Wastewater Solids Handling Improvement Project, Hailey, Idaho Stephanie helped create messaging and outreach tools to explain the need to upgrade an outdated wastewater treatment facility in the City of Hailey, Idaho. HDR worked closely with City staff to craft messaging to neutrally explain the pros and cons, including economic impacts to ratepayers and the City. Two project fliers/mailers were developed to illustrate the project. As a result, the bond passed by nearly 300 votes. South Carolina Department of Transportation, Carolina Crossroads I-20/26/126 Corridor Project EIS – Columbia, SC Stephanie is the coordinator for this EIS to address congestion and safety in what is known locally as “Malfunction Junction”. HDR has rebranded the project with the public and media as the Carolina Crossroads. Working with SCDOT and FHWA to engage the community in scoping, alternative analysis and preparation of the DEIS and FEIS. The project team is using technology such as iPad surveys, online meetings and a strong social media presence to engage stakeholders. More traditional tasks include coordination of a stakeholder advisory committee, elected officials outreach, and public meetings with emphasis on Title VI and EJ populations. The I-20, I-26 and I-126 intestate corridor is the crossroads of the state economy and serves as the major hub for commuters, travelers, and commerce. Connecting Idaho Partners/Idaho Transportation Department, I-84, Boise Airport Kiosk and Visualization, Boise, ID When ITD decided to change the design of the Vista Interchange to a Single Point Urban Interchange, there was concern drivers would not know how to safely navigate it. To help educate the public, Stephanie helped develop a video kiosk at the Boise Airport. She was responsible for writing the scripts and developing handouts placed within the kiosk. The project was recognized with several awards including a Pride Award. Sheila Martin EDUCATION Ph.D., Economics, Iowa State University, Ames, IA, 1992 M.A., International Studies, University of Kentucky, Lexington, KY, 1985 B.A., Economics and Political Science, Southern Illinois University, Carbondale, IL, 1983 Sheila Martin will provide overall guidance on the development of Progress Measurement Tools. Sheila has several decades of experience in developing systems for tracking the effectiveness of public policy, including economic and community development policies. She believes in developing practical tools that can be used by communities to enrich their own understanding of their communities and their potential. As the Director of the Institute of Portland Metropolitan Studies and the Population Research Center at Portland State University, Sheila serves as a portal to the University's knowledge resources for the community and directs the Institute’s research and service activities. Prior to joining PSU in 2004, Dr. Martin served as Washington State Governor Gary Locke's economic development advisor, developing and implementing the Governor’s economic development initiatives. Prior to her appointment by Governor Locke, Dr. Martin worked as a Senior Economist at the Research Triangle Institute, where she developed and directed a research program in technology economics and policy. SELECTED RELEVANT EXPERIENCE Dr. Martin has directed or co-directed the following projects that have required developing measurement systems that track strategic outcomes: Greater Portland Pulse, 2010-current. Central City Vitality Report, 2011-2012 Planting Prosperity and Harvesting Health: Trade-Offs and Sustainability in the Regional Food System. 2008 Innovation Indicators for the Oregon Innovation Council, 2006 North Carolina Technology Benchmarking Project: 1996-1997 Output –Based Performance Measures for the North Carolina Office of Waste Reduction, 1996 Pollution Prevention Outreach Tracking and Assessment System for the North Carolina Office of Waste Reduction, 1996 Output-Based Performance Measures for the North Carolina Alliance for Competitive Technologies, 1995. Outreach and Extension at North Carolina State University: Process and Impact Measures, 1995 SELECTED PROFESSIONAL AFFILIATIONS Member, Executive Committee, National Neighborhood Indicators Partnership, 2013-present. Reviewer, National Science Foundation, Research on Science and Technology Program, 1995 – 1997. Reviewer, Journal of Industrial Ecology, 1999-2001. Reviewer, Economic Development Quarterly, 2004 – present. Reviewer, Entrepreneurship and Regional Development, 2001-2004. Member, American Economics Association Member, American Planning Association, Economic Development Division SHEILA MARTIN PROFESSIONAL AWARDS Visiting Fulbright Scholar, University of Ljubljana, Faculty of Economics, Slovenia President’s Diversity Award for work on the State of Black Oregon report SELECTED COMMUNITY OUTREACH AND SERVICE Member, Metro Flexible Funds Task Force, 2010-2011. Member, Mayor Adams’ Economic Cabinet, 2009-2012. Member, Worksystems, Inc. Data and Evaluation Committee, 2006 to 2010. Member, Oregon Innovation Council, Audit Committee, 2007 – present. Co-Chair, Portland Visioning Committee, 2005-2007. This project won the APA award for Public Outreach. Member, Portland Measure 37 Citizens Advisory Committee, 2005-2006. Member, Metro Measure 37 Task Force, 2005 Chair, Innovation Metrics Committee, Oregon Innovation Council, 2005-2006. SELECTED RELEVENT PUBLICATIONS Martin, S.A. Morehead, E. 2013. “Regional Indicators as Civic Governance: Using Measurement to Identify and Act upon Community Priorities. National Civic Review 102(1): 33-42. Merrick, M. and S. Martin. 2014, “Creating and Utilizing Neighborhood Data to Shape a More Equitable Regional Greenspace Policy.” In Kingsley, G. Thomas, Claudia Coulton, Kathryn L.S. Pettit (eds.). Community Information and Community Change. Washington, D.C.: The Urban Institute. Martin, SA., T. Henderson, M. Merrick, E. Mylott, K. Haines, and R. Dann. 2008. Planting Prosperity and Harvesting Health: Trade-Offs and Sustainability in the Regional Food System. Institute of Portland Metropolitan Studies, September. Martin, S.A. 1995. “Output-Based Performance Measures for the North Carolina Alliance for Competitive Technologies.” In Modernizing Industry: What Do We Know? Phillip Shapira and Jan Youtie, eds, Atlanta: Georgia Institute of Technology. 2 Liza Mylott Morehead EDUCATION Ph.D., Urban Studies, Portland State University, OR, 2012 M.A., Geography, State University of New York at Albany, NY, 2009 Master of Regional Planning, State University of New York at Albany, NY, 2005 B.A., American Studies, Marlboro College, VT, 2001 Liza Morehead will lead the development of the Progress Measurement Tool. Liza is (empathize your experience with a variety of data sources, indicators, and methods for simplifying data collection and analysis). Liza Morehead will lead the development of the Progress Measurement Tool. Liza is a researcher and data analyst at the Institute of Portland Metropolitan Studies (IMS), at Portland State University. Liza is the project manager for Greater Portland Pulse and has a broad understanding of local, state, and national data sources, including administrative data resulting from local government administration. Liza has extensive experience with identifying, collection, evaluating, interpreting and visualizing appropriate and applicable data. Additionally, Liza has more than six years of experience working with diverse stakeholders, including local, county, and state governments to implement programs and work toward commonly held goals. RELEVANT EXPERIENCE Liza has led or participated in the development of data collection and analysis for the following projects: Where the Ends Don’t Meet in 2014: Measuring Poverty and Self-Sufficiency Among Oregon’s Families. Conducted for Worksystems, Inc, December 2014. Demographic Analysis of the Healthcare, Manufacturing, and Skilled Trades Industries. November 2014. Planting Prosperity and Harvesting Health: Trade-Offs and Sustainability in the Regional Food System, 2008 PROFESSIONAL AFFILIATIONS President, Geography & Planning Graduate Student Organization, SUNY Albany 2004-2005 Upstate New York Chapter of the American Planning Association, 2005 Delegate from the New York State Board of the American Planning Association to the American Planning Association National Conference, 2005 SELECTED COMMUNITY ENGAGEMENT AND SERVICE Research Team Member, Portland City Club, 2013-2014 Sexual Assault Victim Advocate, Portland Women’s Crisis Line, 2010 - Present Team Leader, Engineers without Borders, 2008-2010 SELECTED PUBLICATIONS Martin, S.A. Morehead, E.. 2013. “Regional Indicators as Civic Governance: Using Measurement to Identify and Act upon Community Priorities. National Civic Review 102(1): 33-42. Martin, SA., T. Henderson, M. Merrick, E. Mylott, K. Haines, and R. Dann. 2008. Planting Prosperity and Harvesting Health: Trade-Offs and Sustainability in the Regional Food System. Institute of Portland Metropolitan Studies, September. 1001 SW 5th Avenue Suite 1800Portland, OR 97204 hdrinc.com We practice increased use of sustainable materials and reduction of material use. © 2015 HDR, Inc., all rights reserved.