HomeMy WebLinkAboutRESPONSE - RFP - 8460 CITY PLAN, TRANSPORTATION PLAN & TRANSIT MASTER PLANFebruary 17, 2017
Purchasing Division
City of Fort Collins
215 North Mason Street
Fort Collins, CO 80524
RE: RFP – 8460 City Plan, Transportation Master Plan, & Transit Master Plan
Dear members of the Selection Committee:
On behalf of Clarion Associates, I am pleased to submit this response to your request for proposals. We believe
that our team is uniquely qualified to assist the City of Fort Collins with this effort. Clarion Associates will serve as
the lead firm, providing overall project management and team coordination among the three plans, and serve as
the lead firm for the City Plan update portion of the process. Our partners in this effort are: Fehr & Peers (in
partnership with LSC and with support from TranSystems) for multi-modal transportation planning; MIG for
support on public involvement, urban design/visualization, and web-based community engagement tools;
Economic and Planning Systems (EPS), for fiscal, market, housing, and demographic support; and YR&G as a
resource on climate and sustainability integration.
Highlights of our team’s experience and expertise include:
Depth of experience in best practices for sustainable communities—Our team has significant depth of
experience and understanding of national best practices, particularly for communities that are focusing on
integrating sustainability and resiliency into their plans and processes, as well as plan implementation and
monitoring approaches. In addition to leading the 1997 City Plan and 2011 update, Clarion has led or played a
major role in a numerous planning efforts with a strong focus on these issues—most recently as part of the
Imagine Longmont (recently recognized as part of the APA’s Comprehensive Plan Standards for Sustaining
Places Recognition Program Pilot), ReImagine Reno (ongoing) and Plan Manitou (a joint community master
plan and hazard mitigation plan). Clarion also brings experience at the regional-scale, helping to frame these
issues as part of several major initiatives: Thrive 2055 (Chattanooga, TN 16-county region); Creating
Sustainable Places (Kansas City Regional MPO); and the recently adopted Metro Vision 2040 Plan (DRCOG).
Knowledge of local transportation issues and best practices/emerging trends—Fehr & Peers breadth of
transportation planning experience in Fort Collins and along the Front Range will allow us to respond quickly
and effectively to transportation issues. Fehr & Peers has worked with the City of Fort Collins on a wide array
of transportation planning projects working directly for the City. Most recently, Fehr & Peers completed the
West Central Area Plan, the West Elizabeth Enhanced Travel Corridor Master Plan, and provided support for
the Transit Network Analysis for Transfort. Through those projects and other assignments including the Fort
Collins Transportation Air Quality project, the firm has gained a solid understanding of the transportation
system and mobility needs of Fort Collins’ residents, workers, and visitors. Fehr & Peers also brings cutting
edge tools and research of emerging trends to bear on the process.
Depth of experience in housing and economic issues. EPS frequently collaborates with other team members
on projects of this nature to provide the economic and market analysis to underpin land use plans and
policies. These efforts range from housing demand and feasibility analysis, affordable housing strategies,
growth forecasts, economic development strategies, fiscal impact analysis, public financing strategies, and
retail demand analysis and development strategies. EPS brings a deep local and regional understanding of
these issues, as well as experience applying these approaches nationally.
Technical and strategic sustainability expertise. YR&G provides sustainability consulting services to
organizations, buildings, and communities across the U.S. and internationally. YR&G co-founder and principal,
Josh Radoff has a background in sustainable energy engineering and works at the intersection of sustainability
in the built environment, integration of sustainable energy systems, and organizational sustainability
initiatives. Josh will bring his experience implementing sustainability initiatives in a variety of settings, and
knowledge of emerging concepts to the team. Josh will collaborate with all team members and City staff to
evaluate potential policy directions and tradeoffs and to ensure the recommendations that emerge are
carefully aligned with the City’s Road to 2020 initiatives. Josh is currently working on a number of large master
plan developments with explicit goals of decarbonizing, integrating renewables and energy storage, and
creating positive health outcomes for the local communities.
A commitment to innovative, community-driven processes and tools—Collectively, our team has had
repeated success in organizing community-driven processes, working hand-in-hand with City staff, citizens,
and elected and appointed officials in developing policies and plans in a manner that emphasizes achieving
ownership in the outcomes. As the team’s public engagement lead, MIG brings a longstanding devotion and
commitment to engaging the people who will be impacted by a plan in the process of developing that plan. It
is a simple concept, but one that frequently gets forgotten, overlooked, or short shifted due to limited time,
money and patience or an underestimation of the power and wisdom possessed by residents, property
owners, the business community, and other key stakeholders. MIG is currently leading the Denver Right and
SA Tomorrow (San Antonio) processes—both of which are employing cutting edge branding, high tech
engagement tools, highly interactive events and activities to garner input, raise awareness, and encourage
participation. MIG also brings their sophisticated urban design and real-time 3D modeling capabilities to the
team.
Finally, many of our core team members have a long history of working (and living) in Fort Collins over the past
twenty years and have successfully collaborated on numerous projects together in Fort Collins and in other
communities. With this history comes the ability for us to hit the ground running, to effectively draw upon each
team member’s strengths, and a strong commitment to the City to help make this project a success.
We would be thrilled to work with the City of Fort Collins on this exciting project and would welcome the
opportunity to speak with you further. Please let me know if you have questions about any aspect of our proposed
approach or need additional information. We hereby acknowledge receipt of Addendum 1.
Sincerely,
Darcie White, AICP, Director
Contact information:
621 17th Street, Suite 2250
Denver, Colorado 80293
(303)830-2890 x 33
(303)860-1809 - fax
dwhite@clarionassociates.com
www.clarionassociates.com
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City Plan was first adopted in 1997. Many of the ideas that are now mainstream and widely accepted- mixed-use
development, transit-oriented development, multi-modal streets, walkability - were highly controversial in Fort
Collins at the time of its initial adoption. City Plan (now Plan Fort Collins) has been instrumental in guiding the
evolution of the City, and the next generation of the Plan will continue to do so. Now 20 years later, The City of
Fort Collins is a recognized leader in triple bottom line thinking. Following adoption of the last City Plan update in
2011, the City took sweeping steps to restructure departments, establish metrics and monitoring systems, build
capacity in the form of tools and staffing, and develop comprehensive strategic plans at the executive and
department level—all in direct support of the City’s commitment to becoming a more sustainable community and
organization.
The City has also completed numerous functional, corridor, and area plans, as well as a City Strategic Plan that all
support the above directions. While these efforts have been underway, the dynamics of growth and transportation
in the City—and in Northern Colorado as a whole—have shifted. The City is fast approaching buildout, and in 2014,
TransFort’s MAX Bus Rapid Transit Service opened along the Mason Street Corridor connecting downtown, CSU
and the Harmony Road Corridor. Ridership has been growing, with 3.0 million trips in 2016; additionally it has
spurred a number of transit-oriented development projects along the line. At the same time, single family
development permits have dropped significantly as the supply of available lots dwindle and housing costs are
rapidly rising. With these rapid changes have come concerns about quality of social equity, and community
character.
Some of the key issues to explore include:
Buildout implications on the City and region. Fort Collins is reaching the edges of its urban growth boundary
on the south and east and will likely exhaust its vacant land capacity, especially for single family detached
housing, within the next planning horizon. At the same time, demographic changes and preferences are
impacting the type, mix, and location of housing desired, including providing greater opportunities for infill
and redevelopment. The future makeup of Fort Collins will be impacted by the land use decisions that will be
made during the City Plan process. The decisions the City makes where and how much to grow will affect the
type and location of transportation and other infrastructure needed, what impacts to the environment will be,
what the economic health of the community will be, and the social sustainability of the community. It is likely
that the forecasted future based on existing conditions will result in conflicting goals/aspirations.
Economic health. Allocation of primary employment land has been become more challenging as the City’s
land supply shrinks. The amount and growth of primary jobs, and largely knowledge-based employment, is
attributed primarily to the quality and skills of the workforce, but also to the quality of its designated
employment corridors and the community at large. The amount of land dedicated to employment
development has been challenged in the last 10 or more years, especially since manufacturing growth has
slowed, and also because of pressure for additional retail and even residential development. And while there
is no one absolute right number in terms of employment land capacity, an in-depth analysis of this important
land use category is needed.
Neighborhood Centers. Over the last 10 years, the community has matured, including more infill housing. The
City has had policies and tools in place to try to integrate neighborhood serving commercial development into
these neighborhoods and districts and move away from the existing monocentric retail commercial arterial
corridors. With market changes, along with continuing demographic shifts and desires for more walkability,
the time may finally be ripe for this long-standing policy to begin to take place. The feasibility of and
mechanisms for encouraging smaller-scale neighborhood centers and nodes in the future will need to be
evaluated as part of this effort.
Emerging technologies and trends in transportation and infrastructure. The landscape that defines
transportation is changing faster than ever. New transportation choices in the form of Transportation Network
4 Fort Collins, Colorado
Companies (TNCs) are redefining how people look at certain types of trips. Carsharing is now firmly
entrenched in many people’s psyche. The proliferation of smartphones and constant access to social media
and other entertainment has made transit more convenient and driving more of a burden for some. This
shifting transportation landscape has implications on how Fort Collins should be planning for its future
transportation system. For example, how will Transfort work alongside TNCs? Should parking regulations be
re-thought if future residents lease transportation services more than own cars? How could autonomous
vehicles conflict with Fort Collins sustainability goals?
Advancing climate and sustainability initiatives. In 2015, the City adopted aggressive targets as part of its
Climate Action Plan Framework with the goal of becoming carbon neutral by 2050. Since 2015, the City has
been actively pursuing these goals as part of its Road to 2020 initiative. Efforts to date have focused on
narrowing the focus of the City’s overarching goals through the adoption of a set of 31 high level initiatives.
These efforts have involved close coordination at all levels within the organization and with the broader
community and region.
In revisiting the City’s three foundational plans as part of this unified process, the City seeks to develop a set of
“next generation” plans that:
Are clearly aligned in terms of the visions, goals, actions the City and community are willing to support to take
to reach the goal of becoming carbon neutral by 2050.
Reflect a realistic “picture” of the type of place (in terms of its built form and quality of life considerations)
that Fort Collins will be when it reaches carbon neutrality.
Take into account emerging technologies and trends at all levels.
Identify creative, collaborative solutions and partnerships at the local and regional scale to support the
community’s vision and advance specific goals.
Rigorous, thorough, and transparent participation will be vital to ensure the resulting plans are inclusive of the
needs of the community as a whole. This will include numerous stakeholders and partners within the community
and region, the community at large, and internal stakeholders from within various City departments. We
understand that the community will have a strong interest throughout the planning process on citywide issues and
that more targeted outreach approach on key issues will also be needed at key points during the process. Engaging
stakeholders throughout the plan update process will help maintain open lines of communication, build
relationships, encourage mutual understanding, help reach consensus in a way that will avoid particular interests
dominating the conversation, and will provide for supported and sustainable decisions.
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Clarion Associates will serve as the lead firm, providing overall project management and team coordination for the
three efforts. Fehr & Peers will serve as transportation task managers.
Clarion Associates has a long history of meeting and exceeding client expectations and we are very proud of our
track record of managing projects to a successful completion. Almost every plan that we have prepared over the
past 15+ years has been adopted unanimously by both planning commissions and elected officials, with little
controversy. The vast majority of these efforts involved management of multiple team members. We believe this
success is based on our commitment to:
Taking a “hands on” approach with all of our projects. Our ability to do this is supported by our emphasis on
maintaining a relatively small, but highly-skilled and efficient staff.
Close collaboration with City staff—we view the City’s project manager and staff team as an extension of our
team. We communicate regularly with our project managers (typically through standing weekly or bi-weekly
meetings) and respond promptly to requests and questions.
Building consensus among internal as well as external stakeholders from project initiation to adoption.
Close collaboration with team members. We actively seek partners on our projects whose work we respect
and who we enjoy working with; but most of all, we seek partners who we trust to deliver high quality
products to our clients. Clarion, Fehr & Peers, and EPS have teamed (and are currently teamed) on a number
of projects. We find that the rapport that comes with established team member relationships not only makes
day-to-day coordination more effective and efficient, but more fun.
We carefully manage our budgets and billings to ensure each team member’s progress and invoices are tracking
with the overall project budget for the duration of the process and actively respond to questions as they arise. We
also provide monthly progress reports organized by phase to allow the client’s project manager to quickly ascertain
not just what activities have taken place in a given month and by which team member, but what activities we
anticipate completing over the coming month.
We recognize that City staff, elected and appointed officials, committee members, and other community leaders
will be the ones who ultimately carry out the three plans, and will work closely with you—and our broader team—
to ensure that they fully meets the community’s needs. For this project, Darcie White, AICP, will serve as Clarion’s
Principal in Charge and the overall project manager for the project team. Since she joined Clarion Associates in
2000, she has worked on dozens of plan projects and has served as project manager on over twenty major
comprehensive plan update efforts. She will be supported by Clarion associate Charlie Brennan, who will serve as
project planner on this effort and be heavily involved in the day-to-day workings of the project. Ben Herman FAICP
will also provide targeted support in his role as Senior Advisor, and will play an active role in helping to frame the
process and issues as part of Phase 1. Other key Clarion team members include Dee Dee DeVyust and Sung Han
(who will be joining our team in April) who will provide support throughout the process on graphics, document
production, analysis, and other tasks.
The City of Fort Collins can expect our team members to be responsive, dependable, approachable, and solutions-
oriented. Fehr & Peers’ customer service philosophy is simple: help our clients meet their goals, treat them with
respect, and value each opportunity to work for them.
We respect our clients and treat them the way we would want to be treated.
6 Fort Collins, Colorado
We communicate openly and professionally; respond to e-mails and phone calls within one day.
Only accept scopes, schedules, and fees that we know we can deliver.
Deliver on our commitments.
Lastly, we value the opportunity to work for our clients. Successful client-consultant relationships are based on
trust and we value the many long-standing, trusting relationships that we have developed with clients over the
years.
We provide meeting agendas to keep the conversation focused, facilitate dialogue with an emphasis on listening,
and provide meeting summaries to document key decisions. We have invested time and resources into a project
management system, Vision, which provides immediate access to critical issues such as current labor hours,
accounts receivable, vendor payments, and direct and indirect job costs. At a very quick glance, our project
managers can determine how much budget remains on each task (and direct costs) for a project, and which staff
members have been billing to it.
One of the benefits of Fehr & Peers is our collaborative nature across the company. We work across offices on
projects, technical initiatives internal to the firm, company culture and work/life balance, and national research. In
fact, we deployed integrated phone/workstation software (Microsoft Lync/Skype) in 2012 to better facilitate
seamless collaboration between people in separate locations – we can see immediately whether someone is
available for a brainstorming phone call, we can “share screens” with our colleagues to analyze questions together,
and we can have phone and video conferencing on demand both internally and externally as we need it. These
technologies have allowed us to make efficient and productive use of the resources within our firm, both in
expanding our creative limits and providing quality assurance by accessible technical experts.
For this project, Jeremy Klop will serve as Fehr & Peers’ Principal in Charge for both the Transportation Master Plan
and the Transit Master Plan. As Principal-in-Charge, Jeremy will ensure that the full resources of Fehr & Peers, as
well as our team, are provided to the City of Fort Collins. Jeremy’s experience managing the 2011 Transportation
Master Plan and recent oversight on the West Elizabeth Enhanced Travel Corridor will prove invaluable as the team
works through visioning exercises, policy framework, metrics, and implementation. Ann Bowers will manage the
Transportation Master Plan. Ann will be the day to day contact person with support from Charlie Alexander and
Carly Sieff--all three of whom have recently completed successful projects with the City of Fort Collins. Chris
Breiland will be the Project Manager for the Transit Master Plan task and will be the day to day contact for all
things transit. Chris most recently served as a very active Principal In Charge of the Fort Collins Transportation Air
Quality project. We are pleased to have Gordon Shaw and A.T. Stoddard of LSC Transportation Consultants on our
team to supplement Fehr & Peers in the Transit Plan. Fehr & Peers and LSC have a long history of collaborating
together on similar projects: Snyderville Basin (Park City) Transportation/Transit Master Plan, Park City
Transportation Demand Management Plan, Cache Valley Transit, and Mesa County Grand Valley Transit
Operational Analysis.
We take pride in the quality of our work and are committed to client satisfaction. Clarion Principal in Charge Darcie
White will take a hands-on approach throughout the process, coordinating and participating in key meetings with
City staff, guiding the development of all work products, and reviewing all interim and final work products before
they are provided to the client to ensure they meet our quality standards.
Throughout the process, we will present concepts for major deliverables in outline form or otherwise “mock-up”
ideas to share with City staff and other project stakeholders as appropriate to allow time for discussion and
refinement before significant time is invested.
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Quality assurance and quality control (QA/QC) is an important aspect of the Fehr & Peers corporate philosophy
and a valuable component of the past and future success of the company.
The Fehr & Peers Quality Assurance Plan consists of a series of quality control procedures that include the
following: Record management and retention protocols; Creation of standard procedures training regarding
standards and procedures; Schedule control; Review checklist; Internal team review; Review by third party;
disclaimer on electronic submissions; Individual responsibilities; and Q/A audit procedures. Our experience has
taught us that well-defined goals and objectives must be established at the beginning of each major effort and
each task must be evaluated against those well-defined goals.
Fehr & Peers has a proven track record for our problem solving approach, which is emphasized in the foundation
of project development. This foundation allows projects to be completed to the degree necessary to seamlessly
carry them forward into further planning, design or construction phase. Our clients have found the Fehr & Peers
philosophy to save both time and money.
8 Fort Collins, Colorado
Significant time, resources, and energy have been invested in establishing and working to implement the
community’s vision and goals on a variety of fronts. While support for these visions and goals remains strong, it is
clear that the Fort Collins of 2017 is very different from the Fort Collins of 2011. We believe that carefully framing
these differences, and the potential challenges and opportunities they present for the next twenty years and
beyond, will be a key part of this process. Rather than visioning “from the ground up” we see this process as a
chance to take stock in what has been accomplished to date and to ask a series of tough questions. Now that we
are well on our way to achieving a number of goals, do we like what we see? If the answer is yes, what actions
should we take to ensure we continue on our current trajectory? If the answer is no, what alternatives should we
explore to adjust our current trajectory? Are there unintended consequences of our recommended actions or
tools? What new trends and forces have emerged that we now need to consider? In exploring these and other
questions, we believe this process must be far reaching, yet pragmatic.
Our team brings both a deep understanding of the foundations that are in place and the changes Fort Collins has
undergone over the past twenty years, and a “fresh set of eyes.” We see each of these perspectives as being
crucial to a successful process and set of plans. With this in mind, we’ve developed an approach that is organized
around three basic ideas:
Leverage the City’s existing tools and in-house expertise. Since 2011, the City has developed department
level strategic plans, specialized tools, and staff capacity to help implement its various plans and studies and
monitor progress and conduct community engagement activities to support many of these efforts. We believe
it will be essential to work closely with City staff to not only leverage available resources, but to draw heavily
upon the expertise and experiences of those who have been working behind the scenes to implement these
plans what has worked well, or not.
Focus the conversation where it counts. While background information and analysis will be important to help
underpin the discussion at all stages during the process, more is not always better. We believe that carefully
framing the process around a set of key questions to be addressed up front will help keep the process on
track, result in more productive discussions with stakeholders and the community at large, and ensure that
expectations are met at all levels. Along the same lines, we also believe that the interim work products and
meeting materials are just as important as the end product—all must be concise, clear, and user-friendly, and
focused on the key questions to be addressed.
Integrate the process and product(s) whenever possible. We know from experience that multi-pronged
efforts of this nature are challenging at a variety of levels. In particular, they can be challenging for the public
at large to grasp and can easily lead to “information overload “and “meeting fatigue,” if approached from the
standpoint of a more traditional planning process. They can also be challenging from the standpoint of
ensuring the individual efforts are not moving toward potentially conflicting directions. While there will
undoubtedly be a need for discussions that focus solely on City Plan, Transportation Master Plan, or Transit
Master Plan issues at key points during the process—our approach is to present a unified message and
package of information whenever possible. This approach will trickle through our branding and community
engagement strategy, stakeholder meeting structure, and work products.
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Effective community and stakeholder engagement will be an essential part of this process. An effective community
and stakeholder engagement strategy includes two distinct, but interrelated components. Key aspects of our
overall approach and the role of key team members in each of these components are described below:
Close coordination with the City’s project management team and internal advisory groups and committees will be
a critical component of this process. Project team members will work with staff to organize and facilitate meetings
with all internal groups and committees, with support from other team members as appropriate. Below is an initial
list based on the RFP and our experience. The appropriate timing and number of meetings with each will vary
based on the phase of work that is underway and their role in the process. Key roles and responsibilities of each
group are briefly described below. This list will be finalized along with the sequencing of these meetings after the
initial work session with City Council.
Project Management Team. We will be in close communication with the City’s Project management team
throughout the process. We would anticipate holding regular conference calls or web meetings on a bi-weekly
basis, or as needed, to discuss progress to date, coordinate agendas and preparation for upcoming meetings,
and discuss overall project strategy.
Internal Advisory Group. We will meet with the larger Internal Advisory Group within the City on a more
targeted basis to provide updates on progress to date and to seek input on interim work products before they
are released for broader review. A key role of this group (particularly those from within the City organization)
will be to ensure the project team is fully leveraging available resources in terms of data, expertise, and
contacts to make the process as efficient as possible. In addition, coordination with this group will ensure
recommendations and work products between the three plans are closely coordinated.
Stakeholder Groups. Although we frequently work with citizen steering or stakeholder committees on similar
projects to provide guidance on the process and substance of our plans, and engage them as a sounding
boards, we think the breath of this process and the significant time commitment that would be required to
employ a traditional committee meeting structure could be challenging. We see several options as an
alternative to the more traditional committee model (e.g., monthly meetings for the duration of the process):
1) Use a community stakeholder group or set of groups as targeted focus groups at key points in the process;
2) Tap into existing boards and commissions at key points in the process—bringing them together as a unified
group that is by default reflective of the broader community. This option worked particularly well during the
2011 process; and 3) Engage citizens participating on the core teams created as part of the Road to 2020
initiative.
City Council and Planning and Zoning Board. It is always helpful to hold periodic study sessions with the City
Council and the Planning and Zoning Board—to provide progress updates, present preliminary findings and
alternative solutions, and hear policy and regulatory direction. The officials ultimately will be responsible for
adopting and implementing the updated plans, so having these parties understand the issues, and “weigh-in”
on the choices will be important to the adoption of the plans and to their success in the long-run. Typically,
these meetings would coincide with major project milestones. We have outlined specific milestones for City
Council work sessions as part of our preliminary work, based on the RFP. We would envision Planning and
Zoning Board updates occurring at similar timeframes. Planning and Zoning Board updates could be conducted
by City staff or key team members, as appropriate.
10 Fort Collins, Colorado
Project team members will work closely with City staff, the City’s Communications and Public Involvement Office
(CPIO), and the Colorado State University Center for Public Deliberation (CPD) to develop a robust Public
Involvement Plan for this process. As part of this effort, we will identify clear roles and responsibilities for the
various outreach events and activities, recognizing that some may be conducted by City staff independently (using
the Outreach Tool developed as part of Task 1.7 or other tools the City has found to be successful), and others will
require support from the project team and the CPD. For example, as part of the recent West Elizabeth ETC Plan,
City staff successfully used Textizen to engage students and transit passengers.
We propose a multifaceted strategy comprising a combination of high touch and high tech tools. While the specific
tools and techniques will be confirmed as part of Phase 1, we envision that high touch outreach will include a
combination of highly interactive community activities including traditional meetings, community festivals, pop-up
and intercept events, and “go where they are” neighborhood and community organization meetings. High tech
tools will likely include a dedicated project website, online survey tools including visual preference questionnaires,
social media promotions, iPad polling and the potential for an interactive, user-friendly e-plan as the final
deliverable of the overall effort.
Communications and Messaging
We envision a robust approach to get the word out about the process that includes the following:
Traditional and Unique Communications Channels. An ongoing program for communications through
traditional and social media (leveraging the City’s existing platforms), based on existing communications
channels, including the Coloradoan, the Momentum newsletter, Sustainability e-Newsletter, “Nextdoor”, and
existing organization newsletters (e.g., church bulletins, community and professional group newsletters), as
well as unique communications like sidewalk stencils, table toppers at bars and restaurants, and on-transit
signage.
Online and Social Media Outreach. Using the City’s established networks we will develop and implement an
online and social media strategy that is customized to the City’s needs. We will focus on leveraging existing
tools and networks and lists, providing timely updates, generating participation and a “buzz” around the
process, and directing traffic to official project materials posted online. Our online, email and social media
outreach is typically guided by a written strategy (as part of the Public Involvement Plan) outlining how and
when online tools will be used, as well as assigning responsibility for carrying out the effort.
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Messaging and Collateral Material. Plan-specific messaging and content that will be used in multiple spaces
including the project website, social media, e-blasts, invitations, and affiliated organizations' newsletters.
Tools and Techniques.
We envision using a combination of tools and techniques throughout the process, such as:
Community Meetings and Open Houses. Given the level of public involvement that has already taken place in
the city and individual neighborhoods, we anticipate the community will be eager to be involved in the
planning process. We will design community open houses that are interactive and participatory. We find that
the open-house format (i.e., interactive display boards with staff present for guidance, explanation and
discussion) and small group exercise formats are two of the most effective approaches for public forums
creating the opportunities for individuals to interact directly with project staff and each other, share their
concerns, and ask questions.
Online Questionnaires. Online questionnaires, paired with effective outreach, are proven tools to expand
participation in a planning process. As part of each round of broader community engagement, we will activate
a web-based commenting interface to gather feedback from residents, members of the business community,
and other targeted groups. An online forum for commenting allows people to participate at their convenience
and can be designed to provide important feedback regarding community vision, priorities, and needs.
Community Intercept Events. Organize and participate in intercept events via information tables in high traffic
locations (e.g., university student center, bus stops, senior centers, large employers’ cafeterias, farmers’
markets and neighborhood festivals) to provide information, obtain input, and perform intercept studies. We
intercept people in places and at activities they are already attending, attracting a different (and often
broader) population than a more traditional planning meeting. We frequently design interactive display
boards for project staff and volunteers to use to gather input as well.
Wall Graphics. MIG specializes in meeting management techniques that help participants think conceptually
and work collaboratively toward a common purpose. For key meetings, MIG will use a technique called
“facilitation graphics” that combines the skills of a professional facilitator with graphic note taking. Comments,
questions and key points are recorded on large wall-sized sheets of paper (wallgraphics) that help to establish
the group’s memory of both the flow and the content of discussions. In our experience, this method of
meeting facilitation encourages interaction and leads to group consensus because participants are able to
“see” the discussion as it takes place and can refer to the wallgraphics to build upon each other’s comments.
The wallgraphics will be used to aid decision-making during advisory group and committee meetings, focus
12 Fort Collins, Colorado
groups, and public workshops and forums. The wallgraphics also become the basis for producing written
reports of group discussions.
Hands-On and Digital Design Charrette. As part of the community meeting series, project team members will
facilitate a planning and design charrette that incorporates stakeholder, community and partner input and
feedback for emerging land use, urban design, complete street and placemaking options, including identity,
character, safety, and sustainability. Some portions of the charrette can be facilitated using a unique method
developed by MIG staff that involves real-time 3D modeling and visualizations. We have found that our
interactive 3D digital design charrette can be the most effective way to present ideas and study solutions that
involve city form. Our interactive 3D graphic presentations allow participants ultimate flexibility to quickly test
creative solutions to complex problems. By using tools like SketchUp and Vizhen (MIG’s real time 3D modeling
software), presentations and design charrettes can answer questions on-the-fly rather than “we’ll look in to
that and get back to you.”
Process Documentation. Process documentation is an important component of facilitating an effective and
credible process. Clear and accessible records must be kept of community and stakeholder concerns voiced
during the planning process. This gives participants visible proof that their opinions are being taken into
account as the process moves forward, and creates a reliable source of information from which to draw on as
recommendations and implementation tools are presented.
Our preliminary scope of work is organized around the seven tasks listed in the RFP. While we have generally
followed the outline provided, we have proposed alternate or additional tasks throughout to reflect the approach
described above.
Phase 1: Project Kickoff and Work Plan Finalization
Phase 2: Fort Collins 2017—Where are we today?
Phase 3: Future Fort Collins—Where will our current trajectory take us?
Phase 4: Vision Framework
Phase 5: Scenario Development and Testing
Phase 6: Plan and Policy Development
Phase 7: City Council and Plan Adoption
As noted above, we believe it will be essential to work closely with City staff throughout the process to not only
leverage available resources, but to draw heavily upon the expertise and experiences of those who have been
working behind the scenes to implement these plans what has worked well, or not. In our experience, clearly
defining “who’s doing what” (City staff versus project team) up front will be essential to ensure an efficient and
effective process. The identification of roles and responsibilities (between City staff and the project team) will be a
key point of discussion during Phase 1, prior to finalizing the scope, schedule, and budget.
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Objectives:
Confirm project objectives and key questions to be addressed as part of the process
Finalize scope, schedule, and budget
Finalize Public Involvement Plan and committee structure(s)
As a first step in the process we will conduct initial discussions with staff, key stakeholders, and City leadership
about the primary issues to be addressed, and high-level outcomes and expectations from the Plan update
process. We will also discuss how to most effectively align the Plan update process with major City initiatives such
as the City's Strategic Plan and Road to 2020 efforts. While final details will be developed in consultation with City
project staff, our initial thinking is that initial kick off meetings would include a series of interviews with key City
staff and stakeholders. The purpose of these interviews will be to identify and discuss key issues, directions, and
topics identified in the RFP; and to how these might be addressed within the Plan update process. Some of the
interviews may be piggy-backed onto a series of existing standing meetings, such as the Climate Action Plan
Advisory Committee and the Executive Lead Team. Others might include small group focus sessions with
interdepartmental leaders, chairs of Advisory Boards and Commissions, and others to be determined. We envision
these interviews as a focused effort that occurs over a period of two days. As part of these initial interviews we
would envision exploring these and other questions:
Assessment of existing plans. Where do you see the biggest gaps in the individual plans? What aspects are no
longer relevant? What aspects of City Plan, the Transportation Master Plan, and the Transfort Strategic
Operating Plan are still working well and should be carried forward?
Linkages to other plans and ongoing efforts. What opportunities are there to leverage the City’s Road to 2020
work (and other ongoing efforts) as part of this process? How is the City’s Strategic Plan being used in
conjunction with these three plans? How are the City’s department level sustainability plans being used in
conjunction with these three plans?
Focus areas. What are the key focus areas (topical or geographic) you think the plan update should focus on?
What are the biggest issues or opportunities you see for each of these focus areas?
Community and stakeholder engagement. Do you have any insights on how to make the community and
stakeholder engagement components of this process effective? Examples of other successful events in the
community or suggestions on what hasn’t worked in the past?
The project team will assemble notes from the stakeholder interviews and produce a brief summary highlighting
key issues, common themes, and areas of concern that emerge from the various conversations (see Task 1.3).
Based on input received during initial kickoff meetings, the project team will work with City staff to develop a brief
“report card” for City Plan, the Transportation Master Plan, and the Transit Master Plan. We view this as a more
“tactical” version of the typical plan assessment with a focus on the identification of:
Major successes and outcomes that have emerged from each plan;
Status of recommended actions—complete, in process, or not yet initiated (in summary form);
Major shortcomings or gaps in each plan as they relate to the key themes and directions identified as part of
Task 1.1;
How staff from different departments are (or are not) working together to achieve plan outcomes;
Potentially conflicting goals/recommendations; and
Potential policy gaps to be explored as part of this process.
14 Fort Collins, Colorado
A key part of this analysis will be to clearly (and concisely) convey how well the suite of plans and tools the City has
in place today supports the key themes and directions identified, and what major changes in direction are needed
as part of this process.
The project team will prepare a summary document or project “charter” that identifies key themes and directions
that emerge from staff, leadership, and stakeholder interviews as well as our analysis of the current Plan
documents. This document will be used as a foundation for discussion at the initial City Council work session.
Based on input received from City Council, it will be revised as needed and used to guide finalization of the work
plan, Public Involvement Plan, and analysis of key trends and issues in subsequent tasks and phases of the update
process. It will also be used periodically as a "touchstone" document, to ensure that the update process remains
on track with expectations.
Key members of the project team will participate in a work session with City Council to present the initial summary
of key themes and directions and seek input and perspective on their desired areas of focus and expectations for
the process and Public Involvement Plan. Based on input received from City Council the project charter will be
finalized.
Based on the results of initial kickoff meetings, and input from City Council on the project Charter, the project
team will work with City staff to prepare a final scope, schedule, and budget.
Project team members will develop a comprehensive Public Involvement Plan in coordination with City staff, the
City’s Communications and Public Involvement Office (CPIO), and Colorado State University Center for Public
Deliberation (CPD) to identify how best to conduct outreach to community members during the project. The
strategy will include components such as identifying target audiences and key milestones for engagement;
determining the level of engagement desired from target audiences at each milestone; developing tools for
engaging target audiences at appropriate levels; and creating a stakeholder and community engagement timeline.
It will also include a detailed process diagram to illustrate the sequence and timing of project activities in a succinct
format. It is likely that the Public Involvement Plan may be updated or revised throughout the course of the project
as issues and policies unfold. As a key part of our strategy, we will work with City staff to explore innovative
outreach strategies such as interactive polling, community workshops, and digital design charrettes, and will
identify specific strategies to be included in the Public Involvement Plan. As part of this task, we will work with City
staff to identify clear roles and responsibilities for the various outreach events and activities, recognizing that some
may be conducted by City staff (using the Outreach Tool developed as part of Task 1.7), and others will require
support from the project team and the CPD.
Project team members will work with City staff to develop the project branding and marketing standards, which
includes project logo development, color and font selection, deliverable templates and style guide. Establishing
these standards early in the process is critical for building brand recognition and project identity, and for
maintaining graphic consistency throughout the duration of the project. It will be important to establish an
overarching look and feel for the three plans, as well as distinct elements and graphic elements for each effort. We
will provide three preliminary concepts, one revised concept, and a final concept based upon initial input and two
rounds of feedback.
Project team members will create a toolkit (i.e., meeting-in-a-box) for City staff, partners and/or volunteers to
conduct “go to where they are” meetings, which include inviting neighbors over for coffee, attending activity fairs,
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riding on transit and engaging with other riders, or attending standing meetings with established neighborhood
groups and organizations. Included in the toolkit task is the design and facilitation of an invitation-only training for
interested participants.
Objectives:
Provide a comprehensive understanding of community-wide conditions and ongoing or emerging trends in
Fort Collins in 2017.
Building a solid foundation of technical information on which to base discussions with the community, elected
and appointed officials, and other project stakeholders.
Project team members will work with City staff to develop a dedicated project website or webpage for the project
using the most appropriate of MIG’s suite of web-based tools. While we recognize the advantages of a city-hosted
site (as suggested was the preference in the addendum to this RFP), we see an opportunity to combine the
functionality of a project website and the City’s desire for an ePlan, and would propose further discussion on
possible options. Whether hosted by the City or the project team, the website will contain current information on
the status of the project, downloadable documents and presentations, and a method to send information and
input to appropriate project staff. The website will include a moderated blog and options for an online survey. We
will provide reporting of site statistics and network performance as requested by City staff. We will work with City
staff to determine final website features and content; however, we anticipate using some combination of the
following tools:
Administrative Center: simple website management tools for City staff and the project team;
Comment Publisher: this tool can be used for registered users to provide web-based comments on planning
documents, as well as on other items;
Calendar and Event Manager;
Document Library;
Featured News;
Interactive Survey;
Integrated Search;
Content Management: ability for site administrators to edit any of the site’s content pages and easily link
pages to a library folder or any other site information;
User, Group and Folder Permissions Management: allowing multiple levels of access for web site
administration, City staff and the public; and
Google Translate toolbar: enabling users to easily translate the website into over 60 different languages.
The website will be used throughout the planning process or longer as needed and mutually agreed to. The
website will be used as an online extension of public outreach events, including public meetings, popup/intercept
events, and open houses, providing another forum for community engagement. The website will provide a space
for the project team to share working concepts and drafts with the community, getting real time responses and
feedback as ideas are developed. And finally, as noted above, the website can evolve into an ePlan after the
planning process is complete and the plan is adopted. See Phase 7 for details on the ePlan.
Once the project is completed, we will send the City electronic copies of all website materials and content to be
reloaded on the City’s website. MIG retains ownership of all underlying software and publishing tools. Reporting of
site statistics, usage, and network performance will be provided at the request of City staff, but no more frequently
than quarterly.
16 Fort Collins, Colorado
Project team members will work closely with City staff to develop a series of standalone white papers on key
topics. The white papers will provide the data, analysis, and technical information needed to underpin discussions
in subsequent phases of the process. This task will build upon the extensive background information that has been
assembled by staff to date and the results of the travel behavior survey and Transit-Specific Customer Information.
Key takeaways that emerge from this task will be used to inform a succinct and highly graphic comparison of Fort
Collins 2017 versus Future Fort Collins in summary form for broader public consumption as part of Phase 3. The
following topics and questions will be explored:
2.2.a. Demographic & Equity Indicators. We will work with City staff to develop a profile of demographic and
equity to inform the process. This paper will explore population trends and growth rates, demographics (race,
age, gender, and geographic distribution), health indicators and estimates (proximity and access to care,
healthy foods, obesity, graduation rates), and equity considerations (wage distribution in comparison to home
inventory prices, jobs, and distribution of social services). In addition to helping convey typical demographic
trends and changes in the City’s population over time, we see a key component of this task being the
identification of new benchmarks to document and track social progress in the community. This effort will
build on the City’s Social Sustainability Strategic Plan. In doing so we will look to national and international
models, such as the Social Progress Index. This information will be used to help frame equity considerations as
part of scenario development and testing in Phase 5.
2.2.b. Land Use and Growth Capacity. We will work with City staff to conduct a comprehensive inventory and
analysis of existing land use conditions and future growth opportunities within the City. As the City nears
buildout, discussions of land use and growth opportunities will become more and more nuanced. We see this
analysis as a crucial tool in helping to frame what types of growth opportunities remain and where based on
the current plan, and establishing a framework for the exploration of “what if” scenarios and tradeoffs as part
of Phase 5. Key components of this analysis include:
— Existing Land Use Pattern and Development Trends. Existing land use patterns and
development/redevelopment trends will be documented, with a focus on what’s changed since 2011. A
key focus on this step will be to explore where development has occurred outside the parameters of the
current plan (e.g., more intense than anticipated or less intense than anticipated). Character and form
issues will also be explored from the standpoint of understanding where potential compatibility issues are
most concerning to the community and will require a higher degree of focus as future scenarios are
explored.
— Future Growth Capacity/Structure Plan analysis. Quantifying the amount, location, and type of land
available for development within the City is an important step in the process. In preparing this analysis,
we will work with City staff to document the existing inventory of both vacant and underutilized land by
Structure Plan category and zoning district. Average densities assumptions (or a density range) will be
assigned as a means to translate this information into buildout potential based on the current plan. This
information will be used to help inform housing and employment demand discussions as part of sub-tasks
2.2c and 2.2f and to answer the question of whether the land we have proposed for different types of
uses align with our anticipated demand. In particular, conditions in Low Density Mixed-Use Neighborhood
Centers will be documented as a precursor to more in-depth analysis as part of the scenarios analysis.
— Areas of Change and Stability and resulting Focus Areas. The results of the Future Growth Capacity
analysis above will be translated a conceptual representation of areas of change and stability in Fort
Collins. This step will be used to help narrow the scope of our scenario discussions as part of Phase 5
through the identification of geographic focus areas (e.g., Low Density Mixed-Use Neighborhood Centers)
where the greatest opportunity for an alternative future exists and should be explored as part of the
process. The boundaries of these areas will include locations that have experienced significant change
since 2011 (as evidenced by building permit/teardown permits) and are likely to see infill and
redevelopment activity in the future due to the availability of vacant land, access to the MAX line,
presence of large underutilized properties, market demand forecasts, economic and infrastructure assets,
low improvement to land value ratios, or other factors. We will clearly distinguish remaining greenfield
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sites or areas (like the Mountain Vista Subarea) from those slated for infill/redevelopment for the
purposes of discussion. Areas of stability that emerge from this analysis will be evaluated from a policy
perspective to determine whether more targeted input is needed to support the protection of historic
resources, neighborhood reinvestment, or other needs.
— Future Use Suitability Analysis. We will develop a quantitative and qualitative suitability framework to be
used to assess the potential uses for Areas of Change identified. The suitability framework will be used to
match Areas of Change with future demand estimates to underpin the development of the baseline and
alternative scenarios.
— Development review process and regulation of development activity. We will work with City staff to
document key aspects of the current development review process and zoning code that have been most
successful in advancing City Plan recommendations and those that have been problematic. The purpose of
this analysis will be to help flag potential scenarios to explore as part of Phase 5 and to inform possible
implementation strategies as part of Phase 6.
— Peer cities comparison. Based on the information assembled above, project team members will provide
peer city comparatives on a variety of land use factors (e.g., typical density ranges, regulatory tools, and
others identified in collaboration with City staff). We will draw upon the list of peer cities assembled as
part of the Road to 2020 work as a starting point for discussion. The purpose of this effort would be to
identify alternative approaches that could be used to help inform the analysis of scenarios as part of
Phase 5, and ultimately to help inform possible implementation strategies as part of Phase 6.
2.2.c. Housing Demand. Building on work completed in the Housing Affordability Policy Study (completed by
EPS in 2014), project team members will provide and update data and analysis related to housing trends,
costs, and mix, including an analysis of housing mix and conditions in peer cities. In addition, we will develop a
baseline housing demand forecast to include an estimate of demand by demographic groups (age, income,
household formation) by product type and by location based on historical trends and changing consumer
preferences. As part of this effort, outreach to local and national developers, realtors, and brokers will be
conducted to help inform the identification of trends/ gaps in housing stock. The forecast by household type
will be used to estimate demand for housing unit type based on recent trends in Fort Collins and region. The
capacity analysis will be compared to the demand estimate to develop a realistic capture by household and
housing type to inform the baseline forecast. Using the housing demand analysis, EPS will develop a set of
pressing issues related to current land use framework, resultant demographic make-up and economic base
and health. These issues will help frame the scenario development and also the development of the metrics
used to assess each scenario.
2.2.d. Transportation. The first step in the transportation plan process is to learn how effectively the City has
been at providing a functional and desirable transportation system. We will work to learn who the system is
working well for, and who may be underserved. The City has already been asking these questions especially to
determine qualities that the community considers worthwhile—mobility choices, reliability, safety, equity.
These values will play a critical role in development of the criteria that will be used to evaluate the
transportation system and prioritize new investments. Using the transportation data identified in the RFP in
concert with relevant regional and national trends, we will document the current transportation conditions
and trends in a white paper to inform the rest of the Project.
Specific to transit, the initial review of existing transit services will be completed using performance measures
established in the most recent Transfort Strategic Operations Plan (TSOP). As part of the 2009 Transfort
Strategic Operations Plan, City Council established productivity as the priority for delivery of transit services,
emphasizing frequency of service over coverage. Performance measures used in the 2009 TSOP included
passengers per hour and passengers per trip. Using data to be provided by Transfort, we will complete an
analysis of the existing service using these key performance measures. These performance measures are
related to service productivity, the priority for service and one of the goals in the 2009 TSOP. Another goal of
the TSOP is to “provide enhanced mobility for seniors, youth, disabled, and transit dependent.” We propose to
establish baseline measures of performance for these target transit markets using measures of coverage such
as percentage of each population group served and current use of transit services. Current levels of
productivity, use of transit service by the target market groups, and coverage will be compared to the baseline
18 Fort Collins, Colorado
information from the 2009 TSOP and the Transfort Service Standards. The results of this review will be used to
expand on the route profiles developed for the TRIP Report.
Understanding current transportation trends and forecasting how these trends may influence future travel
choices is a critical part of developing a future land use-transportation vision and identify future
transportation projects and policies. To understand how a future Fort Collins will travel, our team will analyze
data provided by the City, results from the travel behavior surveys, and the current research on changing
transportation trends. A major component of this task will be the application of Fehr & Peers TrendLab+ tool
(see Task 3.1).
2.2e. Climate and Environment. Project team members will work closely with City staff (particularly within the
Sustainability Services division) to document progress to date on the City’s Climate Action Plan, Nature in the
City program, Road to 2020, and other sustainability initiatives. Key components of this task will be to: 1)
Identify and document areas of focus with respect to environmental resources in the City (e.g., expanding
access, improving wildlife habitat connectivity, and other features); 2) Understand the process currently
underway for implementing the 31 high-level initiatives adopted by City Council in 2016 to help advance the
City’s Climate Action Plan goals and identify opportunities to help advance these initiatives through this
process; 3) Build an understanding of key areas of vulnerability identified as part of the City’s 2015 Water
Efficiency Plan, as well as other climate adaptation and resiliency goals that will influence the evaluation of
potential scenarios as part of scenario development and testing in Phase 5; and 4) Document the City’s
progress to date on energy efficiency and alternative energy initiatives. We also see this task as an opportunity
to review the City’s decarbonization goals in the context of new development and technologies, i.e. the falling
price of solar and wind, availability of community solar gardens, electric vehicles, battery storage, shared and
autonomous vehicles, availability of innovative financing like PACE, and the ability for public and private
entities to integrate these together into a weave of microgrids.
2.2f. Economy. Project team members will provide data and analysis documenting existing conditions and
recent trends related to employment by industry, wages, jobs/housing balance, development trends, and
market conditions (rental rates, vacancies). We will develop a future baseline employment demand forecasts
to estimate the potential demand for employment within the region and Fort Collins by industry type. The
estimated demand for non-residential development will be estimated based on employment forecast. The
demand for non-residential development will be used to estimate land demand. The demand analysis will
factor in recent regional trends and Fort Collins role as the center city and its capture rates of employment by
industry. We will organize future employment growth by industry into industries that are driving primary
employment growth, industries that are support existing businesses, and industries with businesses
supporting households. This framework will help clarify how land demand is impacted by employment within
each category and where these types of jobs/firms will likely locate. Ultimately the demand estimate will be
measured against the land/development capacity estimates, which will allow for the development a realistic
estimate of capture of jobs by type. As well, any miss-matches in demand and land use
designations/regulations will be identified to illustrate if the City has the "right" type of employment land in
the "right" locations. Using the employment demand analysis, we will develop a set of pressing issues related
to current land use framework, resultant demographic make-up and economic base and health. These issues
will help frame the scenario development and also the development of the metrics used to assess each
scenario.
2.2.g. Infrastructure. A critically important piece of understanding current conditions is the current state of
good repair of the city’s highway, bridge and trails system and the apparatus that supports it. Most of our
effort for this portion of the plan will be devoted to identifying, defining, and describing state of good repair. A
complete transportation plan must address the infrastructure that serves people using all of the various
modes, including:
— Non-motorized routes of transportation including bikeways and pedestrian
— Major and secondary arterials and collector roadways
— Transit network, services and assets
— Public parking
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— Truck Routes
— Roundabouts
— Bridges
— Pipe conditions and state of repair
Building upon the existing conditions assessment and the projected Transportation needs, the necessary
infrastructure to support Future Fort Collins will be determined. One effort for this phase of the plan will be
devoted to identifying existing capital elements under the City of Fort Collins jurisdiction and defining and
describing state of good repair. In the 2011 update, staff from nearly every department involved in
maintenance and infrastructure project delivery contributed data on investments, maintenance costs,
performance standards, and funding sources. This input was crucial to the ongoing relevance of the document
to future Budgeting For Outcome (BFO) pursuits. This effort will provide details on costs needed to maintain
and address standards for these facilities. Discussion will also center on sustainability of the current
maintenance programs and options for funding additional maintenance in the future. Considerations for
distributed and renewable energy and storage will also be considered, building on analysis conducted as part
of subtask 2.2e, above. This could include total cost of ownership of traditional utility energy and
transportation (or mobility) versus distributed renewable and electric versions of the same.
While more technical in nature than other work products we will produce, we see the need to approach this
task with a similar attention to brevity and focus on key questions to be addressed as we’ve stressed in other
parts of our proposal. For each of topical areas listed, project team members will develop an initial outline for
City staff for review as a first step to ensure the information being gathered and analyzed is on-point. At the
outline stage, we will also work with City staff to confirm which data exists/has been assembled already and
where new third party data may need to be obtained by the project team. We recommend creating a
centralized information clearinghouse in the form of a shared Dropbox folder for use by City staff and the
project team throughout the project to provide quick access to information that’s readily available and to
minimize duplication of efforts.
Project team members will work with City staff to provide input to help frame the community values survey, travel
behavior survey, and Transit-Specific Customer Information efforts that will occur independent from this process:
Community Values Survey. This statistically-significant community survey provides an opportunity to test key
questions and preliminary directions that emerge from initial kick off meetings and to specifically explore
values in each of the outcome areas as a key input to the preparation of the Vision Framework as part of
Phase 4.
Travel behavior survey and Transit-Specific Customer Information. The travel survey will provide critical
information about how Fort Collins residents travel. Fehr & Peers has extensive experience in both developing
and applying these types of travel surveys. In concert with the transit on-board survey, we will better be able
to answer key questions like:
— Where are people going?
— What mode are they choosing?
— Why do they make different modal choices?
— When do people make certain types of trips?
— What are the key travel markets for the different modes?
By understanding the answers to the questions above, we will have better insight as to the how and why
people in Fort Collins travel the way they do and what type of future transportation system can best
accommodate their travel needs.
20 Fort Collins, Colorado
Project team members (or City staff if desired) will facilitate an intercept event to educate stakeholders about the
planning process, to inform them how their input will be used throughout the process, and to identify what the
community thinks about the current state of Fort Collins. This intercept will be the first touchpoint in the
community and aim to develop community buzz and excitement around the project. The feedback received from
the intercept will be included in the Trends and Existing Conditions White Paper. Intercepts work best when a large
amount of people are gathering at an already scheduled event. Depending on timing, possible events and locations
in Fort Collins include: Tour de Fat; Music Festivals; Marathons; First Friday Gallery Walk; Dog Parks, and the
Sustainable Living Fair.
Objectives:
Establish a clear understanding of baseline scenario. Where will the City be in twenty years based on the plans
we have in place? What opportunities, barriers, conflicts, and trade-offs exist based on the policies we have in
place today?
Identify pressing issues to be explored through vision and scenario development as part of Phases 4 and 5.
Fehr & Peers will facilitate a TrendLab+ workshop with the City’s management team and other invitees (to be
determined by the Management Team) to consider how changing trends may affect future travel patterns and
needs. TrendLab+ was specifically designed to provide additional insight about future transportation trends that
could be strongly influenced by demographic, social, and economic forces that are not typically included in a
transportation analysis. The workshop will have a two-part format: a deep-dive discussion with transportation
industry experts and team advisors; and facilitated group conversations applying the Fehr & Peers TrendLab+ tool
to consider trends including job market health, fuel prices, social networking, autonomous vehicles, vehicle
ownership rates, VMT, and other factors. The deep-dive discussion allows the Management Team and other
invitees to explore in detail the various issues (known and unknown) that may influence travel in the future; and
the TrendLab+ tool exercise provides team members to consider the degree to which these various factors may
interact or influence one another TrendLab+ was specifically designed to provide additional insight about future
transportation trends that could be strongly influenced by demographic, social, and economic forces that are not
typically included in a transportation analysis.
As a part of our effort to ‘rethink’ Transportation and build upon the Enhanced Travel Corridors (ETCs), we propose
to examine the City of Fort Collins’ transportation network from the perspective of all users through the lens of a
“layered network.” Layered networks are an extension of the Complete Streets philosophy, but clearly recognize
that it can be inappropriate to accommodate all modes on all streets with a high level of service for all. This is a
concept that was recently documented in a Recommended Practice for ITE that Fehr & Peers authored and may a
have strong application within Fort Collins to fulfill the triple bottom line goals of economic, human, and
environmental sustainability. Layered networks recognize that while all traveler types need to be accommodated
within a community, no single street can accommodate all transportation users at all times. The layered network
concept envisions streets as systems, each street type designed to create a high quality experience for its intended
users. For example, a layered network concept allows for certain streets to cater to specific modes or user types,
while discouraging incompatible uses. For example, a main street may be planned to provide a pleasant experience
for shoppers on foot, utilitarian cyclists, and people wishing to park on-street, while discouraging its use by ‘cut-
through’ traffic and large trucks.
Fehr & Peers has had the opportunity to pilot test the layered network concept in other communities. Through our
outreach with agency staff, community groups, and modal interests, we learned how various roadways have
different user types and thus have different needs. One particularly challenging example is a street that works to
21
serve both people bicycling and frequent transit. Since both modes travel at a similar speed, overtaking and
leapfrogging can be common. Fehr & Peers will bring cutting edge research into this topic and recent project
experience for 15 corridors in a variety of urban and suburban settings across LA County. We will bring lessons for
bus operator training, cyclist education, facility design, and thresholds developed in the Project with input from a
national peer review team.
Drawing from data and analysis completed to date as part of Phase 2, and Task 3.1 above, project team members
will prepare a highly graphic summary document that clearly conveys a baseline scenario for the City—where will
we be in twenty years based on the policies we have in place and the current trajectory we are on. As a precursor
to the scenario work in Phase 5, this report will provide an overview of the various topics explored in depth as part
of Task 2.2 into a unified narrative that illustrates:
Major changes and achievements since 2011. How have we evolved as a community in terms of our
demographics, housing and employment options, transportation system, environmental and climate
considerations, and, social equity standpoint? How has the City organization evolved since 2011 as a result of
our current policies?
Description of Future Fort Collins. Based on our current policies, what will Fort Collins look and feel like in the
future? How big will we be? How will the character of our community have changed? What types of housing
and employment options will we have? How will we get around the community? Will we have met our climate
and environmental goals?
Emerging trends. What new trends have emerged since 2011 that will shape our economy, transportation
systems, land use patterns, and ways of doing business in the future? (i.e. new technologies, infrastructure,
business models, and systems)
Major takeaways. What are the implications of the above on our possible futures? What choices might we
explore in light of the emerging trends identified? What tradeoffs might we be forced to make? What choices
will we need to consider as we explore possible scenarios for the future? What geographic areas present the
greatest opportunity for us to change course? What key questions will need to be answered as we develop our
updated vision statements and principles and recalibrate our plans for the future?
This report will incorporate infographics, illustrations, and other graphic tools to translate complex data and
analysis into an easily understood narrative that sets the stage for subsequent discussions. We will take a
disciplined approach to preparing this report (as well as the white papers) to ensure that we develop a succinct,
digestible document.
Project team members will prepare materials for and facilitate a Community Workshop to officially kick off the
public engagement process for the City Plan, the Transportation Master Plan, and the Transit Master Plan. This
meeting includes a presentation, an open house portion with stations and then a large group discussion to finish
the workshop. This first meeting will present the analysis of existing conditions, Future Fort Collins (based on
current plans and trends), and ask the public for feedback. MIG will use wall graphics to record the discussion and
will provide a summary of the meeting on the project website. Following the workshop, we will create a workshop-
like interactive activity on the website to further engage stakeholders. Feedback from the public meeting and the
online activity will be documented and posted on the project website. The feedback received from this meeting
and the online activity will provide the basis for the draft vision and goals.
Objectives:
Revisit the City’s vision in each of the seven outcome areas and refine/update based on what we’ve learned.
Develop draft Transit Master Plan vision, associated policies and updated service standards.
22 Fort Collins, Colorado
Using input from the community values survey, the existing plan “Report Card,” and received input from project
stakeholders and the community to date, the project team will work with City staff to prepare a preliminary draft
of the updated vision statements and principles in each plan for review and discussion.
City Plan. This interim document will draw upon the vision statements and principles contained in the 2011
City Plan document as a foundation with an eye toward:
— What’s no longer valid based on our current conditions? –Are updates to existing vision statements and
principles needed? Are there certain vision statements or principles that are no longer valid?
— What’s missing? Where do we have potential gaps in the current visions? Are additional principles
needed to support existing vision statements in some locations?
— How can the structure of both plans be updated to better meet future needs? We will explore with City
staff possible structural, organizational, or other updates that may be warranted to more clearly align
with the input received as part of Phase 3 work and the needs of a changing community.
Transportation Plan. Central components of the Transportation Master Plan are the vision and principles that
guide every aspect of plan implementation, including the programs, projects, and actions that will serve as the
basis for the City of Fort Collins’ future transportation system. The purpose of this task is to update and refine
the City’s existing set of transportation vision statements and principles. We will work with City staff to
refine/update previous vision statements and the specific principles that support them. Front and center to
the Transportation Plan are priorities that:
— Provide convenient and safe access to employment, education, and recreational opportunities for Fort
Collins citizens in both urban and rural environments.
— Provide a transportation system that will work efficiently and safely over the years.
— Provide energy efficient transportation options.
— Provide a high quality, world class travel infrastructure.
The degree to which specific vision statements or principles are fine-tuned or replaced altogether in each plan will
be informed through the community engagement process. The preliminary vision and goals will also be used to
establish a foundation for the development and testing of key policy choices or scenarios, and the more in-depth
policy framework.
Transfort’s Mission Statement emphasizes easy, modern transit to meet the community’s present and future
transit needs. The 2009 Strategic Operating Plan emphasized a grid-based network for greater coverage and
additional frequency and service span on core routes. Transfort has been implementing the ideas in the Strategic
Operating Plan with great success, seeing a nearly 75 percent increase in ridership between 2009 and 2016.
The question we tackle in this task is: How should Transfort modify how it delivers and operates transit in the face
of the changes identified in Task 3? To tackle this question, our team proposes a pair of workshops to spark a
discussion on transit’s future in Fort Collins.
Workshop 1 – Resilent Transit. How should transit respond to changing technologies, demographics, and
customer expectations? We propose a facilitated discussion with local and national transit experts, including
Nat Bottingheimer (former Assistant General Manager of WMATA), Chris Breiland (Fehr & Peers Pacific
Northwest Transit Practice Leader), Gordon Shaw (LSC’s Transit Group Lead), and Alan Castaline (former
Director of Operations Planning at MBTA) to understand how other transit agencies are planning for and
addressing these changes.
Workshop 2 – Optimizing Transit Accessibility. Determining the right mix of transit coverage and frequency is
important for defining a city’s transit vision. We propose an interactive planning session with stakeholders to
develop an understanding about how to strike the right balance. Previously, we have used a “yarn game” to
lay out a potential transit network that exemplifies a community vision. There is a yarn budget and higher-
23
frequency, longer spans result in less yarn to spread around the board. We also look forward to discussing
alternative service delivery options, like ride hailing services in low-density areas.
Based on the outcome of these workshops, we would work with City staff to summarize a transit vision and revise
policies to better align with the vision. Specific performance and operating standards would be developed as part
of Task 5.
Project team members (or City staff, if desired) will facilitate an intercept event to share draft vision and goals and
get feedback during populated events such as the First Friday Gallery Walk or at one of the City’s farmers markets.
The feedback received from the intercept will be included in a summary online.
Project team members will coordinate a large outdoor meeting with pop up elements that are done in conjunction
with a large community event in Fort Collins; this event will be chosen with the City and Colorado State University
Center for Public Deliberation input to identify the most impactful event, and may include community partners
such as food trucks or other mobile vendors. We will develop several interactive activities to educate and engage
participants. At this meeting and corresponding pop up stations, we will share draft vision elements and associated
goals to public for feedback. Following the event, we will design and deploy an online questionnaire that
corresponds to this event; this survey will be used to test the key elements of the emerging vision and goals and to
gather community feedback that will inform the evaluation of growth scenarios. Feedback from the public meeting
and the online activity will be documented and posted on the project website.
Objectives:
Explore alternative futures and potential tradeoffs based on the trends and forces identified and community
input received to date.
Identify a preferred direction to inform the development of more detailed policies and implementation
strategies for the three plans.
This task will include a brief memo (developed with input from all team members and City staff) that outlines a
basic framework for the analysis of up to five alternative scenarios for discussion. The purpose of this memo will be
to define: how many scenarios will be explored, what they include, what specific geographies will be evaluated,
the appropriate level of detail, and the extent to which particular issues will be analyzed from a qualitative or
quantitative perspective. In developing the framework, project team members will consider the following based on
work completed to date:
Major drivers: Population projections, land supply, housing and employment demand, and community vision
and desired outcomes.
Inputs the plans can influence and we can test in light of above: How can we accommodate the above based
on our land use patterns, transit service, housing types/location, and transportation alternatives (origins-
destination patterns, regional considerations)?
Potential tradeoffs: Housing affordability, neighborhood impacts, commuting/jobs-housing balance, traffic
and parking system implications, ridership, GHG, water conservation, energy efficiency, and equity and health
implications.
Key members of the project team will review and refine this memo based on discussions with City staff and the
Internal Advisory Group prior to proceeding to Task 5.2.
24 Fort Collins, Colorado
Development of scenarios will require close coordination among all team members. Working closely with City staff,
project team members will translate concepts defined as a part of Task 5.1 into develop an initial draft of the
scenario concepts to depict different possible futures. Key components of the analysis will include:
Analysis of land use and community character/neighborhood considerations. We will document and quantify
proposed changes to the Structure Plan for each scenario in terms of land use type and intensity for analysis as
part of the steps below.
Analysis of community character/neighborhood impact considerations. Using digital modeling tools, we will
analyze scenarios from an urban design, neighborhood impacts, and placemaking perspective.
Analysis of housing, employment, and fiscal considerations. Project team members will analyze the growth
scenarios related to housing mix, housing affordability, jobs/housing balance, economic health, and high-level
fiscal cost (if necessary). We provide input on the formation of the scenarios based on the demand studies and
aid in the development of the key issues/potential tradeoffs the scenarios need address. We will work within
the City’s Office of Economic Health to ensure the analysis is performed within the framework of the City’s
triple-bottom line analysis and incorporates goals and desired outcomes developed as part of the recent
Economic Health Strategic Plan and Social Sustainability Plans.
Equity and health considerations. We will work with the City’s Social Sustainability Department team to
evaluate potential equity and health considerations associated with each of the scenarios. This analysis will be
closely aligned with the analysis of housing and employment considerations above.
Analysis of climate and environment considerations. Using the existing tools and staff expertise the City has
inhouse (e.g., Transportation Air Quality Tool), we will work with the City’s Environmental Services
Department team to evaluate potential impacts of each scenario on greenhouse gas, water consumption,
energy efficiency, and other environmental considerations. Specific parameters will be determined in
consultation with City staff – building on work completed to date as part of the Road to 2020 initiative;
however, possible options to explore could be the costs relative to the base case of various amounts of
decarbonization, using combinations of onsite solar, offsite solar gardens, purchased wind, efficiency, electric
vehicle penetration, and including various utility rate structures to evaluate against.
Synthesis of key choices/potential tradeoffs. Key choices or potential tradeoffs for each scenario concept will
vary, but will likely to include considerations such as conceptual transit service networks (see Task 5.3 below)
jobs/housing balance, land use mix, housing affordability and other equity considerations, neighborhood
character, and climate and environment considerations. To reinforce the City’s commitment to triple bottom
line thinking a clear linkage between each of the scenario concepts and the City’s seven outcome areas will be
established.
Analysis of transportation accessibility. Transportation scenarios would build upon the layered network
approach and could include a transit-heavy scenario (maximizing accessibility to transit), a bicycle-heavy
scenario (build-out of the bicycle master plan), and a “do-nothing” scenario (no additional investments).
Performance measures would be utilized to determine if additional improvements or policy changes are
necessary to achieve each scenario (land use changes, infrastructure investments, and/or vehicular
congestion).
The outcome of this task will be a highly visual packet that succinctly conveys each of the scenarios and the key
choices/potential tradeoffs for consideration. This information will be used as a foundation for the third
community engagement during Task 5.4.
As the scenarios are developed as part of Task 5.2, corresponding transit networks will be developed for each
scenario. The transit networks will define corridors and service areas reflecting the different types of service
needed in the community and operated by Transfort. These networks would be developed in a way that supports
the transit vision and aligns with the larger land use and transportation framework developed in this plan. Our
analysis will help to answer some important questions:
25
How will transit markets change and what service would best meet demand?
How can we improve pedestrian and bicycle access to transit and what is the effect on ridership?
What are the next MAX-like lines and how will they integrate with other modes in their respective corridors?
What transit service and operating standards are required for the desired system?
How can “alternative services” be part of the transit solution, particularly for low density areas and
paratransit?
How many service hours will the system require and what are the capital costs?
To conduct the transit analysis, our team will begin by defining performance measures to judge the performance
of the system. Our approach is to use performance measures that are easily understood by the community and
advance the transit vision defined in the previous task. Performance measures will include both typical metrics like
productivity and riders per hour and some innovative measures like transit accessibility that consider transfers and
walk time between origins and destinations. The core data for the analysis will be developed using the City’s TBEST
model for both ridership generation and Title VI analysis. Our team has extensive experience using TBEST models
for both ridership and equity analyses.
Capital and operating cost implications of each transit network will be estimated. We will use cost data from
Transfort with a fully allocated cost model to estimate operating costs of each scenario. Cost information may also
be used as part of the evaluation with specific performance measures such as the cost per passenger trip. To
complement the cost data, we will also develop a financial analysis of the different scenarios. We will work with
Transfort staff to understand the current and projected transit budget and revenue streams. As part of the
analysis, we will identify potential budget risk factors, such as unpredictable grant funding sources and federal
funding sources. We will also explore a variety of revenue options that may be necessary to meet the transit vision.
One area we feel could add value to the project is to explore alternative service options using our “break-even”
analysis tool that identifies when options such as taxi scripts or TNC integration could be a cost-effective solution
for providing paratransit and transit access in low density areas. We have successfully used this methodology for
other agencies to look at current conditions where alternative service providers can more cost-effectively serve
passengers with timely service. Additionally, we have estimated how these services could evolve using
autonomous vehicle fleets to provide even lower-cost and more responsive service in the future. In this way,
Transfort will be able to better plan for a shifting landscape of transportation services and continue to provide core
transit service to the community.
The transit analysis will be closely coordinated with the overall Transportation Plan analysis. Balancing the needs of
multiple modes on constrained corridors will be an important topic. To aid in applying the layered network
approach, our team will bring the latest thinking about transportation performance measures, modal trade-offs
and multimodal level-of-service to potentially supplement Fort Collins current way of evaluating multimodal
performance. Layered networks are an extension of the Complete Streets philosophy, but clearly recognize that it
may not be feasible to accommodate all modes on all streets with a high level of service for all.
The combined land use/transportation scenarios will be evaluated with Fehr & Peers’ recently developed Air
Quality Manual and Tool. This manual and tool, which was custom built for Fort Collins is ideally suited to
evaluating the citywide differences in air quality and greenhouse gas emissions from different land use and
transportation plans. The tool takes inputs from the NFRMPO travel model, Transfort’s TBEST model, and the latest
emissions factors to calculate emissions. This tool will allow for an objective and quantitative way to assess how
the different land use and transportation scenarios are advancing the City’s air quality and climate change goals
and policies.
Project team members will prepare materials for and facilitate a one to one and a half day hands-on planning and
design charrette, which includes small breakout groups to review, discuss, and evaluate scenarios. The hands-on
planning and design charrette will incorporate staff, community stakeholders and partner input and feedback for
reviewing, refining, and evaluating scenarios. The charrette will build on previous community input and begin the
generation of preliminary plan concepts and recommendations. Topics to explore during the charrette include:
26 Fort Collins, Colorado
emerging land use, urban design, complete street and placemaking options, neighborhood identity, beautification,
safety, and sustainability. The charrette can include real time digital modeling or take on a more “hands-on” feel.
Targeted stakeholder groups will be identified and invited to participate in the charrette to create meaningful,
productive work sessions between stakeholders and the project team. Following the charrette, we will create a
workshop-like interactive activity that resembles elements of the charrette and post on the website to further
engage stakeholders. Feedback from the charrette and the online activity will be summarized and posted on the
project website.
Objectives:
Develop more detailed policies, implementation strategies, and related recommendations that support
preferred directions on the vision statements, principles, and goals that emerge from Phase 5.
Assemble preliminary draft plans and implementation strategies
Building on community input received on the preliminary vision statements and principles and scenario analysis as
part of Phase 5, the project team will create draft policy frameworks for each of the three plans. The purpose of
this interim step is to explore and seek additional input on potential policies to underpin preferred directions prior
to completion of formal draft documents.
City Plan. We will work with City staff to develop an updated policy framework that adds detailed policies to
the vision statements and principles developed as part of Phase 4. As with the vision statements and
principles, we will use existing City Plan policies as a foundation and identify gaps, proposed updates, and
propose new policies to address the changing needs of the community.
Transportation Master Plan. Supporting the visioning exercise in Phase 4 and the scenario analysis in Phase 5,
a draft policy framework for the Transportation Master Plan will be developed. The resulting set of policies will
be concise, user friendly, and internally consistent with other elements of the plan. As part of the policy
review, we will review and recommend updates to the City’s current transportation performance measure and
LOS policies. We will conduct a workshop to explore the various alternative LOS approaches. The selection of
LOS standards and methodologies will guide the selection and prioritization of transportation improvements
to be included in the TMP.
Transit Master Plan. As a key component into the Transit Master Plan, project team members will work
closely with City staff to develop a draft policy framework. This work will build off the transit visioning from
Task 4 and the results of the scenario analysis from Task 5. The policy framework for the Transit Master Plan
will occur after the framework for the Transportation Master Plan is completed so that the transit policies nest
within and support the overall transportation policies. Our philosophy on transit policy development is “less is
more.” The policies should be succinct, action-oriented, and understandable to the public and policymakers.
The draft policy frameworks will be reviewed by City staff and the Internal Advisory Group and refined before they
are released for broader review.
Project team members will work with City staff to develop a preferred draft of the Structure Plan map and updated
place types that reflect input that emerges from the scenario analysis process. We will create visualizations to
support the preferred scenario and provide input on language relating to urban design and placemaking that can
ultimately folded into the draft plan(s).
City Plan. The City Plan document will be a highly visual document that builds from the various tasks
completed to date and tells a cohesive story about where Fort Collins is today and where it is headed in the
27
future. We will work with City staff to confirm desired components, building on the list contained in the RFP.
We see a key part of the final document being a discussion of how the community’s vision has been
“recalibrated” as part of the update process and how the resulting plan reflects this new direction. An updated
Action Plan that defines near-term, mid-term, and long-term actions will also be developed.
Transportation Master Plan. The Transportation Master Plan document will provide a description of the
current state of transportation in Fort Collins, a clear vision for all modes of transportation, and a clear
implementation plan. We envision a short and graphically engaging document, supplemented by technical
appendices. As identified in the RFP, the plan will include a set of near, mid, and long-term actions to provide a
clear phasing for how to achieve the transportation plan vision. However, actions are not enough to ensure a
successful implementation—additional details are required, which we will identify in a series of fact sheets for
each implementation phase:
— Potential funding mechanisms
— Responsible parties and interagency coordination needs
— Triggers for when certain actions specifically need to occur
— Potential challenges to implementation
The final Transportation Master Plan will clearly articulate Fort Collins’ vision and will not only serve as a
guidance document for planners and elected officials, but it can also highlight the City’s commitment to
sustainable transportation, which is increasingly important for recruiting and retaining businesses and private
investment. The Final Plan will serve as a multimodal roadmap for transportation investments for years to
come.
Transit Master Plan. The Transit Master Plan document will provide a description of the current state of
transit in Fort Collins, a clear vision for transit along with an achievable future service network, and a clear
implementation plan. Similar to the Transportation Master Plan, we envision a short and graphically engaging
document, supplemented by technical appendices. As identified in the RFP, the plan will include a set of near,
mid, and long-term actions to provide a clear phasing for how to achieve the transit vision. As with the
Transportation Master Plan, we will identify in a series of fact sheets for each implementation phase:
— Potential funding mechanisms
— Responsible parties and interagency coordination needs
— Triggers for when certain actions specifically need to occur
— Potential challenges to implementation
We will also develop a template of a performance dashboard that can be used to report progress toward
meeting the transit vision to the public, stakeholders, and elected officials. Additionally, much of this
dashboard data can be used for mandated federal reporting requirements, ensuring access to federal funding
opportunities for transit capital and operating expenses. The final Transit Master Plan will clearly articulate
Fort Collins’ transit vision and will not only serve as a guidance document for planners and elected officials,
but it can also highlight the City’s commitment to sustainable transportation, which is increasingly important
for recruiting and retaining businesses and private investment.
Project team members will work with City staff to prepare materials for and facilitate a Tour of Plan
Recommendations. This community meeting will include multiple stations with materials for each aspect of the
City Plan, the Transportation Master Plan, and the Transit Master Plan. Participants will be divided into groups,
then rotate around as a group with a set amount of time at each station. The workshop will conclude with
everyone coming together for a large group discussion. The meeting will focus on presenting content from the
plans to the public and obtaining feedback prior to finalization. Following the workshop, we will create a
workshop-like interactive activity that resemble the stations and post on the website to further engage
stakeholders. Feedback from the public meeting and the online activity will be summarized and posted on the
project website.
28 Fort Collins, Colorado
Objectives:
Finalize the draft plans through the public review and adoption process.
Based on input received during Phase 6, final adjustments to the draft plans will be incorporated as part of a set of
adoption drafts for public review.
Key members of the team will participate in public hearings on the draft plan. Throughout the adoption process,
comments and requests for modifications will be tracked and organized by agency, organization, and individual to
ensure all input is addressed, as appropriate.
Following the adoption of the plans, the project team will work with City staff to make final adjustments to the
plan documents, maps, and accompanying technical reports as needed. Final documents will be delivered to City
staff in both PDF and Microsoft Word format. In addition, all GIS and graphic files will be packaged and delivered to
staff.
We will develop an ePlan for the three updated plans (using the final documents developed for Task 7.3). We feel
that employing a web-based “ePlan” can be a dynamic option for tracking progress, keeping in touch with
stakeholders during plan implementation, and maintaining project momentum. These tools can also be created in
Spanish and other languages as appropriate. The ePlan website can be integrated with the project website,
providing a seamless and on-going online planning presence. Our overarching goal is to create a final plan that is
accessible, understandable, and flexible.
29
Project team members will use a variety of tools to create interim and final deliverables as part of the process. We
will use Adobe Suite (InDesign, Illustrator, and Photoshop) for production of all materials that require a more visual
layout and design. Mapping and analysis software includes use of ArcGIS, CityEngine, ESRI Arcview and ArcInfo,
AutoCAD, Traffix, Synchro, Viper, TransCAD, and TrendLab + (Fehr & Peer’s proprietary tool used to develop future
travel patterns and the effect of VMT with various input factors). In addition, we will employ use of Sketchup and
Vizhen (MIG’s real time 3D modeling software).
Examples of a variety of types of deliverables that illustrate our capabilities are provided in the appendix.
30 Fort Collins, Colorado
Clarion Associates is a national land-use consulting firm with offices in Denver,
Colorado and Chapel Hill, North Carolina; and affiliate offices in Chicago,
Philadelphia, and Cincinnati. Clarion is particularly known for its expertise in
comprehensive planning, development regulations, and plan implementation.
We have developed expertise in a broad range of services, including: community and regional comprehensive
plans; downtown and corridor revitalization plans; sustainable community plans and codes; zoning codes,
development and design standards and guidelines; growth management strategies for cities and regions; web-
based plans and planning processes; citizen participation strategies, including workshops, public meetings and
other forms of community outreach; and plan implementation strategies
Our professional staff is comprised of planners, land use attorneys, landscape architects, architects, and graphic
designers. We are most unique among our competitors in that planning is our primary service area and we
constantly renew our skills and knowledge of best practices in the public sector planning arena. We focus almost
entirely on planning, growth management, plan implementation, and sustainability.
Role: Overall Project Director; Project Manager – City Plan
Time Commitment: will vary by task 30-40%
Darcie White, AICP, is a Director with Clarion Associates, based in Denver, Colorado,
and leads the firm’s nationwide planning practice. She is a planner and landscape
architect with nearly 20 years of professional experience in all aspects of plans and
plan implementation. She has managed and conducted dozens of community
planning and visioning projects for a range of local, regional, state, and non-profit
agencies locations across the country. She has extensive experience managing multi-
disciplinary teams on projects of this nature. Ms. White specializes in comprehensive planning and visioning for
small and mid-sized communities, and has extensive experience developing plans and design standards to support
regional collaboration, community revitalization, infill and redevelopment, historic preservation, best practices in
sustainable development, and transit-oriented development. Relevant recent projects include Comprehensive Plan
updates for Reno, Nevada; Longmont, CO; Ada County and Boise, Idaho; Manitou Springs, CO; Rapid City, SD;
Adams County, CO; the Manhattan, Kansas Urban Area (joint effort between the City of Manhattan, Riley County,
and Pottawatomie County, KS); and Cheyenne, WY (joint city-county plan). She recently co-authored (with Ben
Herman) a feature article for Planning magazine on 21st Century Comprehensive Plans.
Role: Strategic advisor – project framing
Time Commitment: 10% - Phase 1
Ben Herman is a Senior Consultant and provides strategic support to the firm's
nationwide planning practice. He has more than 35 years of national and
international experience in all aspects of planning and has been responsible for
managing and conducting complex, multidisciplinary assignments for private- and
public-sector clients. He has extensive experience in community, regional, corridor,
and downtown plans; regional growth management strategies; and sustainable
community plans. Throughout his career, he has emphasized a commitment to excellence, innovation and creative
31
thinking, and consensus building. Ben is a member of the College of Fellows of the American Institute of Certified
Planners. Ben is a recognized national leader on innovations in comprehensive plans and led the initial City Plan
process in 1997, as well as the successful Plan Fort Collins process in 2011. In addition, he has been providing
ongoing support on the preparation of department level strategic plans for the City’s Sustainability Services group.
He has a unique understanding of the City’s planning history and the evolution of the City organization as an
outcome of the 2011 Plan Fort Collins process. He has been part of the leadership of the American Planning
Association (APA) Sustaining Places Initiative over the past four years to reinvent the comprehensive plan to focus
on sustainability outcomes. In the course of doing so, he has reviewed and analyzed the leading community plan
innovations from across the country – both completed and in progress – and will bring to bear his experience and
expertise to this effort for the City. He recently co-authored (with Darcie White) a feature article for Planning
magazine on 21st Century Comprehensive Plans.
Role: Project planner
Time Commitment: 30-40%
Charlie Brennan is a planner for Clarion Associates’ Denver office. He is a graduate of
the Master in Urban Planning program at Harvard University’s Graduate School of
Design. Mr. Brennan has worked on projects including comprehensive plans, area
plans, best practices and case study research, and GIS analyses. Before joining Clarion
Associates, he worked as a researcher and main author for “Rethinking Social Housing
in Mexico,” a research and capacity building project based on collaboration between
Harvard University and INFONAVIT, a government agency in Mexico, focusing on sustainability and inclusivity in
Mexico’s national housing policy. Current and recent projects include comprehensive plan updates for Reno,
Nevada; Ada County, Idaho; Manitou Springs, Longmont, and Milliken, Colorado.
Role: Graphics and document production
Time Commitment: will vary by task 10-20%
Dee Dee DeVuyst is Clarion's Graphics and Marketing Manager located in the Denver
office. She brings a diverse academic and professional background in architecture,
environmental engineering, international development, and graphic design. Her
multidisciplinary experience gives her the ability to effectively communicate and
translate complex and technical information into graphics and documents that are
both visually appealing and accessible to a wide variety of audiences. She has more
than six years of experience in project management and visual communications, working with a variety of public
and private agencies and organizations, specifically within the context of international and domestic community
development. She is fluent in a range of design and mapping programs, including Adobe Suite, SketchUp, AutoCAD,
and ArcGIS, and frequently combines them to create custom illustrations, diagrams, and infographics. Most
recently, Dee Dee has designed several graphic strategic plans for the City of Fort Collins’ sustainability
departments (i.e., Social Sustainability, Economic Health, and Environmental Services) as well as the graphic
popular report, Preservation for a Changing Colorado, for Colorado Preservation, Inc.’s economic analysis.
Fehr & Peers has specialized in providing transportation planning and
engineering services to public and private sector clients since 1985. We
develop creative, cost-effective, and results-oriented solutions to planning
and design problems associated with all modes of transportation. We offer our clients the right combination of
leading-edge technical skills and extensive knowledge of the communities in which we work to deliver
comprehensive solutions and superior client service. At Fehr & Peers, we take a creative, data-driven approach to
each of our practice areas. In addition to our technical innovation, we are nationally-recognized experts who
32 Fort Collins, Colorado
routinely publish original research, serve on national committees, and teach courses to others in the industry. We
do this while maintaining our commitment to translating those techniques into practical solutions. At Fehr &
Peers, we take a creative, data-driven approach to each of our practice areas:
Integrated land use & transportation plans
Parking management planning
Multimodal operations & simulation
Transit planning
Bicycle & pedestrian planning
Conceptual street & trail design
Transportation engineering & ITS design
Clients hire Fehr & Peers because of our commitment to being the best at what we do. We live out this
commitment in three distinct ways. First, we invest heavily in our culture to ensure that we are attracting and
retaining the best and brightest staff in the industry. Second, we have a robust, internally-funded research and
development program that enables us to develop new analytical methods and advance the state of the practice.
And third, we survey every client at the completion of every project to assess their satisfaction and to identify
areas for improvement. We are very proud of the impact this commitment has had on the communities we have
been fortunate to serve.
The Fehr & Peers team is heavily invested in sustainable solutions. We strive to significantly minimize the
environmental impacts associated with employee waste production, energy consumption, and commute choices
by empowering employees to choose among a series of measures that are proven effective and economically
viable. Fehr & Peers office locations are in close proximity to transit and encourage staff to find alternative means
to commuting to work by providing staff with tax-free monetary incentives (up to the IRS maximum) to commute
via public transit, carpooling, walking and/or bicycling.
Role: Principal in Charge
Time Commitment: will vary by task 20%-25%
Jeremy is a principal and Project Manager with Fehr & Peers. Since joining the firm in
2002, Mr. Klop has led the planning and management of many of the firm’s award-
winning public and private projects. His background in multimodal planning, traffic
operations, and education has helped provided valuable advice to clients in delivering
transportation solutions. He is currently leading LA2B, the Mobility Element of the
General Plan for the City of Los Angeles, as well as multiple TOD station area plans in
the region. He is also the Project Manager on Blueprint Denver Plan Update and was Principal in Charge for the
West Elizabeth St. Enhanced Travel Corridor Plan of 2015 and Project Manager for the Fort Collins Transportation
Master Plan in 2010. He frequently lectures, trains practitioners on multimodal planning through UC Berkeley Tech
Transfer in Complete Streets, and has served as a chapter co-author for the ITE Transportation Planning Handbook.
Role: Transportation Master Plan Project Manager
Time Commitment: will vary by task 30%-40%
Ann is a Principal and Project Manager with over twenty-five years of comprehensive
transportation engineering and planning experience. Ann has proven to bring valuable
insight and management skills to master plans and transportation engineering studies
throughout the Rocky Mountain region. She has served as project manager for
numerous transportation master plans including the award winning Parker
Transportation Master Plan, the Casper Long Range Transportation Plan,
33
PlanCheyenne, Snyderville Basin (Park City) Transportation Master Plan, and the Rawlins Transportation Master
Plan. Ann also managed the Fort Collins West Central Area Plan and the recent Fort Collins Transportation Air
Quality project. Ann is a registered Professional Engineer in Colorado, Utah, Wyoming, and Idaho and is also a
certified Professional Traffic Operations Engineer (PTOE).
Role: Transit Project Manager
Time Commitment: will vary by task 30%-40%
Chris Breiland is a Principal and Project Manager with over 12 years of transportation
planning, travel demand forecasting, and transit planning/ridership experience. Chris
has worked on numerous transit planning projects that evaluate multimodal
transportation operations in dense urban environments. Chris recently served as lead
transportation analyst for Sound Transit’s South King County High Capacity Transit
Study, which evaluated the merits of different transit services between Downtown
Seattle, West Seattle, and Renton. Chris is also leading the modeling and technical analysis for the King County
Metro Long Range Transit Plan—the agency’s first long range plan. In addition to transit planning, Chris has
considerable expertise in sustainable transportation planning and analysis. Chris led the technical analysis that
considered how to reduce GHG emissions from the freight transportation sector for the State of Oregon. In
addition to his work on the West Coast, Chris played an integral part in the Fort Collins Air Quality project, leading
the team as Principal in Charge. Chris also served as project manager for a review of tools that local agencies can
use to calculate GHG emissions. This work was performed for the Washington State Department of Commerce and
ultimately created a “how-to” guide that was targeted at smaller communities with fewer resources so that they
can comply with state guidelines for GHG emissions reductions.
Role: Transit Visioning
Time Commitment: 15%
Mr. Bottigheimer is a Senior Associate at Fehr & Peers and has 24 years of experience
in coordinated land use and transportation planning. With specializations in TOD and
station access planning, surface transit planning, transportation performance
measurement, strategic planning, policy development, and program development for
executive-level decision makers, Nat has contributed to projects such as WMATA
Sustainability Program and Energy Efficiency Investments, Maryland DOT Transit
Oriented Development Roundtable, and Washington, DC’s Bike and Pedestrian Program Expansion. Nat has also
written articles for GreaterGreaterWashington and given a webinar on the role of transportation development in
communities. With a focus on development and sustainability for transit, Nat specializes in developing policies and
programs that are both beneficial for ridership as well as the surrounding community. Prior to joining Fehr & Peers
DC, Mr. Bottigheimer served at WMATA as director of long range planning, and as an assistant general manager,
from 2005-2012.
Role: Active Transportation
Time Commitment: 25%
Charlie is an Associate and Project Manager with ten years of experience. He leads
Fehr & Peers’ companywide Bicycle & Pedestrian Discipline Group of bicycle and
pedestrian planning and design experts. Charlie is one of the company’s foremost
pedestrian planning, safety and design experts; he has been the project manager or
key staff for over 45 pedestrian-related projects. He has led several city or countywide
master plans with significant pedestrian components including Truckee, Nevada
34 Fort Collins, Colorado
County and Mariposa County, California. Currently, Charlie is working on the Blueprint Denver Plan Update. He was
also the Project Manager for the West Elizabeth St. Enhanced Travel Corridor Plan in Fort Collins and provided
transportation and pedestrian planning for the West Central Area Plan, also in Fort Collins. Charlie has led the
process to develop the City and County of Denver’s forthcoming Pedestrian Crossing Guidelines and Denver
Moves: Pedestrians & Trails. His pedestrian safety experience includes projects throughout the western United
States and internationally. Charlie teaches courses on Complete Streets planning and design through the University
of California, Berkeley Institute of Transportation Studies Technology Transfer Program and the National Complete
Streets Coalition.
Role: Transportation Planner
Time Commitment: 25%
Patrick is a transportation planner with six years of multimodal transportation
planning experience in communities throughout Colorado and the western United
States. Patrick’s background includes a diversity of experience ranging from rail and
bus transit operations planning, multimodal corridor level analysis, bicycle planning
projects, parking studies, travel pattern reports and community transportation
master plans. Patrick is currently playing a major role in the developing the
transportation element for the update to Blueprint Denver (Land Use and Transportation Plan). He is working with
the City and stakeholders to develop measurable transportation goals and objectives, performing data collection
and analysis, designing and preparing materials for workshops, assisting in future scenario development and
modeling and will be drafting and refining a set of implementable street typologies. Patrick’s main interest is in
improving multimodal transportation options for communities and a strong desire to involve the community in
formulating and ultimately achieving their transportation goals.
Role: Transportation Planner
Time Commitment: 25%
Carly Sieff is a Senior Transportation Planner at Fehr & Peers with a focus on making
travel by all modes safer and more accessible through the evaluation, planning and
design of transportation networks. Carly has worked on a range of transportation
projects including multi-modal corridor plans, bicycle and pedestrian master plans,
safety studies and parking studies. Some of those projects include the West Central
Area Plan in Fort Collins, the West Elizabeth St. Enhanced Travel Corridor Plan in Fort
Collins, Fort Collins Transportation Air Quality, and most recently Larimer County Senior Transportation Plan.
Through previous projects, she has made recommendations for improving communities’ transportation network
by working closely with the public, performing in-depth, data-driven analyses and applying best practices from
around the country to improve efficiency, safety and convenience.
TranSystems brings innovative consulting, engineering and architectural
solutions to solve the nation's transportation infrastructure challenges. We
are dedicated to enhancing and improving the movement of goods and
people by creating an integrated transportation system around four key
market sectors – freight rail and intermodal, passenger rail and transit,
federal, states and municipalities, and aviation.
A mid-sized firm, comprised of 850 professionals in more than 34 offices throughout the U.S., TranSystems allows
clients access to an experienced team of industry professionals with subject matter expertise in a variety of
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disciplines, along with the capabilities to provide support through the entire program lifecycle from problem-
solving and planning through design and construction management to operations and program management. We
know our success is ultimately gauged by our ability to provide a safe and efficient transportation for the end-user
- those who drive on the infrastructure we design, work in the buildings that we conceive, and take the processes
that we model and make them successful.
Role: Transportation Planner
Time Commitment: 10%
Mr. Castaline has more than 40 years of multi-modal transit operations experience (Bus, BRT, Heavy & Light Rail,
Commuter Rail and Boat, and Paratransit) including more than 27 years at the Massachusetts Bay Transportation
Authority (MBTA.) His background includes extensive experience in service and operations planning which include
the design and implementation of the MBTA limited stop cross-town and Silver Line BRT service plans and the
development of the initial concepts for the agency’s Key Route services. As Superintendent at the MBTA, he served
as the project manager for the initial HASTUS (computer -assisted scheduling) installation overseeing the
conversion from a fully manual process to a computer assisted one. Alan has significant experience in the area of
work rule cost analyses, managing ongoing creative efforts to enhance schedule productivity. . Alan developed
and managed a series of ten corridor studies to evaluate the performance of MBTA services and restructuring
opportunities. Further, Alan directed staff design programs to develop the final routes for the MBTA BRT Silver
Line services and was responsible for the final route design, level of services and schedules. He was instrumental in
establishing the MBTA Rider Oversight Committee, and over the years, conducting and participating in hundreds of
community meeting to discuss transit service needs and concerns with customers and local officials. He has
significant experience with operational planning aspects such as fleet and facility needs, review and analysis of
operator labor agreements and work rules, establishing fare policies, and schedule analyses. Alan also served on
the panel for the TCRP Report 111: Elements Needed to Create High Ridership Transit Systems.
LSC Transportation Consultants, Inc. (LSC) provides consulting services in all phases of
transportation planning and traffic engineering throughout the western United States. With
three offices in Colorado and California, the goal of the firm is to perform highly competent
planning and engineering services within the transportation field. The firm is the successor to
Leigh Associates and Leigh, Scott & Cleary, Inc. and has provided consulting services
continuously since 1975.
LSC’s work is divided evenly between government and private development projects. The firm’s
strength lies in the broad range of experience of its senior and other professional staff. It specializes in
transportation planning and traffic engineering studies that require a timely, personal response by experienced
professionals. The firm takes pride in being able to offer the sensitivity, flexibility, and innovative ability that small
firms characteristically provide best. Key personnel experience ranges from small, demand-response systems, such
as those found in many rural areas and small towns, to larger fixed-route systems. We are familiar with transit
services in much of the nation. Figure 1 depicts the scope of our transit studies throughout the country. We are
familiar with transit services in much of the Rocky Mountain region, and quite familiar with transit services in
Colorado including Fort Collins and the North Front Range.
LSC focuses exclusively on transportation planning and engineering. Our government clients include state
departments of transportation and local governments. Our current clients include the City of Sioux City, Iowa;
Gunnison County, Colorado; Casper Area MPO, Casper, Wyoming; Cache Valley Transit District, Logan, Utah; Fort
Berthold, North Dakota; Lawton MPO, Lawton, Oklahoma; City of Colorado Springs, Colorado; and the Community
Transportation Association of America.
36 Fort Collins, Colorado
Role: Principal Planner
Time Commitment: 25%
Albert T. Stoddard III, Ph.D., P.E., Principal and manager of LSC’s Colorado Springs
office will serve as Principal Transit Planner for LSC. Dr. Stoddard has over 40 years of
experience in civil and transportation engineering and holds Bachelors and Masters
Degrees in Civil Engineering and a Doctor of Philosophy Degree in Civil and Environ-
mental Engineering. His primary areas of expertise are in transportation systems
analysis, transit demand analysis, and multimodal transportation planning. He was
the Project Manager for the Colorado Transit Needs and Benefits Study and developed the transit performance
measures for the Colorado Department of Transportation. He managed the preparation of coordination plans in
the 10 rural regions and one of the urban areas in Colorado.
Dr. Stoddard served as the Project Manager for transit plans in Summit County, Breckenridge, Durango, and
Steamboat Springs, Colorado, and Big Sky, Montana, Grand Valley Operational Analysis, the Great Falls Transit
Development Plan, numerous plans and studies for Billings MET Transit, and the Appleton Valley Transit
Operations Analysis. He served as Project Manager for the Montana Rural Passengers Needs Assessment and the
Five Valleys Transit Needs and Feasibility Study. He recently completed the Mesa County Long-Range
Transportation Plan (Mesa County 2040 Regional Transportation Plan) and prepared several transit plans for the
Intermountain Transportation Planning Region. He has provided training in service planning, demand analysis,
performance monitoring, and financial management. He has served as Principal-in-Charge for on-call transit
planning contracts with Billings MET Transit, the City of Colorado Springs, the Montana Department of
Transportation, the Arizona Department of Transportation, and the Colorado Department of Transportation.
Role: Senior Advisor
Time Commitment: 10%
Gordon R. Shaw, PE, AICP, a Principal of LSC, will serve as the Senior Advisor for the
Fort Collins Strategic Transit Plan. In this capacity, he will provide insight from his
many years of experience with transit systems throughout the western states. Gordon
has more than 26 years of transportation engineering and planning experience
throughout the West. He holds a B.S. degree in civil engineering from Purdue
University, as well as M.S. and Engineering degrees from Stanford University, is a
registered Professional Engineer in Utah, California, Nevada, and Colorado, and is also a member of the American
Institute of Certified Planners. He has conducted over 60 transit studies throughout the American West, with a
focus on rural and small to medium urban transit systems.
Role: Service Analyst
Time Commitment: 10%
Selena McKinney has served as Planner and Project Manager for over 25 studies for
LSC since initially joining the firm in 1990, including studies in California, Colorado,
Utah, and North Dakota. The majority of these projects were Transit Development
Plans or Short-Range Transit Plans where she evaluated existing conditions and transit
services, developed service alternatives, and developed detailed implementation
plans. Additionally, Ms. McKinney has worked on a number of Tribal Planning projects
to include the Yurok Ancestral Lands, the Pyramid Lake Paiute Tribe, and the Cher-Ae Heights Indian Community of
the Trinidad Rancheria. These projects were generally part of establishing new services or enhancing limited
services. Ms. McKinney holds a Bachelor of Science in Natural Resource Planning from Humboldt State University.
37
Role: Assistant
Time Commitment: 40%
Megan McPhilimy joined LSC in 2015. Since joining LSC, she has worked on the transit
plans for Mt. Hood, Oregon; Lawton, Oklahoma; Gunnison County, Colorado; Casper,
Wyoming; and the Cache Valley Transit District in Logan, Utah. She interned at the
Village of Northfield in Illinois after completing her Masters of Urban and Regional
Planning with concentrations in Transportation Planning, Land Use and Environmental
Planning. As an intern, she worked on two parking studies to observe parking demand
at various downtown locations, completed a multi-city comparative study on Signage Zoning Codes, and
completed a pedestrian crosswalk improvement study that inventoried sidewalk and crosswalk conditions. Megan
will primarily contribute to the review of existing service and analysis of scenarios.
For 34 years, MIG, Inc. has engaged top professionals in planning, design, communications, management and
technology who work together to ensure our clients achieve the results they seek. We look beyond convention to
produce meaningful plans and durable solutions that meet our world’s increasing social, economic and
environmental challenges. MIG is a firm of over 230 professionals who provide a sophisticated, integrated and
interactive approach to create nuanced, layered, dynamic and implementable plans.
MIG is a multidisciplinary firm that offers a full range of services, including urban design, community outreach and
engagement, community-based planning, downtown planning and design, landscape architecture. Our work is
characterized by a dedication to quality, a flexible approach, creativity in planning and design, and a commitment
to completing projects on time and within budget.
We have worked extensively with public agencies and municipalities, business improvement districts, private
development interests, non-profits, community organizations, and downtown partnerships nationally and
internationally on design and planning for future change.
The diversity of our staff provides a base of knowledge that bridges technical expertise and values as well as
facilitates the exchange of information among all parties engaged in the planning and design process.
Staff backgrounds encompass urban design, placemaking, urban planning, landscape architecture, public
participation, conflict resolution, stakeholder engagement, environmental design and research, communications,
visualization, graphic design and public policy.
MIG’s unique combination of planning and design expertise allows us to conduct planning in a highly interactive
process involving key constituent groups. This process generates a clear and collective vision of development and
growth in a dynamic, yet stable environment. Through MIG’s participatory planning process, client goals and
stakeholder interests work together to frame key issues. Plans created through this approach enjoy broad-based
support and are readily implemented.
Relevant Areas of Expertise
Urban Design and Placemaking
Community Outreach and Involvement
Facilitation and Consensus Building
Land Use and Transportation Planning
Neighborhood Planning and Design
Streetscapes, Corridors, and Green and Complete Streets
Low Impact Development and Integrated Green Infrastructure
Landscape Architecture, Parks, Plazas and Public Realm
38 Fort Collins, Colorado
Children’s Play Environments
Cultural Landscapes
Universal Design and Accessibility
Sustainability and Community-based Planning
Mapping and GIS Analysis
Strategic Communications and Graphic Design
Demographic and Trends Analysis
Role: Lead- Public Involvement
Time Commitment: 20%
Jay Renkens is a Principal and MIG’s Director of Denver Area Operations. He
specializes in comprehensive planning, subarea planning, urban design, transit
oriented development and community engagement. In over 10 years with MIG, Jay
has developed a broad portfolio of adopted plans, conceptual and detailed site and
area plans and designs and built projects around the country. His design skills are
complemented by his varied experiences in verbal and written communication. Prior
to joining MIG, Jay worked for the City of Portland as a planner and outreach specialist focusing on multimodal
transportation and transit-oriented development.
Jay has completed a variety of planning and design projects for cities, neighborhoods, urban centers and station
areas and around the country. Jay played a key planning, design and facilitation roles in the city-wide planning in
San Antonio, Texas; Spokane, Washington; and Bethany, Oklahoma; and Auburn, Washington. He is currently
leading multi-disciplinary teams in the updates to Blueprint Denver and the Comprehensive Plan for Norman,
Oklahoma.
Role: Project Manager – Public Involvement
Time Commitment: 30%
Chris Ryerson is a Project Manager with MIG and has a Master’s Degree in Urban and
Regional Planning from the University of Colorado. His recent work is focusing on the
development of technically supported and community driven transportation and land
use planning. Chris has been instrumental in the development of a place types
methodology for San Antonio that aims to enhance established neighborhoods,
revitalize struggling areas and provide a clear blueprint for more sustainable, walkable
communities in key opportunity areas.
Prior to MIG, Chris worked as a Research Analyst and Associate at Economic & Planning Systems in Denver. He
holds a Bachelor of Arts in Economics and completed a full-year internship with the Transit-Oriented Development
(TOD) Department at RTD FasTracks in Denver. He has in-depth knowledge of transportation and transit-oriented
development issues and has significant experience with software such as ArcGIS and Microsoft Office. He also
brings a unique understanding of retail and restaurant needs and mix at a variety of scales.
39
Role: urban design and visualization
Time Commitment: 35%
Cole Gehler’s skill set and knowledge base crafts his unique position at MIG. Having
urban and regional planning knowledge with a concentration in design and physical
planning, Cole uses a diverse set of computer programs visually communicating places
at various scales, in 2D and 3D.
Cole’s primary role at MIG has been to assist project managers and principals by
researching project sites, organizing documents, and producing illustrated digital graphics. Cole balances his time
and efforts appropriately, understanding that each project requires a unique allocation of time between focusing
on details and producing with speed. With Cole’s comprehensive understanding of planning and design projects
and highly tuned graphic skills, he brings insight and talent to each project.
Cole will contribute to the design and production of collateral materials, website design and updating and
mapping. He is currently working on Peoria Station Catalytic Plan, St. Vrain River Redevelopment Study, and a
revitalization plan for Bowling Green, Ohio.
Role: urban design, graphic design, visualization
Time Commitment: 30%
Samantha Suter has nearly a decade of experience in landscape architecture, urban
design and planning, policy, and graphic visualizations. Her mission is to create
healthy cities and inspire positive social change through her work in landscape
architecture, urban design, and city planning.
Sam’s primary role is producing 2D and 3D graphics intended to enhance
communications, evaluate trade-offs and tell a project’s story. She understands the array of deliverables that may
be required for a project and the importance of time management. Her diverse design and planning portfolio is
complemented by her technical and creative skills to create visualizations for a variety of planning and design
projects, including creating materials for and leading small group discussions at public meetings.
Economic & Planning Systems, Inc. (EPS) is a land economics consulting firm experienced in the
full spectrum of services related to real estate development, the financing of public
infrastructure and government services, land use and conservation planning, and government
organization.
EPS was founded on the principle that real estate development and land use-related public
policy should be built on realistic assessment of market forces and economic trends, feasible
implementation measures, and recognition of public policy objectives, including provisions for required public
facilities and services.
Real Estate Economics
Public Finance
Land Use and Transportation
Economic Development and Revitalization
Fiscal and Economic Impact Analysis
Housing Policy
Public-Private Partnership (P3)
40 Fort Collins, Colorado
Parks and Open Space Economics
Since 1983 EPS has provided consulting services to hundreds of public- and private-sector clients in Colorado and
throughout the United States. Clients include cities, counties, special districts, multi-jurisdictional authorities,
property owners, developers, financial institutions, and land use attorneys.
The professional staff includes specialists in public finance, real estate development, land use and transportation
planning, government organization, and computer applications. The firm excels in preparing concise analyses that
disclose risks and impacts, support decision making, and provide solutions to real estate development and land
use-related problems.
EPS combines a thorough working knowledge of land use planning and regulation practices with its real estate and
economic expertise to contribute to land use planning and growth management strategies. The firm's roles in land
use planning programs typically include economic and demographic forecasts; land use information and market
inputs to plan formulation; fiscal and financial evaluation of plan alternatives; and land use policy implementation.
EPS’s integrated approach to land use, transportation, market, fiscal, and financial issues results in plans and
programs that effectively guide future development.
We also evaluate the physical and economic linkage between jobs and housing and the economic impacts of land
use and growth control measures. We analyze the effect of employment growth on the provision of City services
and amenities as well as the opportunities and constraints presented by regional growth patterns. Our services are
also frequently applied to the preparation of Comprehensive Plans, Subarea Plans, Housing Elements, growth
projection studies, and jobs/housing linkage or in-lieu of fee programs.
Role: Housing and economic strategies
Time Commitment: varies by task 15%
Dan Guimond, principal with Economic & Planning Systems, is a real estate economist
and planner with over 30 years’ experience in economic and financial analysis and
development planning for the public and private sectors. Dan has advised cities,
counties, state, and federal agencies on a range of economic development issues,
including preparation of comprehensive and economic development plans and
strategies, capital improvement programs, economic and fiscal impact analyses, and
project development feasibility and funding. He has also specialized in retail development/redevelopment
feasibility analysis, citywide and district specific retail development strategies. Dan has extensive project
experience with redevelopment projects including commercial corridors, aging facilities, and infill and transit-
oriented development sites.
Role: Housing and economic strategies
Time Commitment: varies by task 15%
Matt Prosser, vice president with Economic & Planning Systems, is an economist and
planner with 10 years of consulting experience. Matt will be the day to day project
manager for EPS on the City Plan Update. Matt has a broad base of experience within
wide variety of the firm’s practice areas. He specializes in and has worked on several
comprehensive plans, subarea plans and downtown revitalization strategies. For
these plans, Matt provides the economic and market analysis to underpin land use
plans and policies. His work on these plans includes housing demand and feasibility analysis, affordable housing
strategies, growth forecasts, economic development strategies, fiscal impact analysis, public financing strategies,
and retail demand analysis and development strategies. Matt has recently completed or is currently working on
comprehensive plans for Denver, CO, Greeley, CO Longmont, CO, Manitou Springs, CO, Milliken, CO, Oklahoma
City, OK, Reno, NV, and San Antonio, TX.
41
YR&G provides technical and strategic sustainability consulting services to organizations,
buildings, and communities across the U.S. and internationally.
We believe that the most sustainable outcomes occur at the intersection of people and
technology, and we use this principle to guide our clients and projects to realize their highest
potential.
Through a combination of modeling, analysis, benchmarking, research, creative visioning,
alignment, and education, we facilitate an integrated process and enable results through informed decisions.
YR&G takes a multidisciplinary approach, linking the skills and knowledge of our core team of professionals -
architects and engineers, teachers and business strategists, biologists and building scientists - to provide a broad
and technically rigorous approach with a focused lens of sustainability. Our services are organized as follows:
Building Design + Construction
We support building owners and project teams across the spectrum of development projects to optimize building
design and construction practices. Services include:
Process, design and technology optimization
Energy, daylight, comfort, and cost-benefit modeling
Commissioning and M&V
Education & training
Certification coordination (LEED, Living Building Challenge, WELL, etc.)
Material Health and Transparency
Community + Neighborhood Development
We support new and existing communities to become hubs of living and economic vitality including through:
Community alignment and integrative charrettes
Resource and infrastructure mapping and analysis
Master plan design support
Green building guidelines
Certification coordination (Green Communities, LEED-ND, etc.)
Building Performance + Operations
We work with facility managers, building engineers, property owners, and corporate real estate personnel to
improve building performance and implement best practices across operations through:
Benchmarking and performance measurement
Retro-commissioning, audits, and energy efficiency implementation support
Operational policy and plan development
Occupant engagement
Certification coordination (LEED-EBOM, etc.)
Corporate Sustainability
We learn the culture and market of each organization we work with to develop a comprehensive approach for
managing sustainability initiatives, and supporting the implementation of those initiatives. Services include:
Strategy & framework development
Measurement, benchmarking, data collection, and reporting
42 Fort Collins, Colorado
Operational policy and plan development
Staff education and engagement
Sustainability marketing, media and branding
YR&G is certified as a Small Business Enterprise, a B Corporation, a LEED Proven Provider, and an ENERGY STAR
partner.
Role: Resource Team Member – Climate and energy issues
Time Commitment: varies by task 5-10%
Josh is a founding Principal at YR&G. He has a background in sustainable energy
engineering and works at the intersection of sustainability in the built environment,
integration of sustainable energy systems, and organizational sustainability initiatives.
Josh has consulted on a wide variety of projects for both public and private sector
clients– nationally and internationally–and is a regular writer and speaker on
sustainability topics including conference keynote and college commencement
addresses. His work has been featured in print and web magazine articles, blogs, and book essays.
Josh has led a variety of projects in the form of strategic guidance, charrette and workshop facilitation, design
assistance, and technical analysis. He has managed built environment projects pursuing nearly all of the LEED
rating systems, Enterprise Green Communities, Living Building Challenge, Net Zero Energy, and WELL Building
Certification.
Josh is an adjunct professor at the University of Colorado Denver teaching classes on Sustainable Infrastructure
and Sustainable Energy Systems. He is also co-chair of the ULI Colorado Building Healthy Places committee, a Board
Member of DRCOG’s Sustainable Communities Initiative Executive Committee, and a current member of USGBC’s
LEED Advisory Committee.
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44 Fort Collins, Colorado
A preliminary timeline for completion of the scope outlined in this proposal is provided below, which generally
coincides with the timeline provided in the RFP.
45
A preliminary breakdown of costs, hourly rates, and anticipated time commitments for each phase of work is
provided on the pages that follow. A combined budget is provided, along with a more detailed allocation by firm.
We are flexible in our approach and are committed to working closely with City staff to fine tune this approach to
ensure it meets the City’s needs.
46 Fort Collins, Colorado
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48 Fort Collins, Colorado
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50 Fort Collins, Colorado
51
Cameron Gloss, AICP Planning Manager, City of Fort Collins
970.224.6174 cgloss@fcgov.com
Clarion Associates led the Plan Fort Collins effort, a community-wide project to update City Plan (the
comprehensive plan) and Transportation Master Plan. Key themes of the project included innovation,
sustainability, and connections. The project blended what has worked well for the city in the past with leading
ideas and best practices from other communities, so that Fort Collins will remain a vibrant and attractive place to
live, work, and visit in 20 to 25 years and beyond.
The City’s commitment to sustainability guided the effort, as the city aims to align and balance the community’s
built environment and socio-economic activities with the natural systems that support life. Sustainability is a vital
component of the city’s vision and led to the exploration of new and emerging planning topics such as energy
production and conservation, fiscal sustainability, and health and wellness.
The planning process was community-driven. Through an approach called City PlaNETWORKS, three equally
important elements of participation were woven together to ensure unparalleled and transparent access to the
planning process. These elements included an internet-based e-Network supporting a website and social media; a
Community Network supporting organized City Boards and Commissions as well as private and non-profit groups;
and an Event Network that supported meetings and other face-to-face events. Plan Fort Collins kicked off in
January 2010, and more than 600 people participated in the first Event Network activity. Other events and
activities such as topic-specific focus groups and Facebook dialogues engaged a record number of participants for a
citywide planning process. The plan was adopted unanimously in April 2011.
In June 2011, the Colorado Chapter of the American Planning Association presented the City of Fort Collins with an
Excellence Award for Plan Fort Collins as an Outstanding Planning Project. The city has initiated numerous
implementation actions since the plan’s adoption, including reorganization of several city departments to better
align with the plan’s framework.
Sienna Reid Senior Planner, City of Reno
775.334.4267 reids@reno.gov
Clarion Associates, with support from Economic and Planning Systems and Fehr and Peers, supported the City of
Reno through a two year process to update the City’s Master Plan. The process, known as ReImagine Reno, was
organized in two phases. Phase I began with a robust public engagement process led by City staff which solicited
input from over 6,000 residents over a period of 7 months. At the same time, Clarion Associates and Economic and
Planning Systems prepared a Community Profile, documenting current conditions in the City across a number of
topic areas, as well as predictions for future trends. Because a reorganization and streamlining of the City’s current
Master Plan (which was split among over two dozen smaller plans) was a major objective for the process, Clarion
Associates also prepared a Master Plan Assessment, identifying strengths and shortcomings of the existing Master
Plan, and recommendations for how the topics to be addressed in the updated Master Plan, as well as its
organization. Building off of these three components, Phase II saw the development of the updated Master Plan,
as well as a Structure Plan and Future Land Use Plan. Moving away from an “element” based plan, the updated
52 Fort Collins, Colorado
Master Plan is organized around 8 guiding principles: resilient local and regional economy; Responsible and well-
managed growth; Thriving downtown and university district; Vibrant neighborhoods and centers; Well-connected
city and region; Safe, healthy, and inclusive community; Quality places and outdoor recreation opportunities; and
Effective government. Reno’s current Master Plan does not contain a citywide land use map, instead relying on
land use maps contained in sub-area plans. As such, Phase II also included a consolidation of these sub-area land
use plans into a citywide map. This was an important shift away from the current Master Plan, and should provide
staff, appointed and elected officials, developers and residents with a better picture of where different types of
development are planned for in the future. A structure plan and map for the City was also developed, in an effort
to better define the types of uses and forms of development desired in the mixed-use areas designated in the
Truckee Meadows Regional Plan (to which the City’s Master Plan must be in conformance with). Design principles
were developed for each of the place types identified in the Structure Plan to provide additional guidance on how
development in different locations in the City should look in the future, and to guide targeted updates to the City’s
zoning code following the adoption of the Master Plan. Phase II is still ongoing, and will include the development of
level of service standards for various types of infrastructure and services supportive of growth and quality of life,
as well as the development of an implementation plan to help the City move forward on key goals and policies in
the plan and to prioritize where and when infrastructure investments are made.
Erin Fosdick Senior Planner, City of Longmont
303.651.8336 erin.fosdick@longmontcolorado.gov
Clarion Associates led a multidisciplinary team that included Economic and Planning Systems, Felsburg, Holt &
Ullevig, and Urban Interactive Studio in a major effort to update and integrate the City’s land use and
transportation plans—Envision Longmont. The process included robust in person and online engagement
opportunities, coordination with internal and external committees, and numerous work sessions with City Council
and the Planning and Zoning Commission. Key issues driving the plan included the need to: define where and how
future growth should occur, address the needs of a changing population (older, more diverse), economic growth
and diversification, and protect quality of life in the face of future growth. In addition, a key focus of the process
was to identify ways in which Longmont could become more sustainable and resilient as a community and
organization, after having been heavily impacted by flooding in 2013. The plan is organized around six guiding
principles: Livable Centers, Corridors and Neighborhoods; A Complete, Balanced and Connected Transportation
System; Accessible Housing, Services, Amenities, and Opportunities for All; A Safe, Healthy and Adaptable
Community; Responsible Stewardship of our Resources; and Job Growth and Economic Vitality through Innovation
and Collaboration. Since prior updates to the land use and transportation plan were completed over ten years ago,
the City’s capacity for future growth has become more constrained. A robust growth framework highlights the
various factors influencing growth—emphasizing land use and transportation linkages and providing a foundation
for the plan’s infill and redevelopment emphasis. The implementation strategy outlines detailed next steps to
move the plan forward, which includes targeted code updates, updates to the City’s affordable housing policy, and
alignment with the City’s priority-based budgeting program. The plan was adopted unanimously by the planning
commission in May 2016 and was unanimously accepted by the City Council in June 2016. The plan was recently
recognized by the American Planning Association for Excellence in Comprehensive Planning as part of the APA
Comprehensive Plan Standards for Sustaining Places Recognition Program Pilot.
Eric Cattell, AICP Assistant Community Development Director, City of Manhattan
785.587.2412 cattell@ci.manhattan.ks.us
Clarion Associates led a multi-disciplinary team in an effort to update the 2003 Manhattan Urban Area
Comprehensive Plan (also prepared by Clarion). The process was a joint planning initiative of the City of
Manhattan, Riley County, and Pottawatomie County, Kansas. The process also included an update to the
Manhattan Area Transportation Strategy (MATS), an effort conducted by HDR. Key issues included the
identification of new opportunities for growth as part of an expanded planning area in Pottawatomie County; infill
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and redevelopment in the core area of Manhattan (which includes Downtown, Aggieville, and areas adjacent to
the Kansas State University campus); expanded housing options to serve an aging population and young
professionals; employment opportunities and potential spin off from the NBAF facility; and ongoing uncertainty
regarding troop levels at Fort Riley. The process included an extensive community engagement effort and online
outreach campaign developed in collaboration with Urban Interactive Studio. Both plans were unanimously
adopted by the Manhattan Urban Area Planning Board, Riley County Planning Commission, Pottawattomie County
Planning Commission, the Manhattan City Commission, and both County Commissions in March 2015.
Brett Limbaugh Former Division Manager, Long Range Planning (now Loveland Director of Dev. Services)
970.962-2521
Clarion led the Plan Rapid City effort in collaboration with Economic and Planning Systems (EPS) and Felsburg, Holt
& Ullevig. Rapid City is a thriving community of nearly 70,000 residents located in the heart of the Black Hills. The
community offers a high quality of life that attracts many people to the region, and as a result the City is growing
quickly. The last full update to Rapid City’s Comprehensive Plan was adopted more than 30 years ago. Since then,
the City independently updated various elements of the Comprehensive Plan, yet without the benefit of an
updated vision or coordinated strategy. Plan Rapid City helped unite the various efforts and provides strategic
direction for the future. The vision is comprised of seven core values, which also serve as the chapters of the plan.
The core values are also closely coordinated with the City’s priority-based budgeting themes, which helps to
improve alignment between planning, decision-making, and funding across the City organization.
The planning process included extensive opportunities for public input and collaboration with other regional
organizations. Components of the public participation strategy include a project website (www.planrapidcity.com),
social media updates on Facebook and Twitter, forums with community leaders, booths at community events,
roadshow presentations, and public workshops. The city adopted the plan in April 2014.
Lucinda Smith Director, Environmental Services Dept., City of Fort Collins
970.224.6085 lsmith@fcgov.com
In 2014, the City of Fort Collins commissioned Clarion Associates to design a series of 3 strategic plans for each of
their sustainability departments: Social Sustainability, Economic Health, and Environmental Services. Each of the
strategic plans identifies the major theme areas that are the focus of the department, as well as current conditions
and challenges, a vision for the future, and specific strategies and actions to guide the department's efforts. While
each strategic plan functions independently and collectively, each maintains a consistent visual brand and graphic
aesthetic.
Karen Berchtold, AICP Planner II, Planning department
719.685.2559 kberchtold@comsgov.com
Clarion Associates, in partnership with Acclivity Associates, is leading a multidisciplinary team on a hallmark project
for the City of Manitou Springs; its first comprehensive master plan with a unique approach for integrating natural
hazards planning into the long-range planning process. The process was spurred by events, such as the Waldo
Canyon Fire in 2012 and significant flooding in 2013, the City’s lack of a comprehensive policy plan and Future Land
Use Plan, and the need to identify priorities and establish a plan for action. Though a robust community process,
Plan Manitou seeks to translate the community’s vision for the future into specific policies and strategies that
reduce risk and increase resiliency in the face of future disaster events. To date, the team has worked in
partnership with City staff, elected and appointed officials, a Citizens Advisory Committee, a team of Hazard
Mitigation experts, and the community at large to explore issues and opportunities; assess risks associated with
the City’s unique context and natural environment; explore mitigation capabilities; confirm and refine the
54 Fort Collins, Colorado
community’s vision and goals. Preliminary policy directions to help implement the community’s vision and goals
are now being explored to help the community evaluate key choices and tradeoffs for future growth and risk
reduction within the context of other community priorities. Subject matter experts from Economic and Planning
Systems (housing and economic development), Felsburg, Holt & Ullevig (transportation and mobility), Icon
Engineering (infrastructure and flood mitigation) and Urban Interactive Studio (online engagement tools) are also
providing targeted input on key elements of the plan. A draft plan was released in November and the plan is
scheduled for adoption in March 2017.
Cassie Archuleta Environmental Planner, City of Fort Collins – Air Quality
970.416.2648 carchuleta@fcgov.com
Fehr & Peers developed one of the first Transportation Air Quality Impacts Guidance Manuals and Tools in the
country. This Guidance Manual was developed to clarify and standardize the process for analyzing and evaluating
air quality impacts of City-initiated transportation planning and construction projects.
The tool provides an excel-based macro where users can choose the scale of the project being analyzed and
complete the inputs for the appropriate methodology for each mode. The tool provides a summary of the outputs
for each mode for each of the six principal pollutants. Inputs, outputs and methodologies are described in greater
detail in the accompanying Guidance Manual.
The tool is embedded within the City of Fort Collins’ triple bottom line and sustainability assessment processes,
allowing for consistent methodologies and documentation of processes to compare and assess alternatives. This
also provides the ability to consistently evaluate, analyze, and document the benefits and tradeoffs of air quality
and emissions specific decisions related to transportation.
Amy Lewin Senior Transportation Planner, City of Fort Collins
970.416.2040 alewin@fcgov.com
West Elizabeth Street connects Colorado State University to the West Central neighborhood in Fort Collins.
Thousands of CSU students live within blocks of the corridor and the corridor carries large volumes of bicyclists,
pedestrians, transit passengers and vehicles.
Fehr & Peers led a multidisciplinary team in the development of a long-term vision for infrastructure on the
corridor, which will include one-way cycle tracks for bicyclists, an enhanced sidewalk network for pedestrians and
bus rapid transit. As a part of the project, Fehr & Peers pioneered the application of multimodal performance
measures based on best-practices throughout North America and a consultation with the City staff. The
multimodal performance measures (MMPMs) included intersection Level of Service (LOS) for automobiles, Level of
Traffic Stress (LTS) for bicyclists and built environment factors for pedestrians and transit riders. The MMPMs
made it easier for City staff and the project team to understand the pros and cons of each corridor alternative for
different transportation modes.
Amy Lewin Senior Transportation Planner, City of Fort Collins
970.416.2040 alewin@fcgov.com
Fehr & Peers worked with Russell + Mills Studios and the City of Fort Collins on the West Central Area Plan (WCAP).
As a part of the project, the team prepared conceptual design alternatives for Prospect Road, Lake Street and
Shields Street. Fehr & Peers provided transportation analysis for the project, including the application of
multimodal performance measures based on best-practices from throughout North America and consultation with
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the City staff. The multimodal performance measures included intersection Level of Service (LOS) for automobiles,
Level of Traffic Stress (LTS) for bicyclists and built environment factors for pedestrians and transit.
The multimodal performance measures made it easier for City staff and the project team to understand the pros
and cons of each alternative for different transportation modes. Additionally, Fehr & Peers provided input on the
conceptual design alternatives, including new bikeways, buffered sidewalks, pedestrian and bicycle treatments at
intersections and midblock crossings. The Plan, adopted in March 2015, received two awards at the 2016 American
Planning Association’s (APA) Colorado state conference Fall of 2016-- Colorado Merit Award in the category of
General Planning Project and the City’s Climate Action Plan an Honor Award for Sustainability and Environmental
Planning.
Kathleen Bracke Former Project Manager, City of Fort Collins
303.441.4155 brackek@bouldercolorado.gov
In association with Clarion and Associates, Fehr & Peers prepared the transportation element of the
Comprehensive Plan for the City of Fort Collins. This progressive approach was based upon a sustainable plan for
the future that provided transportation synergy to a Triple Bottom Line – Economic, Environmental and Social. The
transportation plan element evaluated land use scenarios, in conjunction with multi modal transportation. Key
analysis innovations included:
A rigorous validation process of the Regional Travel Demand model. This systematic approach revealed model
strengths and limitations
Travel Demand modeling and evaluation of Green House gases via model post processing. Fehr & Peers’
proprietary quantification informed key choices for staff, public and elected officials.
A GIS based pedestrian and bicycle model tool to look at land use vs demand. A series of maps provided
effective means of identifying pedestrian and bicycle key choice implications and needs.
An extensive stakeholder and public involvement process provided key input into the process to inform key
choices regarding funding commitments, maintenance scenarios and plan visioning. Much of the input from the
public came from interactive key pad polling. Finally, the plan provided a blue print of projects and policies that
was directly tied to the city’s sustainable goals.
Todd Hollenbeck Mesa County
970.255.7168
The Grand Valley Transit and Human Services Transportation Coordination Plan serves as the planning document
which meets all Federal Transit Administration (FTA) and Colorado Department of Transportation (CDOT)
requirements and guidelines for funding eligibility under SAFETEA-LU. CDOT will use this Plan in evaluation and
approving grant applications for capital and operating funds from the FTA, as well as other available funds. The
Grand Valley Regional Transportation Commission (GVRTC) will use the summary information provided for the
2035 Plan for allocating available funds and project prioritization.
The plan includes the following elements:
Assessment of transportation needs
Routes and service areas of providers
Strategic transit program projects
Inventory of existing transportation providers
Identified gaps and duplications in service
56 Fort Collins, Colorado
Strategies to eliminate gaps and duplication in service
Priorities for coordination of services
Six-year implementation and financial plan
Inclusion of Grand Valley Transit's six-year financial plan
Kathy Young Mesa County
970.255.7188 kathy.young@mesacounty.us
LSC worked as a subcontractor to Cambridge Systematics to update the Regional Transportation Plan for Mesa
County. LSC was responsible for updating the transit element of the plan which included an update of existing
transportation services and development of the transit vision.
As part of the transportation plan update, LSC updated the Mesa County Coordinated Transit and Human Services
Transportation Plan. This was to serve as the planning document for the included providers to meet all Federal
Transit Administration (FTA) and Colorado Department of Transportation (CDOT) requirements and guidelines for
funding eligibility. The plan specifically focused on the Grand Valley MPO but included all of Mesa County, and
responded to new federal and state requirements for a locally developed coordinated transportation plan.
LSC also prepared a Transit Asset Management Plan to meet the requirements of MAP-21 and the FTA. The Transit
Asset Management Plan included an inventory of all transit capital assets and developed performance standards
for maintenance and replacement of capital equipment. The Plan was approved by CDOT and the FTA.
Vicky McLane
970.224.6059
The North Front Range Transportation Planning Region encompasses the urban areas of Fort Collins and Greeley
and the surrounding rural areas of the two counties. The planning region is adjacent to the Denver Metropolitan
area. LSC was selected to prepare the Regional Transit Element as part of the long-range transportation planning
process. LSC identified both long-range and short-range transit needs within the study area.
Proposed transit system improvements were evaluated and prioritized to meet the future public transportation
needs of the region. Projects were prioritized to develop a financially-constrained plan. Planned improvements
include enhanced services within several communities and regional services between the communities. The plan
also calls for regional service between the North Front Range and the Denver area.
As part of the project, LSC staff worked with the North Front Range staff to identify and prioritize needs.
Presentations were made to the Metropolitan Planning Organization Board with recommendations for the regional
plan. LSC personnel conducted public open houses at the malls in Greeley and Fort Collins to obtain public input
regarding public transportation needs and the proposed transit services.
Kent Cashel Transit/Transportation Manager
435.615.5360 cashel@parkcity.org
Building upon our previous three successful transit plans for the area, LSC Transportation Consultants, Inc. was
retained to develop a Short Range Transit Plan (SRTP) for Summit County and the Park City Municipal Corporation.
The study focused on enhancing services in the growing residential and commercial areas in unincorporated
Summit County, improving service quality in the Park City area, implementing new connections to Salt Lake City
and other communities, as well as capital facility, technology and vehicle improvements.
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LSC reviewed and presented demographic factors, including the increasing transit needs of a growing general
public, commuter, and elderly population. The firm also conducted an in-depth evaluation of current services and
ridership patterns, including onboard surveys in both summer and winter. Detailed evaluations were conducted on
a wide range of service, capital, institutional and management, and financial alternatives. Recommendations were
provided to guide implementation of service improvements over the next seven years.
Kent Cashel Transit/Transportation Manager
435.615.5360 cashel@parkcity.org
Using funds provided through the San Luis Obispo Council of Governments, LSC was selected (with AECOM as a
subcontractor) to conduct joint Short Range Transit Plans for the San Luis Obispo Regional Transit Authority as well
as the City of San Luis Obispo’s SLO Transit system. Together, these two systems serve over 1.8 million passenger
boardings per year, including ridership generated by the California Polytechnic University. Our work included the
following:
Onboard surveys of all routes and services, including passenger perception surveys and transfer surveys;
Performance review of all services;
Cost and ridership analysis of a wide range of service alternatives, capital alternatives, and management
alternatives;
Detailed evaluation of the regional Runabout paratransit program, and management strategies to control
operating costs; and
Specific evaluation of means to better coordinate the two transit services, including schedule revisions, route
revisions, shared goals/objectives/standards and fare alignment.
The resulting plans include an expansion of Express Service on the RTA system, and a wholescale route realignment
of the SLO Transit program to focus services on high-demand areas.
David Gaspers Principal City Planner – Community Planning and Development
720.865.2936 david.gaspers@denvergov.org
Denver is a great place to live and work – it boasts an active outdoor lifestyle, proximity to the mountains,
phenomenal restaurants, and diverse neighborhoods and cultural experiences. Denver is experiencing
unprecedented growth and is on pace to grow by another 150,000 new residents in the next 20 years. The
community is also responding to significant changes including the implementation of regional rail, the legalization
of marijuana, changing transportation technology, and growing concerns about affordability.
Blueprint Denver is an update of the City’s 15-year-old plan for land use and transportation. It will direct how the
city evolves, ensuring that Denver neighborhoods feel and function in ways that makes life better and more
enjoyable for those who live and work there. Extensive conversations with key stakeholders and residents will help
determine how Denver changes. It will also chart a course for a more multi-modal transportation system that
provides safe and convenient choices for all residents.
A primary goal of the Blueprint Denver Plan Update is to guide Denver’s growth, address mobility with a forward-
thinking approach to multiple modes of transportation, and lay out an equitable and resilient future for Denver
over the next 25 years.
MIG and the City of Denver are currently in the scenario planning phase of the project and anticipate plan
adoption in winter 2018.
58 Fort Collins, Colorado
Rudy Nino, Jr. Planning Administrator – Division of Strategic Planning and Urban Design
210.207.8389 rninojr@sanantonio.gov
The City of San Antonio retained MIG, Inc. to assist in creating their 2040 Comprehensive Plan. The Comprehensive
Plan Update process will result in a consolidated and internally-consistent series of documents that will guide
future City planning decisions and ensure that they reflect the character, needs, values and desires of the San
Antonio community and result in a more vibrant, healthy, inclusive and sustainable city. Additionally, MIG is
assisting the city with coordinating a number of concurrent planning projects. These include the Sustainability Plan,
the Strategic Multimodal Transportation plan, and a central website for a “one-stop shop” for these interlinked
plans.
To ensure that all aspects were addressed, Project Element Working Groups were established to focus on areas of
study, which enabled each topic to be thoroughly explore the issues, goals, and strategies for each part of the
comprehensive plan.
In addition, MIG designed and facilitated neighborhood leader workshops, community meetings and open houses,
online surveys, social media campaigns, press releases and media events, and "Go To Them" meetings throughout
the planning process.
Susan Connors Director, Planning and Community Development
405.366.5431 susan.connors@normanok.gov
With a growing population of 120,000, Norman is part of the dynamic Oklahoma City Metropolitan Area, which has
over one million residents. As the third largest city in Oklahoma and the largest city within Cleveland County, it is
home to the University of Oklahoma, has a healthy employment rate, strong neighborhoods, quality schools, and
beautiful natural spaces. Over the next 40 years Norman is projected to grow by over 20,000 households. To help
plan for this growth and its effects on the area, the City of Norman engaged MIG to update its Comprehensive
Plan.
The Comprehensive Plan will help guide future growth and development, craft a community vision, define
supportive goals and policies, and provide an implementation framework. The final document will serve as both a
physical plan and policy guide for Norman. Critical to any successful comprehensive plan is public input and
engagement. To accomplish this, MIG worked with the City to create a public engagement strategy that provides
education and participation opportunities for Norman’s residents, businesses and stakeholders. To date, outreach
efforts have included community workshops, public outreach events, a community visioning survey, and a project
website with regular E-Newsletter updates.
The team is currently analyzing potential growth scenarios and anticipates a completed plan by late 2017.
Pete Wray, AICP Senior City Planner - Planning Services, City of Fort Collins
970.221.6754 pwray@fcgov.com
MIG assisted the City of Fort Collins in the development of updates to the Old Town Neighborhoods Plan. Working
hand-in-hand with community members and key stakeholders, the team developed a set of four vision elements.
The vision elements guided the overall plan framework and specific recommendations include connectivity,
diversity, livability, and sustainability.
For example, the sustainability vision element includes concepts and recommendations for low impact
development, neighborhood greenways, integrated stormwater management, and a variety of other sustainability
practices that can be implemented at the site and neighborhood scales.
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MIG designed illustrative graphics and visualizations to communicate specific recommendations and the overall
planning and design intent. MIG and City staff collaborated to develop an implementation strategy that includes
specific actions, responsibilities, costs, and phasing.
Outreach and engagement for the Old Town Neighborhoods Plan effort included stakeholder interviews and focus
groups, online surveys, stakeholder meetings, staff technical team meetings and larger community workshops and
open houses.
Ken Bryan (Housing) Planner, City of Oklahoma City
405.297.2574 ken.bryan@okc.gov
Geoff Butler (Retail) Project Manager, City of Oklahoma City
405.297.2288 geoffrey.butler@okc.gov
Oklahoma City selected EPS to complete the housing and retail elements of its comprehensive plan, planokc. The
purpose of was to guide decisions to create a more sustainable and healthy city with quantifiable information and
public input. Its policies would influence a more sustainable development and land use pattern with the goal of
increasing the quality of life.
Housing Study
The goal of the Housing Plan was to gather information about the amount and types of housing that are
anticipated throughout the city over the next 20 years. The Housing Plan included recommendations on how to
close any identified gaps between projected supply and demand, especially with respect to compact housing types,
and the project will inform land use policies.
EPS completed a comprehensive housing demand study, including a city-wide survey to assess demand for housing
by geography, age level, income, and preferences and willingness to make tradeoffs for a wide variety of housing
types and neighborhood attributes. EPS quantified housing demand by age cohort by different parts of the city
over 20 years, and identified the elasticity of demand and willingness to pay for various types and neighborhood
qualities. The study concluded with land use policies and strategies to promote desired housing development
patterns including more infill housing, more diverse product mix and less greenfield land consumption.
Retail Plan
Oklahoma City has experienced significant population growth in the past decade. Despite this fact, sales tax growth
in the City lags surrounding suburban communities and regional competitors. State of Oklahoma law prevents
property tax to be used for general operational costs. Thus, sales tax revenue is essential to the City’s fiscal health
and sustainability. In order to protect the City’s existing sales tax base, while enhancing its competitive position to
capture future regional retail growth and leverage recent downtown capital improvements, the City sought a
proactive plan and approach to future retail development land use policies.
EPS was engaged to create a Retail Plan that will guide future retail development in the City and ultimately inform
the future land use decisions. As part of the plan EPS, conducted regional economic and demographic analysis,
analyzed regional and city retail sales trends, and inventoried and evaluated the performance of retail centers
across the region. EPS then used this analysis to group retail centers into corridors and nodes, including Regional
Centers, Highway Corridors, Arterial Corridors, Community Centers, and more urban neighborhood districts, or
Community Development Revitalization Programs (CDRPs). EPS applied a number of performance metrics to each
node and corridor to gain an understanding of overall retail performance. EPS then developed for each existing
type of node and corridor a set of policy recommendations, including land use, partnership, and public finance
strategies for each type of retail area.
60 Fort Collins, Colorado
Rudy Nino Interim Assistant Director – Division of Strategic Planning and Urban Design, City of San Antonio
210.207.0217 rudy.nino@sanantonio.gov
San Antonio, Texas is the seventh largest city in the U.S. and part of one of the fastest growing metropolitan areas
in the country. The Alamo Area Metropolitan Planning Organization has forecast that the City of San Antonio will
grow by half a million households and jobs by 2040. In order to facilitate this amount of growth, the City of San
Antonio needed to document the City’s capacity for growth, market trends by sub-region and demand for infill
redevelopment.
The City hired EPS to complete three studies to inform their comprehensive planning effort. The three components
of the project included an infill development capacity study (component 1), a future economic opportunities
analysis and jobs and housing market demand study (component 2), and a fiscal impact analysis of growth
scenarios (component 3). The findings from components 1 and 2 were used to create a market based growth
forecast for the City of San Antonio, which was used by the Alamo Area MPO for its metro-wide growth forecasts.
Based on research of drivers and market trends, EPS identified 13 major activity centers within the City that are
forecast to attract half of all future employment.
The Initial Studies served as the background technical analysis used to develop policy directives within the
Comprehensive Plan. EPS and MIG were subsequently hired to complete the City’s comprehensive plan. The focus
of EPS’s work was the development of policy direction papers related to economic competitiveness, growth and
urban form and housing. In addition, EPS assisted MIG with development of center, corridor, and neighborhood
types that provide the land use planning framework for future planning efforts within the City. The City’s main
focus in the comprehensive plan was ways to accommodate and incent future development within the activity
centers EPS identified as well as create connectivity between them.
Erin Fosdick Senior Planner, City of Longmont
303.651.8336 erin.fosdick@longmontcolorado.gov
The City of Longmont, Colorado is located in northern portion of Boulder County along the foothills of the Rocky
Mountains. Longmont serves as a stand-alone community and is home to several large employers. However,
Longmont also has served as an attractive community for residents who work in neighboring Boulder or within the
larger Denver metro area. The city of 92,000 residents has largely reached the limits of its outer boundaries and
has limited opportunity for future green-field development to serve new growth. Longmont is forecast to growth
by another 24,000 residents in the next 20 years and much of this new population growth will have to be
accommodated through infill and redevelopment. In 2015, the city set out to jointly update their Longmont Area
Comprehensive Plan and Longmont Multimodal Transportation Plan under one effort entitled Envision Longmont.
Envision Longmont will provide as the guiding document that links and connects various efforts to address the
future of Longmont.
EPS, as part of a multidisciplinary team led by Clarion Associates, provided the growth, economic development and
housing assessment and strategies needed within the updated comprehensive plan. The plan strategies focused on
how the city could diversify both its housing stock to meet the demands of a changing demographic profile of its
residents and diversify its economy and become more competitive in attracting and creating businesses. Housing
prices and rental rates have been increasing rapidly in recent years and the city was dealing with issues related to
housing affordability. As a result, EPS provided a supplemental update to the City’s affordable housing gaps
analysis and led a series of workshops with the City Council and housing stakeholders to identify ways to
incentivize the development affordable housing units and create a permanent revenue source for the City’s
affordable housing fund. EPS’s efforts led to the City Council directing staff to revamp the city’s affordable housing
incentive program based on study recommendations.
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Sue Beck-Ferkiss Social Sustainability Specialist
970.221.6753 sbeckferkiss@fcgov.com
The Fort Collins City Council identified affordable housing funding as a priority, but recognized that its existing
development incentives, land use regulations, policy, and funding were not enough to entice developers to build
additional affordable housing. The City engaged EPS to complete a comprehensive housing affordability policy
study with a public process component of three public stakeholder workshops and Council work sessions. EPS
identified demographic, economic, and housing market trends to characterize housing affordability issues and
challenges, as well as existing regulatory (land use incentives, building codes) and non-regulatory (fee waiver
policies, etc.) structures. The analysis delved further into core housing cost issues, such as documenting the extent
that land, hard and soft costs, and taxes/fees had contributed to exacerbating housing affordability issues. The
analysis then quantified the housing issues and need, such as trends in commuting and ownership housing costs,
changes in affordability gaps, gaps in rental and ownership inventory, legislative barriers (i.e. threat of construction
defects claims) to construction of multi-family ownership housing, among others.
EPS identified short-, mid-, and long-term strategies and solutions to address each of the identified challenges and
conditions. These recommendations included quasi-regulatory and non-regulatory solutions, such as the
establishment of a public-finance based incentives policy, a reduction in the minimum house size in the building
code, granting of development review fee waivers for affordable housing projects, reevaluation of marginal capital
expansion and development review fee structure. EPS also determined that the existing or foreseeable conditions,
including an inclusionary housing ordinance and/or commercial/residential linkage program, were viewed as
infeasible or lacking political support, such as a time-limited property tax or a development excise tax to find a
more permanent or substantial funding source.
Josh Birks Economic Health Director, City of Fort Collins
970.221.6324 jbirks@fcgov.com
The Mason Corridor is a five-mile, north-south corridor centered along the Burlington Northern Santa Fe (BNSF)
Railway property, located a few hundred feet west of College Avenue (US 287), the City’s Main commercial street.
The corridor will include a new bicycle and pedestrian trail as well as a future Bus Rapid Transit (BRT) system in a
fixed guideway for the majority of the corridor. The corridor will link major destinations and activity centers along
the corridor including downtown commercial, cultural, and business centers, Colorado State University, Foothills
Mall, and South College Avenue retail areas. The City of Fort Collins retained EPS to conduct an economic and
market analysis of the proposed Mason Corridor project.
EPS evaluated the development conditions and opportunities along the corridor as well as estimated the economic
and fiscal benefits of the project for the City. The analysis evaluated the supply and demand for residential, retail,
and office development within the City of Fort Collins and estimated capture of each for the corridor. These
estimates provided the foundation for targeting specific stations areas as potential catalyst projects. EPS also
estimated future property tax and sales tax revenues for the City as a basis for evaluating potential public financing
options. In addition, the analysis quantified the economic and fiscal impacts of the estimated $72 million.
Joshua Birks Economic Health Director, City of Fort Collins
970.221.6234 jbirks@fcgov.com
EPS, with ELS Design and Architecture and Warren Wilson, completed a redevelopment study of the three mile
College Avenue commercial corridor in Fort Collins. College Avenue is the primary regional retail destination, but is
experiencing declining retail sales and higher vacancies due to newer regional competition, an aging building stock,
62 Fort Collins, Colorado
and national retail chain mergers and closures. The corridor’s anchor, Foothills Mall, is endangered with two
department stores and nearly half of the mall space vacant.
EPS conducted a comprehensive market analysis of existing conditions and future development potentials for
retail, office, and residential development over a 20 year time period. The key catalyst project is renovation and
expansion of the Foothills Mall and surrounding properties. EPS identified the supportable development program
and key anchor tenants and a list of additional lifestyle and entertainment tenants. EPS also conducted planning
level financial feasibility analysis of two development options to estimate project returns and public financing
requirements.
The firm also identified a redevelopment strategy for the remaining portions of the corridor identifying existing
viable retail locations for refill and forecasting the development potential for other sites with residential and mixed
use redevelopment potentials. The study identified implementation actions and next steps for reaching the city’s
redevelopment and investment goals. The consultant team is currently working on a conceptual private public
partnership with the mall owner to pursue the recommended mall renovation and expansion option.
Kimball Crangle Senior Developer | No longer with DHA
720.932.3123 kcrangle@gormanusa.com
Project Summary
YR&G, in partnership with Mithun, supported the development of overarching sustainability strategy for Denver
Housing Authority’s (DHA) Sun Valley neighborhood redevelopment. DHA was seeking to revitalize an existing
community by providing a range of mixed-income residents with a highly sustainable, transit-oriented, mixed use
development focused on a healthy lifestyle, increased non-auto mobility, and an integration of resource
conservation and management systems. Particular attention was paid to district energy, community scale
decarbonization, integration of natural systems, and access to healthy food. The project used elements of a variety
of frameworks, including EcoDistricts, LEED-ND, and the Sustainable Sites Initiative.
YR&G Services
YR&G supported the integration of sustainability goals and performance metrics into the master plan including
building energy and carbon budgets, low impact development stormwater management, active design, and
resident engagement strategies. YR&G also completed a LEED-ND gap analysis and completed a district waste
analysis for the project defining expected waste streams and outlining specific strategies to meet tiered reduction
goals.
Kimball Crangle Senior Developer | No longer with DHA
720.932.3123 kcrangle@gormanusa.com
Project Summary
The Denver Housing Authority’s (DHA) 15 acre Mariposa Redevelopment project sought to revitalize an existing
community by providing residents with a highly sustainable, transit-oriented, mixed use development, focused on
a healthy lifestyle, increased non-auto mobility, an integration of resource conservation and management systems,
and a diverse mix of new and existing residents.
YR&G Services
YR&G supported DHA in their master planning, design, and construction efforts at the site through incorporation of
broad sustainability elements in the master plan, including urban agriculture, active design elements, integrated
stormwater management and landscape design, Net-Zero and LEED-platinum buildings, and an emphasis on health
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and the built environment. We have helped manage the overall sustainability goals on behalf of DHA and
supported the development of performance metrics such as building carbon budgets, occupant education and
engagement strategies, and stakeholder collaboration.
For the build-out of individual blocks, we supported the design and construction of LEED-Platinum and Net-Zero
buildings with the goals of achieving best practice resource management and healthy and active living for the
residents. YR&G also facilitated a series of team charrettes to engage the development and resident community
and facilitate an integrated design process. The project has been widely recognized as a leader in sustainable
community development, and in 2012 was awarded EPA’s prestigious Award for Smart Growth Achievement for
equitable development. Already, this development is seen as a national model for transit oriented development
(TOD) and will continue to demonstrate innovative and exceptional energy efficiency; healthy, safe living
environments; lower utility costs; conservation of energy, materials and other resources; utilization of renewable
energy resources; and the enhancement of the health of the local storm-water system.
In 2013, YR&G was honored by the US Green Building Council’s Colorado chapter for our work on the Mariposa
project, receiving a ‘Public Interest Design’ award for our work engaging the community in sustainable design
decisions and successfully integrating social and environmental elements into the project.
64 Fort Collins, Colorado
Ms. White is a Director with Clarion Associates, based in Denver, Colorado. She is a
planner and landscape architect with nearly 20 years of professional experience in
all aspects of plans and plan implementation. She has managed and conducted
numerous community planning and visioning projects for a range of local, regional,
state, and non-profit agencies locations across the country. Ms. White specializes in
comprehensive planning and visioning for small and mid-sized communities, and
has extensive experience developing plans and design standards to support regional
collaboration, community revitalization, transit-oriented development, infill and
redevelopment, historic preservation, best practices in sustainable development
and community resiliency.
Representative Major Projects
ReImagine Reno—Master Plan Update | Reno, Nevada
Envision Longmont—Comprehensive Plan Update | Longmont, Colorado
Comprehensive Plan Update | Ada County, Idaho
Community Master Plan/Hazard Mitigation Plan | Manitou Springs, Colorado
Manhattan Urban Area Comprehensive Plan Update | Manhattan, Kansas
Rapid City Comprehensive Plan Update | Rapid City, South Dakota
Imagine Adams County—Comprehensive Plan Update | Adams County,
Colorado
Blueprint Boise—Comprehensive Plan and Development Code Update | Boise,
Idaho
PlanCheyenne Update | Cheyenne, Wyoming
Johnson County Vision 2030 | Johnson County, Kansas
AmberGlen Regional Center Zoning and Development Standards | Hillsboro,
Oregon
Lassen County General Plan Update | Lassen County, California
TOD Corridor Plan and Design Standards | Sparks, Nevada
Boulder Highway Corridor Investment Strategy and Design Standards |
Henderson, Nevada
Riverfront Strategic Action and Development Plan| Oklahoma City, Oklahoma
Downtown Master Plan | Broken Arrow, Oklahoma
Wells Avenue Neighborhood Plan and Design Standards| Reno, Nevada
Growing Smarter at the Edge: Master Planned Community Case Studies|
Sonoran Institute/Lincoln Institute of Land Policy
Central Franklin Area Plan | Franklin, Tennessee
DARCIE WHITE, AICP
Director
Education
Bachelor of Science, Landscape
Architecture
Colorado State University
Professional History
Clarion Associates, LLC
Principal/Director
2007—present
Associate/Senior Associate
2000-2007
Balloffet & Associates, Inc.
Planner/GIS Analyst
1998-2000
Tri-County Metropolitan District
Planner
1996-1998
Professional Associations
American Institute of
Certified Planners
Member
American Planning Association
Member
Ben Herman is a Senior Consultant with Clarion Associates and led the firm’s
national planning practice for over 15 years. He has more than 30 years of national
and international experience in all aspects of planning, and has been responsible for
managing and conducting complex, multidisciplinary assignments for private and
public sector clients. Mr. Herman is a highly experienced planner with superior
technical, administrative, and management skills. He specializes in complex, multi-
disciplinary planning studies, and has extensive experience in community, regional,
and corridor plans; airport area land use plans; development master plans;
downtown plans; and regional growth management strategies. Throughout his
career, he has emphasized a commitment to excellence, innovation and creative
thinking, and consensus building.
Representative Major Projects
Boulder Valley Comprehensive Plan Assessment | Boulder, Colorado
Comprehensive Plan | Longmont, Colorado
Comprehensive Plan Update | Adams County, Colorado
City Plan | Fort Collins, Colorado | 1997, 2004 and 2010 Update
Mainland/Airport Area Framework Plan | Abu Dhabi, United Arab Emirates
Blueprint Boise Comprehensive Plan | Boise, Idaho
Comprehensive Plan | Commerce City, Colorado
PlanCheyenne | Cheyenne, Wyoming | 2007 and 2013 Update
Urban Area Comprehensive Plan | Manhattan, Kansas| 2004 and 2013 Update
Comprehensive Master Plan | Henderson, Nevada
Comprehensive Master Plan | Carson City, Nevada
Comprehensive Plan | Sheridan County, Wyoming
North Main Street Revitalization Strategy | Sheridan, Wyoming
Imagine Cary Comprehensive Plan | Cary, North Carolina
Oklahoma River Corridor Strategic Development Plan | Oklahoma City,
Oklahoma
I-25 Corridor Plan | Northern Colorado Communities
Airport Smart Growth Pilot Project | Chino, California
Boulder Highway Corridor Investment Strategy | Henderson, Nevada
2035 Countywide Vision | Johnson County, Kansas
Thrive 2055 Regional Plan | Greater Chattanooga Region
BENJAMIN A. HERMAN, FAICP
Senior Consultant
Education
Richard Stockton
College of New Jersey
Bachelor of Science,
Environmental Studies
Professional History
Clarion Associates, LLC
Vice President
EDAW Australia Pty. Ltd.
Managing Director
EDAW, Inc.
Senior Associate/
Director of Operations
New Jersey Department of
Environmental Protection
Assistant to the Commissioner
R.E. Hughey and Associates, Inc.
Senior Associate
Professional Associations
American Institute of
Certified Planners
College of Fellows
American Planning Association
Member
American Planning Association
Charlie Brennan is a planner for Clarion Associates’ Denver office, and is a recent
graduate of the Master in Urban Planning program at Harvard University’s Graduate
School of Design. Mr. Brennan has worked on projects including comprehensive
plans, area plans, best practices and case study research, and GIS analyses. Before
joining Clarion Associates, he worked as a researcher and main author for
“Rethinking Social Housing in Mexico”, a research and capacity building project
based on collaboration between Harvard University and INFONAVIT, a government
agency in Mexico, focusing on sustainability and inclusivity in Mexico’s national
housing policy. Mr. Brennan currently works on comprehensive plan projects across
the nation addressing issues of infill and redevelopment, changing demographics,
transit oriented development, and hazard mitigation and resilience, among others.
He is a member of the American Planning Association.
Representative Major Projects
Manitou Springs Community Master Plan
and Hazard Mitigation Plan | Manitou Springs, CO
Ada County Comprehensive Plan Update | Ada County, ID
Reno Master Plan Update | Reno, NV
Longmont Area Comprehensive Plan Update | Longmont, CO
Milliken Comprehensive Plan Update | Milliken, CO
Rethinking Social Housing in Mexico | Mexico*
Plan Downtown Malden | Malden, MA*
Park City General Plan | Park City, UT*
* Work with previous firms
CHARLIE BRENNAN
Associate
Education
Harvard University
Graduate School of Design
Master in Urban Planning, 2014
The George Washington University
Bachelor of Arts in International
Affairs & Geography, 2011
Professional History
Clarion Associates, LLC
Associate, 2015 – present
Harvard University
Research Associate, 2014
Urban Ecology Institute
Research and Analysis Associate,
2013
Park City Municipal Corporation
GIS Technician, 2011-2012
Professional Associations
American Planning Association
Member
Dee Dee DeVuyst is Clarion's Graphics and Marketing Manager located in the
Denver office. She brings a diverse academic and professional background in
architecture, environmental engineering, international development, and graphic
design. Her multidisciplinary experience gives her the ability to effectively
communicate and translate complex and technical information into graphics and
documents that are both visually appealing and accessible to a wide variety of
audiences. She has more than six years of experience in project management and
visual communications, working with a variety of public and private agencies and
organizations, specifically within the context of international and domestic
community development. She is fluent in a range of design and mapping programs,
including Adobe Suite, SketchUp, AutoCAD, and ArcGIS, and frequently combines
them to create custom illustrations, diagrams, and infographics.
Related Project Experience
Preservation for a Changing Colorado Graphic Book Design | Colorado
Preservation, Inc.
Longmont Comprehensive Plan Document Design| Longmont, Colorado
Environmental Services Strategic Plan Graphic Book Design | Fort Collins,
Colorado
Albany Sustainable Development Ordinance Illustrations | Albany, New York
Social Sustainability Strategic Plan Graphic Book Design | Fort Collins, Colorado
Economic Health Strategic Plan Graphic Book Design | Fort Collins, Colorado
Albuquerque Integrated Development Ordinance Illustrations | Albuquerque,
New Mexico
Indianapolis Development Code Illustrations | Indianapolis, Indiana
RE:CLAIM Nutrient Management Marketing Campaign | Tampa, Florida*
ECPA (Energy and Climate Partnership of the Americas) Newsletter Design and
Production | Lima, Peru*
Hillsborough County Public School Magnet Program Graphic Marketing
Campaign and Production | Tampa, Florida*
AEESP (Association of Environmental Engineering and Science Professors) 2011
Environmental Engineering Conference Rebrand and Production | Tampa,
Florida*
Campus Emergency Evacuation Sign Redesign and Production | Washington
University in St. Louis | St. Louis, MO*
* Work with previous firms
DEE DEE DEVUYST, LEED GREEN ASSOC.
Graphics and Marketing Manager
Education
University of South Florida
MS, Environmental Engineering
Washington University in St. Louis
Master of Architecture
University of Florida
Bachelor of Design, Architecture
Professional History
Clarion Associates, LLC
Graphics and Marketing Manager
2014 - Present
United States Peace Corps
Water and Sanitation Engineer
2011 –2013
University of South Florida
Project and Graphic Designer
August 2010-August 2011
Washington University in St. Louis
GIS Technician
Summer 2008, 2009-2010
Professional Associations
LEED Green Associate
Jeremy Klop, AICP
Principal
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Jeremy Klop, AICP has professional experience including a wide range of multimodal planning and implementation projects
across the United States. Through his combined expertise in travel demand forecasting and multimodal traffic operations,
he has helped implement transportation projects in diverse settings such as high mountain Main Streets, economically
challenged Midwestern towns, biomedical campuses, 4,000+ acre infill communities, thriving urban downtowns, and small
transit villages throughout the Western US. He is known for working effectively with planning commissions, elected officials,
advocacy groups, and multiple city departments to gain consensus on complex transportation planning issues. He frequently
lectures and trains practitioners on multimodal planning and served as a chapter co-author for the ITE Transportation
Planning Handbook. He is Principal in Charge of the Mobility Plan 2035 for the City of Los Angeles, the Union Station
Master Plan, and the Great Streets initiative for the Mayor’s office in the City of Los Angeles.
Publications and Presentations
• Transportation Planning Handbook – Chapter 21 Pedestrian & Bicycle Planning,
with Matthew Ridgway, Institute of Transportation Engineers, 2009
• TOD Trip Generation – State of the Practice Methods, Colorado Wyoming ITE,
Colorado WTS, and Rocky Mountain ITS Spring Transportation Symposium,
April 2009
• Complete Streets, presentation to Rocky Mountain Land Use Institute,
March 2007
• Bridging the Gap: Integrating the Regional Model and Microsimulation,
TRB Annual Meeting Presentation, January 2006
Project Experience
• Union Station Master Plan, Los Angeles, CA
• General Plan Mobility Element (LA2B), Los Angeles, CA
• Performance Metrics Study, Pasadena, CA
• Livable Streets Assessment, Carlsbad, CA
• Street Classification and Benchmarking System, Los Angeles, CA
• Durfee Corridor Study, Pico Rivera, CA
• Alameda County Transportation Commission Complete Streets
Workshop, Oakland, CA
• Urban Street Standards, Aurora, CO
• Transit Signal Priority Study, Denver, CO
• Denver Living Streets Initiative, Denver, CO
• City of Los Angeles Mobility Element Update - LA2B
Education
Master of Regional Planning,
University of North Carolina,
Chapel Hill, NC, 1999
Bachelor of Science, Biology,
Calvin College, Grand Rapids,
MI, 1994
Registrations
American Institute of Certified
Planners, 2003 (018596)
Affiliations
American Planning
Association: Member
American Planning
Association – Colorado
Chapter: Vice President
of Communications
Institute of Transportation
Engineers: Member
Ann Bowers, PE, PTOE
Principal
Education
Bachelor of Science,
Civil Engineering Gonzaga
University, Spokane,
WA, 1988
Registrations
• Licensed Civil Engineer:
Colorado No. 31955
• Licensed Civil Engineer:
Utah No. 190959-2202
About
Ms. Bowers is a Principal and Project Manager with over twenty-five years of
comprehensive transportation engineering and planning experience. Ann has
proven to bring valuable insight and management skills to transportation
engineering projects throughout the Rocky Mountain region. Her projects stem
from her passion to blend engineering and planning. Ann’s style involves a high
degree of empowerment yet accountability. She has numerous repeat clients due
to her creative thinking combined with delivery. Ann is a registered Professional
Engineer in Colorado, Utah, Wyoming, and Idaho and is also a certified
Professional Traffic Operations Engineer (PTOE).
• Licensed Civil Engineer:
Wyoming No. 12320
• Licensed Civil Engineer:
Idaho No. 15317
• Professional Traffic
Operations Engineer:
No. 579
Affiliations
• Institute of Transportation
Engineers (ITE): Member
Expertise
• Transportation Planning
• Access Management
• Transportation Engineering
• Transportation Impact Studies
• Safety Studies
• Parking Studies
Project Experience
• Corridor Analyses
• Rail Crossings
• Signal Operations
• Signal Progression
• Community Outreach
and Consensus Building
• Traffic Calming
• Women’s Transportation
Seminar (WTS): Member
• WTS Colorado Blue Ribbon
Panel: Member
• ULI: Member
• West Central Area Plan - Fort Collins, CO
• Fort Collins Transportation Air Quality Study - Ft. Collins, CO
• Parker Transportation Master Plan - Parker, CO
• Arvada TOD Master Plan – Arvada, CO
• Blackmore Road Subarea Traffic Calming Plan - Casper, WY
• PlanCheyenne Transportation Plan - Cheyenne, WY
• Jackson/Teton County Integrated Transportation Plan - Jackson, WY
• Casper Long Range Transportation Plan - Casper, WY
Chris Breiland, PE
Princip Principal
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Chris Breiland is a Principal with Fehr & Peers’ Seattle office and has over 12 years of
experience working with transit agencies, communities, and private sector clients on
developing innovative solutions to solve complex transportation planning issues. He is
experienced in multi-modal transportation planning, parking studies, travel
behavior/pricing studies, non-motorized access studies, conceptual designs and cost
estimating, multi-agency regional transportation planning studies, and multimodal
level of service. In addition to project work, Chris leads Fehr & Peers Research and
Development groups, which gives him a unique insight into the latest practices and
tools for transportation planning.
Chris has worked on numerous transit access projects in both urban and rural areas.
Recent examples include an evaluation of expanded park-and-ride pricing in Denver
(working alongside Walker Parking Consultants), an analysis of multimodal access
options around Sound Transit’s Kent and Auburn Stations, and a review of the
feasibility of dedicating on-street parking to transit patrons in Tukwila. In addition,
Chris has worked extensively with King County Metro on projects including Metro
Connects, the Non-Motorized Access Study, and Right Size Parking, just to name a
few.
Expertise
• Transit Planning
• Multimodal Transportation Planning
• Mixed Use/Transit Oriented
Development
• Transit Planning
• Traffic Impact Analysis
• Transit Ridership Forecasting
• Corridor Studies
• Comprehensive Plan Updates
Project Experience
• King County Metro Long Range Transit Plan – King County, WA
• Everett Transit Long Range Transit Plan – Everett, WA
• Fort Collins Transportation Air Quality – Fort Collins, CO
• RTD Park-and-Ride Pricing Study – Denver, CO
• Whatcom Council of Governments Mid-Range Transit Plan – Bellingham, WA
• South King County High Capacity Transit Corridor Studies – King County, WA
• King County Metro Non-Motorized Connectivity Study – King County, WA
• King County Metro Park-and-Ride Access Study – King County, CO
• Sound Transit Parking Pricing Study – Seattle, WA
Education
M.S. in Civil Engineering,
University of California, Irvine
B.S. in Environmental Policy
Analysis and Planning, University
of California, Davis
Registrations
Professional Engineer (Civil),
Washington and Oregon
Publications &
Presentations
Get On Board – Innovative
Transit Ridership Estimates for
Bus Systems, Transportation
Research Board, 2012
Will Pay to Park – How King
County Metro is Managing High
Demand For Park-and-Ride
Nat Bottigheimer
Senior Associate II
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Nat has 24 years of experience in coordinated land use and transportation planning,
with specializations in TOD and station access planning, surface transit planning,
transportation performance measurement, and strategic planning, policy
development, and program development for executive-level decision makers.
Expertise
• Transit Oriented Development
• Station Access Planning
• Transit Priority Planning
• Performance Analysis
• Strategic Planning
• Policy and Program Development
Selected Publications and Presentations
• Self-driving cars are coming, and they could change everything we know about
cities, GreaterGreaterWashington, Feb 2014
• WMATA Gets Turned on to Public-Private Partnerships,
GeaterGreaterWashington, Feb 2014
• WMATA’s Business Case for Transit, Transportation Research Forum; APTA Policy
Committees; EESI; 2012
• Webinar: The Role of Transit-Oriented Development in Livable and Sustainable
Communities, Easter Seals, 2010
Project Experience
• MNCPPC Travel Demand Models Assessment – Silver Spring, MD
• Georgetown Gondola – Washington, DC
• Development Impact Analysis – San Mateo Peninsula, CA
• US 29 South BRT Planning – Silver Spring, MD
• DDOT North-South Transit Enhancement Study – Washington, DC
• Maryland DOT Transit Oriented Development Roundtable – Hanover, MD
• WMATA 2025 Financing Panel – Washington, DC
• Union Station Capacity Expansion Plan – Washington, DC
• WMATA Park-and-Ride Efficiency Improvements – Washington, DC
• Bike and Pedestrian Program Expansion – Washington, DC
• WMATA Sustainability Program and
Energy Efficiency Investment – Washington, DC
Education
Master of Public Policy,
University of California at
Berkeley, 1992
Bachelor of Arts, Government,
Harvard University, 1986
Affiliations
Urban Land Institute DC
District Council, member
Technical Assistance Panel
committee, member
Baltimore-Washington TOD
Product Council, co-chair
Land Use Transportation
Sub-Committee of American
Public Transportation
Association Policy and
Planning Committee, 2009-
2011
Member, Transit
Cooperative Research
Program panels 86
Charlie Alexander, PE, AICP
Senior Associate
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Charlie specializes in complex multimodal transportation planning and engineering
projects and has driven innovations in several projects companywide. Charlie’s
project experience includes a wide array of project types including Complete Streets
planning and design, traffic operations and simulation, multimodal safety, transit
planning, traffic impact analysis, travel demand forecasting and traffic engineering
design. He leads Fehr & Peers’ companywide Bicycle & Pedestrian Discipline Group,
is a national Complete Streets expert and teaches courses to other professionals
through the National Complete Streets Coalition and the University of California,
Berkeley Institute of Transportation Studies Technology Transfer Program.
Expertise
• Complete Streets Planning and
Design
• Traffic Operations and Simulation
• Multimodal Safety
• Transit Planning
• Transportation Planning
• Traffic Impact Analysis
• Travel Demand Forecasting
• Traffic Engineering Design
• Community Outreach
Project Experience
• East Arapahoe Transportation Plan – Boulder, CO
• University of Denver Campus Transportation Master Plan – Denver, CO
• West Elizabeth Enhanced Travel Corridor Plan – Fort Collins, CO
• Transfort Route Improvements Project (TRIP) – Fort Collins, CO
• Brighton Boulevard Design – Denver, CO
• La Plata County Travel Demand Model – Durango, CO
• Denver Pedestrian Crossing Guidelines – Denver, CO
• Plum Creek Parkway Intersection Improvements – Castle Rock, CO
• Snowmass Village Community Connectivity Plan – Snowmass Village, CO
• Morrison Place Pedestrian Hybrid Beacon Design – Denver, CO
• 11th Street/Auraria Parkway Signal Design – Denver, CO
• CDOT Region 5 Intersection Priority Study – Durango, CO
• West Central Area Plan – Fort Collins, CO
• Lone Tree Walk & Wheel Plan – Lone Tree, CO
• East Covell Boulevard Corridor Plan – Davis, CA
• West Sacramento Bicycle, Pedestrian & Trails Master Plan – West Sacramento, CA
• Truckee Trails & Bikeways Master Plan – Truckee, CA
• University of California, Davis Transportation Planning & Engineering
On-Call – Davis, CA
Education
Bachelor of Science,
Civil Engineering
Bucknell University,
Lewisburg, PA, 2007
Registrations
Licensed Civil Engineer:
Colorado No. 49117
Licensed Civil Engineer:
California No. 78529
Licensed Civil Engineer:
Washington No. 49778
American Institute of
Certified Planners (AICP):
No. 27421
Patrick Picard, AICP
Transportation Planner
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Patrick’s professional background includes a diversity of experiences in the
transportation planning sector ranging from bicycle planning projects, multimodal
corridor level analysis, rail and bus transit operations planning, parking studies,
travel pattern reports and transportation master plans. Patrick’s main interest is
in improving multimodal transportation options for communities. He brings over
5 years of technical, analytical, and project managements skills to projects as
well as a strong desire to involve the community in formulating and ultimately
achieving their transportation goals.
Expertise
• Long-range Multimodal
Transportation Planning
• Transit Planning
• Parking Studies
• Bicycle and Pedestrian Planning
• Multimodal Corridor Planning
• Travel Pattern Studies
• Travel Demand Management
• Land Use and Transportation
• Downtown Transportation
Planning
• Cost/Benefit Analysis
Project Experience
• Blueprint Denver – Denver, CO Currently leading technical analysis and
planning for multimodal transportation elements of Denver’s citywide land
use & transportation plan
• TIA & TDM Planning – Various Front Range Locations
• Denver Neighborhood Bikeway Implementation – Denver, CO
• Cheyenne Municipal Parking Study – Cheyenne, WY
• Brighton Transportation Master Plan – Denver, CO
• Aspen VMT Study – Aspen CO
• Jackson/Teton Integrated Transportation Plan – Jackson, WY
• Reinvent Phoenix TOD Plan – Phoenix, AZ
• Boulder County Community–wide Eco Pass Feasibility Study – Boulder, CO
Education
Masters of Urban
and Regional Planning,
University of Colorado,
Denver 2011
BA, Geology,
The Colorado College 2004
Registrations
American Institute
of Certified Planners (AICP)
Affiliations
American Planning Association
(APA), Colorado Chapter and
Transportation Planning
Division
Awards
2nd Place, APA Transportation
Planning Division National
Student Paper Competition
Carly Sieff, AICP
Senior Transportation Planner
Denver | Honolulu | Los Angeles | Oakland | Orange County | Riverside | Roseville | Sacramento
Salt Lake City | San Diego | San Francisco | San José | Santa Monica | Seattle | Walnut Creek | Washington, D.C.
About
Ms. Sieff is a Transportation Planner with an expertise in making bicycling and
walking safer and more accessible through the evaluation, planning and design of
transportation networks. Her passion for developing sustainable, efficient and
healthy communities through infrastructure and programs is apparent through her
work in the private and public sector and a bicycle advocacy non-profit. Carly has
experience conducting community-based bicycle safety trainings, writing bicycle
and pedestrian master plans, performing corridor analyses, providing bicycle and
pedestrian programmatic recommendations, and conducting evaluation services
for bicycle educational and encouragement programs. Through previous projects,
Carly has made recommendations for improving communities’ transportation
networks by working closely with the public, performing in-depth, data-driven
analyses and applying best practices from around the country. She is committed to
improving the transportation options for communities by developing quantitative
methods to evaluate existing transportation networks as a basis for developing
recommendations to improve efficiency, safety and convenience.
Expertise
• Complete Streets
• Bicycle and Pedestrian Planning
• Traffic Calming
• Safety Studies
• Parking Studies
• Long-Range
Transportation Planning
• Education Plans
• Campus Planning
• Transportation Network
Companies
• Community Outreach
and Consensus Building
Project Experience
• West Elizabeth Street Enhanced Travel Corridor – Fort Collins, CO
• Transportation Air Quality Impacts Guidance Manual – Fort Collins, CO
• West Central Area Plan (WCAP) – Fort Collins, CO
• Denver Moves: Pedestrian and Trails Plan – Denver, CO
• Uncontrolled Pedestrian Crossing Guidelines – Denver, CO
• Snowmass Community Connectivity Plan – Snowmass, CO
• Pershing Boulevard Complete Streets – Cheyenne, WY
• Senior Transportation Needs Assessment – Larimer County, CO
• Go Centennial First and Final Mile Pilot Program – Centennial, CO
• Ruby Hill Park Parking Management Plan – Denver, CO
• NE Downtown Neighborhoods (NEDN) Plan Next Steps Study – Denver, CO
Education
Master of City and Regional
Planning, University of North
Carolina, Chapel Hill 2013
Bachelor of Arts, Brown
University, Urban Studies
and Science & Society 2009
Registrations
American Institute of Certified
Planners (AICP) - #029164
Affiliations
• Women’s
Transportation Seminar
(WTS): Member
1 | TranSystems
Transit Planning Services
Key Staff
Alan H. Castaline
Senior Transportation Planner
Alan has 40 years of multi-modal transit operations, service
planning and scheduling management experience, including five
years as the Deputy Chief Operating Officer at the MBTA. Among
his direct transit management background, he has had extensive
experience in service and operations planning, schedule system, ITS
development and design, operator work rule analyses, service and
fare policies, and community relations. While at TranSystems, Alan
has served a lead role in the development of service and
operations plans for several transit operators.
Fairfax County, Transit Development Plan (TDP), (2009)
and TDP Update, (2016) Fairfax County, VA
• Responsible for evaluating South County service area
including Connector and Metrobus bus services and developing recommendations for new routes and
changes to existing routes to respond to existing and future service requirements including the opening
of the Metrorail Dulles extension.
• Developed implementation plans associated with the South County proposals, including costs, for both
ten-year improvement plans.
Fairfax Connector (FX) Operations Planning Support, (2007-on-going) Fairfax County, VA
• Evaluated the operations planning and scheduling resources, methods, policies and staff skill levels.
• Developed and delivered an operations planning training program to enhance staff skills.
• Assisted staff with developing service and operations plans and revised schedules for Connector local
routes including revised bus service plan to complement the Phase I WMATA MetroRail Silver Line to
Dulles.
• Constructed service plans and schedules for restructured bus services to address service needs due to
the expansion of DoD BRAC installations in the South County district.
• Evaluated the fleet storage and maintenance capacity of the Connector bus garages which has supported
the planned expansion of the Huntington Garage.
Worcester Regional Transit Authority (WRTA), Fare Structuring Study, (2008) and HASTUS
Implementation Assessment, (2010) Worcester Regional Transit Authority, MA
• Established a ridership and revenue baseline to predict impacts of proposed fare changes for each of
four proposed fare restructuring scenarios.
• Assisted with compilation of a peer comparison of fare structures and payment technology.
• Conducted an assessment of the HASTUS implementation at the WRTA which included interviews with
agency and vendor staff to gain an understanding of local scheduling procedures and use of the software
application.
• Prepared recommendations to enhance the use of HASTUS included software expectations,
organizational and vendor responsibilities, staff scheduling and HASTUS training, vendor support, and
the integration and interface with other existing and future applications.
Greater Attleboro Taunton Regional Transit Authority, (2011) Comprehensive Service Analysis
• Completed a comprehensive review of the GATRA fixed bus route network performance.
• Prepared a detailed route analysis and provided near and short term service recommendations.
• Developed short-term implementation plan for the final service plan including development of the final
draft timetables and operator work assignments, which included a new Attleboro transit hub.
• Developed service plans to expand GATRA service to new communities including ‘SAIL’ in Marshfield,
Duxbury and Kingston.
• Prepared cost analysis for a proposal to establish a satellite overnight garaging facility in Attleboro.
Ocean Ride Fixed Route Assessment (2010) and Ocean Ride Fixed Route Assessment Update
(2013) Ocean County (NJ) Department of Transportation Services
• Conducted a review of Ocean Ride fixed route services including service performance and fare policy.
• Developed a service plan to reduce operating costs and improve driver productivity in response to
declining funds. Conducted assessment update as a companion to the original fixed route assessment
Registrations
Professional Engineer (Civil): MA, 1984
Education
B.S., Civil Engineering, NEU, 1972
2 | TranSystems
Transit Planning Services
Key Staff
• Based upon a peer review, developed a multi-year fare restructuring strategy with elements to reduce
zones and equalize fares on directly operated and contracted routes.
NW Corridor Transit Planning Project – Service Plan for Day Hill Road Area, (2009) CRCOG,
Hartford, CT
• Developed a multifaceted transit service plan for the rapidly growing Day Hill Road commercial area to
enhance options for travel to this area located in Windsor, a community north of Hartford.
• The plan recommended elements including the development of a local transit hub and associated route
modifications, a shuttle bus network, and complementary Transportation Demand Management actions.
Service Impacts of BRAC Recommendations, Washington Region (2010) WMATA, DC
• Project manager to evaluate the likely impacts on the local transit networks in response to the
Department of Defense’s Base Realignment and Closure (BRAC) plans.
• The project included assembling an inventory of existing and planned transportation services about each
expanding BRAC site.
• An assessment was conducted to estimate the potential transit demands and impacts on the local
network as input for development of proposed transit service plans to address the anticipated travel
needs.
Prior Experience – Massachusetts Bay Transportation Authority, Boston, MA (1978-2006)
Transit Operations Management
• As Deputy Chief Operating Officer (2001-2006) held administrative and management responsibilities for
Operating Divisions with more than 4500 employees and a $600 million annual operating budget.
Division was responsible for the Operation and Maintenance of a multi-modal transit service with
requirements to maintain a vast infrastructure consisting of more than 2000 revenue and non-revenue
vehicles and several hundred buildings, facilities, and stations in addition to hundreds of miles of transit
rights-of-way (including track, power, and communication systems) to serve more than 1.1 million
passenger trips daily.
• As Director of Operations Planning, supervised 70-person technical division responsible for Operations
Planning, Scheduling, Customer Service and Service Contracting with annual operating budget greater than
$50 million, including more than 35 service contracts with suburban communities and private operators
for commuter bus, paratransit, and water transit services.
• Responsible for recommending service levels for 175 bus and rail transit routes for an extensive ”hub &
spoke” transit network and oversee the service planning and scheduling of more than 1250 peak vehicles
and 1900 operating personnel to assure the cost effective delivery of services. Managed a series of 10
Bus Corridor CSA designed to improve route performance and productivity.
Route and Schedule Development
• Directed the quarterly multi-modal planning and timetable development process and scheduling
functions responsible for all bus and subway operations schedules.
• Directed the development and installation of computer based scheduling (HASTUS) systems to improve
production quality, to support ITS initiatives, to enhance labor productivity and to achieve cost savings.
• Directed the development and implementation of service plans for enhanced bus services including the
Cross-Town limited-stop services and the Silver Line BRT routes as well as initial conception of the
MBTA Key Routes of high frequency bus services.
Service Policy
• Directed programs to review and revise MBTA service policies for local bus and paratransit services
related to service design, coverage, schedule adherence and reliability, and service productivity as well as
FTA Title VI and EJ requirements.
• Directed update of fare policies and lead effort to implement changes to the fare structure and tariffs
including initial implementation of automated fare collection.
Service Contract Management
• Provided technical analyses for monitoring private bus, boat and paratransit service contracts.
• Managed service procurement process including specification development, solicitation, negotiation and
contract award
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Albert T. Stoddard III, Ph.D., P.E.
Principal
Experience
• Over 30 years experience in civil and
transportation engineering
• Serves as Principal in the firm’s Colorado
Springs office
• Assistant Professor of Transportation
Engineering at the University of Alaska at
Anchorage (1984-1987)
• Five years of active duty as a civil engineer with
the US Air Force (1975-1980)
Education
• Doctor of Philosophy in Civil and
Environmental Engineering (Transportation),
Cornell University
• Master of Science in Civil Engineering,
University of Alaska Anchorage
• Bachelor of Science in Civil Engineering, US
Air Force Academy
Professional Registration/ Memberships
• Registered Professional Engineer in Colorado
and Alaska
• American Society of Civil Engineers (ASCE),
Committee on Transportation Planning
• Transportation Research Board, Committee on
Transit Planning and Development
Presentations and Seminars
• CTAA Expo: Transit Performance Monitoring
• CTAA Expo: Workshop on Cost Allocation
• CTAA Expo: Transit Service Planning
Financial Management, Cost Allocation, and
Performance Evaluation for Transit Managers
(multiple seminars held in 10 states)
• Oregon Transit Association Conference: Transit
Performance Measures
• Alaska Transit Association Annual Conference:
Transit Performance Measures and Transit
Service Design
• CTAA Institute for Transportation
Coordination: Service Design and Financial
Planning
Representative Projects
North Front Range Regional Transit Element
Prepared the Regional Transit Element as part of the
long-range transportation planning process. Identified
long-range and short-range transit needs and
recommended services.
North Front Range Transit Vision Feasibility Study
Completed detailed analysis of cost structures and
operational issues related to consolidation of regional
transit systems. Provided recommendations for
consolidation of operations.
Colorado Springs Innovative Transit System Plan
Served as Project Manager for developing a new
approach for transit services in the Pikes Peak Region.
Evaluated different scenarios and recommended a
hybrid system of express routes, fixed routes, and
neighborhood circulators.
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Loveland COLT Transit Plan
Developed a plan to improve COLT service in Loveland. The plan included operational changes and funding
options as Loveland lost federal operating funds.
Pikes Peak Region Specialized Transportation Plan
Prepared coordinated specialized transportation plan for the greater Colorado Springs area. Recommendations
included consolidated scheduling software and sharing of rides.
Pocatello Long-Range Transit Plan
Prepare the long-range strategic transit plan for the Pocatello urbanized area. The plan addressed future
expansion of services, enhancement of service to the University campus, and funding options.
Colorado 2035 Statewide and Regional Transportation Plans
Developed a methodology for preparing 15 rural area human services/transit services coordination plans for the
Colorado Department of Transportation. The project included an inventory of transportation services, an
assessment of transportation needs, and preparation of local coordinated transportation plans. A Coordination
Toolkit was developed for use by local agencies to identify and prioritize coordination strategies appropriate to
their area.
Rochester-Genesee Regional Operational Service Efficiency Plan
As part of a plan to integrate seven rural systems, LSC analyzed the existing regional connections, potential
transit demand for regional connections, and identified service recommendations. The plan included routes,
annual operating cost and estimated ridership for each of the identified service recommendations. Existing and
new transfer points to support the service recommendations were identified.
including route productivity, costs, and on-time performance. Developed changes to routes and schedules to
improve the efficiency and effectiveness of service. The changes resulted in an increase in ridership of eight
percent.
Durango Strategic Transit Plan
Prepared a comprehensive long-range strategic transit plan for Durango and La Plata County. The project
included in-depth research in the community and analysis of alternate service concepts. Recommendations
focused on creating a regional transit agency.
Intermountain Region 2035 Transportation Plan
Prepared the 2035 Transportation Plan which established the vision for all transportation modes in the
Intermountain Region. The plan included the vision and goals for transportation, prioritization of improvements,
and a financially constrained multimodal transportation plan.
Montana Department of Transportation
Project Manager for task order transit planning contract. Projects included a regional transit study for six
counties around Missoula, preparation and delivery of a training workshop for transit system managers,
consultation on coordination of transit services, and assistance for local transit system managers.
Summit Stage Board Planning Retreat (CO)
Facilitated a planning retreat for the Summit Stage Board. The retreat included development of a long range
vision for transit service in Summit County, improving equity in funding transit service, and priorities for
implementing service changes.
Grand Valley Transit Planning Retreat Facilitation (CO)
Facilitated a planning retreat for the Regional Transportation Planning Office to set a vision for public transit
services and to particularly address funding options for expansion of regional transit services.
Albert T. Stoddard III, Ph.D., P.E. Page 2
Principal
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Gordon Shaw, PE, AICP
Principal
Education
Engineer’s Degree in Civil Engineering –
Stanford University
Master of Science in Infrastructure Planning –
Stanford University
Bachelor of Science in Civil Engineering –
Purdue University
Professional Registrations/Membership
Registered Professional Engineer in California,
Colorado, Nevada, and Utah.
American Institute of Certified Planners
Institute of Transportation Engineers
American Planning Association
Tau Beta Pi Fraternity
Experience
Thirty years of professional experience in all
aspects of transportation planning and
engineering, including 28 years with LSC. In
his capacity as Principal with the firm, his
duties run the gamut from large-scale urban
transit and transportation planning to site-
specific preliminary engineering design and
traffic analysis. A strong focus of his work
history is resort areas developing
transportation plans for environmentally
sensitive areas that can efficiently
accommodate large variations in travel
demands. He has also conducted transportation
modeling efforts for roadway design studies
associated with numerous large developments
in California, Nevada and Colorado.
Transportation Planning Studies
• Long-range transportation plan for Park City, Utah
• Comprehensive transportation planning study of the
Lake Tahoe Basin
• Transportation alternatives and environmental
assessment for Yosemite National Park
• Assessments of need and location for potential
freeway improvements in the Denver area
• Traffic/transit/pedestrian study for the City of Aspen
and Pitkin County, Colorado
• Traffic calming study for Park City, Utah
• Community-wide transportation study for Murphys,
California
• Circulation study for Weaverville, California
Transit Planning Studies
Aspen, Colorado
Carson City, Nevada
Durango, Colorado
El Dorado County, California
Folsom, California
Grand Forks, North Dakota
Grand Junction, Colorado
Great Falls, Montana
Greeley, Colorado
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Transit Planning Studies
• Sioux Falls, South Dakota
• Siskiyou County, California
• Sitka, Alaska
• Snowmass Village, Colorado
• South Lake Tahoe, California
• Steamboat Springs, Colorado
• Summit County, Colorado
• Tahoe Basin, California/Nevada
• Vacaville, California
• Yuba/Sutter Counties, California
• Yuma, Arizona
Other Transit Planning Activities
• Plans for specialized transit systems providing service to the elderly and disabled of Weld County, El
Paso, and Pueblo Counties in Colorado
• Statewide, specialized transit needs assessment for the Arkansas Governor’s Office
• Conducted transit training workshops for conferences
• Part of the team that conducted the Transit Cooperative Research Project B-3 for the Transportation
Research Board, developing an improved methodology for determining the demand for public transit
systems in rural areas.
Environment Impact Statements/ Environment Impact Reports/Logan, Utah
Park City, Utah
Placer County, California
South Lake Tahoe, California
Tahoe City, California
Truckee, California
Washoe County, Nevada
Yosemite National Park, California
Preliminary Engineering Studies
Bikeway design, Greeley, Colorado and Tahoe City, California
Busway design, Aspen, Colorado
Interchange design, Arapahoe County, Colorado and Truckee, California
Park-and-Ride lot design, Pitkin and Eagle Counties, Colorado
Roundabout design, Park City, Utah and Truckee, California
Transit maintenance facility design, Logan, Utah and Susanville, California
Gordon Shaw, PE, AICP Page 2
Principal
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Selena McKinney
Senior Planner
Education
• Bachelor of Science in Natural Resource
Planning – Humboldt State University
Experience
• Extensive experience in all aspects of
developing a transit plan, from needs
assessment, transit system analysis,
operations analysis, operations planning,
capital planning, and financial analysis.
• Expertise in conducting transit plans for
fixed route transit systems in rural and
small urban areas.
• Conducted a number of survey projects
using onboard surveying, online surveying,
and community outreach and telephone
surveys. The survey studies have been
conducted in conjunction with Short Range
Transit Plans/Transit Development Plans,
or as stand-alone studies.
• Developed numerous survey instruments
designed to meet the clients’ needs, which
include tools for collecting data on
passenger demographics, travel patterns,
customer satisfaction, transit dependency,
and desired improvements. The survey
results have been used to design service
improvements, address customer service
concerns, adjust fare structures, and
strengthen marketing. Survey efforts have
included development of the original survey
instrument, scheduling the surveys, hiring
temporary survey staff, training surveyors,
overseeing survey efforts, setting up and
supervising data entry, and generating
comprehensive reports of the methodology
and results.
• Prepared an environmental impact
statement for a fire-recovery project as a
U.S. Forest Service employee.
Transit Operations Plans
Project Manager for Short Range Transit Plans and
Transit Development Plans for more than a dozen
cities and counties in California, Nevada, Utah,
and Colorado.
North San Luis Obispo County, CA
Conducted stand-alone survey study.
El Dorado County, CA
Conducted stand-alone survey study.
Park City Transit, UT
Conducted summer and winter surveys.
Lake County and El Dorado County, CA
Assessed passenger facility needs. Assisted in
passenger facilities development plans.
Del Norte County, CA
Project Manager for a Passenger Facilities
Development Plan. This project included an on-site
analysis of bus stop amenities for Redwood Coast
545 East Pikes Peak Avenue, Suite 210, Colorado Springs, CO 80903
Megan McPhilimy
Transportation Planner Project Role: Planner
Experience
• Transportation Planner, LSC Transportation
Consultants, Inc. (2015-present)
• Community Development and Planning Intern
(Oct. 2014-Sept. 2015)
• Senior Regional Economy Intern (May 2013-
Aug. 2013)
• Design and Construction Intern (June 2011-Sept.
2011)
Education
• Master of Urban and Regional Planning,
University of Michigan (2012-2014)
• Bachelor of Arts: Urban Studies and Art History,
Northwestern University (2008-2012)
Recognitions
• Received the 2014 Emerging Leaders’
Sustainable Plan Award from the American
Planning Association for the Capstone Project:
Stormwater Solutions: Revising Toledo’s
Stormwater Credit Program
Professional Registration/ Memberships
• American Planning Association
• National Trust for Historic Preservation
Transit Planning
Grand Valley Transit Operations, Route and
Schedule Analysis (CO)
Evaluated existing fixed-route transit services, including
ridership patterns, budget, and performance. Conducted
and analyzed a systemwide onboard survey, on-time field
checks, and boarding and alighting counts. Identified
fixed-route and paratransit transit demand and developed
service alternatives. Developed the preferred service
plan, route descriptions, and projected performance
measures.
Rochester-Genesee Regional Operation Service
Efficiency Plan (NY)
Evaluated public transit services in the seven county
study area, as well as connections to Amtrak, Greyhound,
Megabus, and Trailways of New York. Determined the
potential demand for regional connections using the U.S.
Census Longitudinal Employer-Household Dynamics
data to identify commute patterns between each of the
seven counties.
Stillaguamish Tribe Transit Plan Update (WA)
Evaluated demand-response and vanpool/rideshare transit
services, including ridership patterns, financial review,
and system performances. Analyzed results from online
community survey.
Colorado Springs 2016 On-Board Rider Survey & Data
Collection (CO)
Conducted two fixed-route onboard surveys including the
collection of passenger boarding and alighting data for
Colorado Springs’ Mountain Metropolitan Transit.
Cache Valley Short Range Transit Plan (UT)
Conducted and analyzed an onboard survey, on-time
performance field checks, and boarding and alighting
data. Analyzed results from an onboard survey, on-time
PRINCIPAL
QUALIFICATIONS
Jay Renkens is a Principal and MIG’s Director of Denver Area Operations. He
specializes in comprehensive planning, subarea planning, urban design, transit-
oriented development and community engagement. In over 10 years with MIG, Jay
has developed a broad portfolio of adopted plans, conceptual and detailed site
and area plans and designs and built projects around the country. His design skills
are complemented by his varied experiences in verbal and written communication.
Prior to joining MIG, Jay worked for the City of Portland as a planner and outreach
specialist focusing on multimodal transportation and transit-oriented development.
Jay has completed a variety of planning and design projects for cities,
neighborhoods, urban centers and station areas and around the country. Jay
played a key planning, design and facilitation roles in the city-wide planning in
San Antonio, Texas; Spokane, Washington; and Bethany, Oklahoma; and Auburn,
Washington. He is currently leading multi-disciplinary teams in the updates to
Blueprint Denver and the Comprehensive Plan for Norman, Oklahoma.
AREAS OF EXPERTISE
• Urban Design
• Parks and Recreation
• Downtown and Corridor
Revitalization
• Neighborhood Planning
• Bike and Pedestrian
Planning
• Public Engagement
• Project Management
EDUCATION
• Masters of Urban and
Regional Planning,
Portland State University
• Master of Psychology
of Health and Exercise,
Purdue University
• Bachelor of Science, Health
Promotion and Wellness,
University of Wisconsin,
Stevens Point
CERTIFICATIONS
• American Institute of
Certified Planners
RELEVANT EXPERIENCE
• Old Town Neighborhoods Plan,
Fort Collins, Colorado
• Low Impact Development Manual,
Fort Collins, Colorado
• Blueprint Denver Update,
Denver, Colorado
• PlanNorman Comprehensive Plan
Update, Norman, Oklahoma
• San Antonio Comprehensive Plan,
San Antonio, Texas
• Spokane Comprehensive Plan,
Spokane, Washington
• Denver Downtown Area Plan,
Denver, Colorado
• Charlotte Center City 2020 Vision
Plan, Charlotte, North Carolina
• North Tryon Vision and
Implementation Plan,
Charlotte, North Carolina
PROJECT MANAGER
QUALIFICATIONS
Chris Ryerson is a Project Manager with MIG and has a Master’s Degree in Urban
and Regional Planning from the University of Colorado. His recent work is focusing
on the development of technically supported and community driven transportation
and land use planning. Chris has been instrumental in the development of a
place types methodology for San Antonio that aims to enhance established
neighborhoods, revitalize struggling areas and provide a clear blueprint for more
sustainable, walkable communities in key opportunity areas.
Prior to MIG, Chris worked as a Research Analyst and Associate at Economic
& Planning Systems in Denver. He holds a Bachelor of Arts in Economics
and completed a full-year internship with the Transit-Oriented Development
(TOD) Department at RTD FasTracks in Denver. He has in-depth knowledge
of transportation and transit-oriented development issues and has significant
experience with software such as ArcGIS and Microsoft Office. He also brings a
unique understanding of retail and restaurant needs and mix at a variety of scales.
AREAS OF EXPERTISE
• Urban Development
and Design
• Downtown and Corridor
Revitalization
• Comprehensive Planning
• Facilitation and Community
Engagement
EDUCATION
• Masters of Urban and
Regional Planning,
University of Colorado
• Bachelor of Arts in
Economics
University of Colorado at
Boulder
PROFESSIONAL AFFILIATIONS
• American Planning
Association
RELEVANT EXPERIENCE
• Norman Comprehensive Plan,
Norman, Oklahoma
• San Antonio Comprehensive Plan,
San Antonio, Texas
• Blueprint Denver Update,
Denver, Colorado
• Ocala Midtown Master Plan Update,
Ocala, Florida
• Orchard Station Subarea Plan,
Greenwood Village, Colorado
• Peoria Station Area Master Plan,
Aurora, Colorado
• Downtown Tactical Plan Update,
Colorado Springs, Colorado
• Civic Center Master Plan, Northglenn,
Colorado
• City-wide Sustainability Assessment,
Northglenn, Colorado
• RTD FasTracks Joint Development and
Parking Strategy, Denver, Colorado*
• Denver TOD Strategic Plan Update,
Denver, Colorado*
• VIA Metropolitan Transit, Brooks City
Base Mixed-Use Transit Center Market
URBAN DESIGNER
QUALIFICATIONS
Cole Gehler’s skill set and knowledge base crafts his unique position at MIG.
Having urban and regional planning knowledge with a concentration in design
and physical planning, Cole uses a diverse set of computer programs visually
communicating places at various scales, in 2D
and 3D.
Cole’s primary role at MIG has been to assist project managers and principals by
researching project sites, organizing documents and producing illustrated digital
graphics. Cole balances his time and efforts appropriately, understanding that
each project requires a unique allocation of time between focusing on details and
producing with speed. With Cole’s comprehensive understanding of planning and
design projects and highly tuned graphic skills, he brings insight and talent to each
project.
Cole will contribute to the design and production of collateral materials, website
design and updating and mapping. He is currently working on Peoria Station
Catalytic Plan, St. Vrain River Redevelopment Study, and a revitalization plan for
Bowling Green, Ohio.
AREAS OF EXPERTISE
• Community Design
• Urban Design
• Regional Planning
EDUCATION
• Master of Urban and
Regional Planning,
University of Michigan,
Ann Arbor
• Bachelor of Environmental
Design, University of
Colorado, Boulder
RELEVANT EXPERIENCE
• Old Town Neighborhoods Plan,
Fort Collins, Colorado
• St. Vrain River Redevelopment
Study, Longmont, Colorado
• US 6 and 19th Grade Separation,
Golden, Colorado
• Superior Town Center Visualizations,
Superior, Colorado
• Lightrail TOD Center Visualizations,
Lakewood, Colorado
• Denver TOD Visualizations, Denver,
Colorado
• Sheridan Station Catalytic TOD,
Lakewood, Colorado
• Lucent Boulevard STAMP,
Douglas County, Colorado
• Peoria Station Catalytic Project,
Denver, Colorado
• Bowling Green Land Use Plan,
Bowling Green, Ohio
• South Bascom & West San Carlos
Streetscape and Urban Design,
San Jose, California
• Rifle Transit-Oriented Development,
Rifle, Colorado
• San Pablo Avenue Form Based Codes,
El Cerrito, California
• National and Euclid Corridor
Visualizations, San Diego, California
A.1 City Name
Samantha Suter, LEED AP
PROJECT ASSOCIATE
QUALIFICATIONS
Samantha Suter has nearly a decade of experience in landscape architecture, urban
design and planning, policy, and graphic visualizations. Her mission is to create healthy
cities and inspire positive social change through her work in landscape architecture,
urban design, and city planning.
Sam’s primary role is producing 2D and 3D graphics intended to enhance communications,
evaluate trade-offs and tell a project’s story. She understands the array of deliverables that
may be required for a project and the importance of time management. Her diverse design
and planning portfolio is complemented by her technical and creative skills to create
visualizations for a variety of planning and design projects, including creating materials for and
leading small group discussions at public meetings.
RELEVANT EXPERIENCE
• Elyria and Swansea Neighborhood
Plan, Denver, Colorado*
• Arapahoe Square Design Standards and
Guidelines, Denver, Colorado*
• Five Points Historic Cultural District
Design Guidelines, Denver, Colorado*
• Carmel Valley Athletic Club Land-
scape, Carmel Valley, California*
• Hotel 1110, Monterey, California*
• Denver Zoning Code Graphics, Denver,
Colorado*
• Globeville Neighborhood Plan, Denver,
Colorado*
• Private Residences Landscape Design,
Halfmoon Bay, California*
*Experience prior to joining MIG
AREAS OF EXPERTISE
•
•
•
•
Landscape Architecture Urban
Design / Planning Graphic
Design
Visualizations / 3D Graphics
EDUCATION
•
•
Bachelors of Landscape
Architecture, University of
Georgia
Masters of Urban Design,
University of Colorado,
Denver
A.2 City Name
Samantha Suter, LEED AP
PROJECT ASSOCIATE
AREAS OF EXPERTISE
Landscape Architecture Urban
Design / Planning Graphic
Design Visualizations / 3D
Graphics
QUALIFICATIONS
Samantha Suter has nearly a decade of experience in
landscape architecture, urban design and planning, policy, and
graphic visualizations. Her mission is to create healthy cities
and inspire positive social change through her work in
landscape architecture, urban design, and city planning.
Sam’s primary role is producing 2D and 3D graphics intended
to enhance communications, evaluate trade- offs and tell a
project’s story. She understands the array of deliverables that
may be required for a project and the importance of time
management. Her diverse design and planning portfolio is
complemented by her technical and creative skills to create
visualizations for a variety of planning and design projects,
including creating materials for and leading small group
discussions at public meetings.
Prior to joining MIG, Sam was most recently working with the
City and County of Denver as an Associate Planner where
she worked on various neighborhood plans, illustrated zoning
codes and wrote custom zone districts and design standards
and guidelines.
EDUCATION
• Bachelors of Landscape Architecture, University of
Georgia
• Masters of Urban Design, University of Colorado, Denver
RELEVANT EXPERIENCE
• Elyria and Swansea Neighborhood Plan, Denver, Colorado*
• Arapahoe Square Design Standards and Guidelines,
Denver, Colorado*
• Five Points Historic Cultural District Design Guidelines,
Denver, Colorado*
• Carmel Valley Athletic Club Landscape, Carmel Valley,
California*
• Hotel 1110, Monterey, California*
• Denver Zoning Code Graphics, Denver, Colorado*
• Globeville Neighborhood Plan, Denver, Colorado*
• Private Residences Landscape Design, Half Moon Bay,
California*
*Experience prior to joining MIG
Economic & Planning Systems, Inc.
The Economics of Land Use
730 17th Street, Suite 630 Denver, CO 80202
303.623.3557 dguimond@epsdenver.com www.epsys.com
Daniel R. Guimond
Principal
ABOUT
Dan Guimond is a real estate economist and planner with over 30 years’ experience
in economic and financial analysis and development planning for the public and
private sectors. Dan has advised cities, counties, state, and federal agencies on a
range of economic development issues, including preparation of comprehensive and
economic development plans and strategies, capital improvement programs,
economic and fiscal impact analyses, and project development feasibility and
funding. He has also specialized in retail development/redevelopment feasibility
analysis, citywide and district specific retail development strategies. Dan has
extensive project experience with redevelopment projects including commercial
corridors, aging facilities, and infill and transit-oriented development sites.
SELECTED PROJECT MANAGEMENT EXPERIENCE
Plan Norman Comprehensive Plan, Norman, Oklahoma
Economic consultant on team to prepare a new Comprehensive Plan for this
university town of 115,000. Included land use demand forecasts, redevelopment
sites analysis, land use alternatives fiscal and market evaluations.
I-25 Subarea Plan Economic and Market Study, Centennial, CO
Market study and 20-year development forecasts to inform the I-25 Subarea Plan
including the Dry Creek Station area and 65-acre Jones District TOD site.
Denver Retail Conditions and Opportunities Study, Denver, CO
Analysis of retail conditions and sales flows for the City and nine sub-districts
identifying gaps by category and location. Also evaluated the incentives programs
of peer cities and recommended an expanded tool box of business assistance and
financial incentives.
planOKC Retail Element, Oklahoma City, OK
Citywide retail development plan including analysis of citywide and subarea sales
flows, identification and categorization of retail nodes, centers and corridors,
performance evaluations, and development and revitalization policies and strategies.
Loveland Downtown Market Study , Loveland, CO
Analyzed urban housing and mixed use development demand for the downtown
Loveland. The analysis determined housing types in demand in downtown and
studied the feasibility of developing catalyst concept projects in Loveland.
East Aurora Annexation Study, Aurora, CO
Fiscal impact analysis for an annexation study and Comprehensive Plan amendment
that evaluated the potential expansion of the City’s boundary by 31 square miles.
Provided market inputs to the land use plan, guidance on development and
infrastructure phasing, and findings and recommendations on capital impact fees in
future annexations, and on how the City’s revenue structure affects its ability to
sustain a consistent level of service to residents as growth occurs.
Midtown Corridor Redevelopment Study, Fort Collins, CO
Commercial corridor redevelopment plan including Foothills Mall redevelopment
options, infill development potentials, opportunity site feasibility analysis, and public-
private financing strategies and partnerships.
Education
M.A., Urban Geography,
University of Colorado, 1976
B.A., Political Science,
University of Colorado, 1972
Previous Employment
1999-present
Principal
Economic & Planning
Systems, Inc.
1997-1999
2
Foothills Mall Redevelopment Financing and Developer Negotiations, Fort Collins, CO
Retail sales analysis, financial pro forma analysis, and public financing strategy in support of public-
private partnership between the City of Fort Collins and Alberta Development Partners to redevelop and
expand Foothills Mall.
Kansas City Economic Investment Strategy, Kansas City, MO
Developed fiscal model to forecast future development related revenues and expenses in order to
evaluate the effects of incentives, abatements, and debt service guarantees.
Boulder Retail Strategy, Boulder, CO
Citywide evaluation of regional retail development opportunities and a comparison of the benefits and
impacts of alternative development options and tenanting strategies.
East End Action Plan, Idaho Springs, CO
Market analysis to determine development potentials for the East End subarea within the City of Idaho
Springs. The strategic action plan evaluated opportunities and provided implementation steps the City
could take to spur development. The study identified potential for housing, retail and restaurants, and
lodging within the plan area.
US 287 Corridor Plan, Loveland, CO
Analyzed the demand for retail and commercial office uses along the US 287 corridor. Developed
strategies for five separate sections which led to the specific development or redevelopment along the
corridor. Changes to land use designations, major improvements, public financing strategies and
incentives were identified and an action plan was developed to prioritize the City’s efforts.
Housing Affordability Policy Study, Fort Collins, CO
With stakeholder meetings and Council work sessions, EPS assessed conditions, existing regulatory and
non-regulatory structures, core housing cost trends, and identified problems by category.
Recommendations were structured to address public finance policy, building code modifications,
development review policy, City fee structures, and disposition of land bank properties.
Flagstaff Housing and Sustainability Study, Flagstaff, AZ
Housing needs analysis, affordable housing strategies recommendations, and economic sustainability
program.
Housing Policy and Inclusionary Zoning Feasibility, Nashville, TN
With stakeholder, public, and elected leadership, documented the economic and housing affordability
conditions, problems, and policy options; built a feasibility model of policy requirements and incentives
as well as sensitivities; policy and organizational recommendations, modifications to existing zoning
regarding density.
Mason BRT Corridor Economic Study, Fort Collins, CO
Analysis of TOD development potentials at station locations on a 7-mile BRT corridor for the City of Fort
Collins. Also analyzed financing options for Small Start match and ongoing operations.
Lone Tree RidgeGate Retail Study, Lone Tree, CO
Retail market demand analysis to estimate future demand for regional and community level retail in
3,500 acre RidgeGate East mixed use development area. Provided a basis for negotiating a cost sharing
agreement between the City and developer.
Denver South I-25 Corridor Growth Study, Denver, CO
Growth and development forecasts for a 20-year period for the South I-25 Corridor including six light
rail stations from Belleview to RidgeGate under current regulatory environment and an aggressive
growth scenario. Includes a comprehensive community survey and identifies transportation
improvements and TDM measures needed to accommodate projected growth.
DRCOG Regional Economic Strategy Study, Denver, CO
Study to identify policies and strategies for economic health and sustainability in the Denver region, as
well as to identify potential roles for DRCOG to integrate economic sustainability in Metro Vision 2040
and other regional plans.
Daniel Guimond
Economic & Planning Systems, Inc.
The Economics of Land Use
730 17th Street, Suite 630 Denver, CO 80202
303.623.3557 mprosser@epsdenver.com www.epsys.com
MaƩ Prosser
Vice President
ABOUT
Matt Prosser has a broad base of experience and education in planning, urban
design, and real estate with 10 years of consulting experience. He has worked on
several comprehensive plans, subarea plans and downtown revitalization studies.
He also has background knowledge of land use and entitlement planning, real
estate development and finance, and Geographic Information Systems (GIS).
SELECTED PROJECT EXPERIENCE
Comprehensive Plan and Initial Studies, San Antonio, TX
Analyzed the land capacity for infill and redevelopment within the City and its
planning area. Completed a market demand analysis to determine where growth
pressures are greatest for infill and policy changes needed to facilitate
development. Completed fiscal impact analysis of development typologies to guide
growth policy. Study resulted in the identification of 13 regional employment
centers which were the focus of the comprehensive plan.
Oklahoma City Retail Plan, Oklahoma City, OK
Developed a citywide retail plan as part of the City’s comprehensive plan effort.
Developed set of policies for each retail typology and location in the City.
Rapid City Comprehensive Plan, SD
Determine market demand for a variety of land use types to provide input into the
future land use decision made during the plan process. Developed a comprehensive
toolbox of public financing and affordable housing tools for the City to consider. A
strategic action plan was created to implement plan policies.
Town of Superior Comprehensive Plan, CO
Determine market demand for a variety of land use types to provide input into the
future land use decision made during the plan process. The fiscal impact of the
future land use plan was modeled to identify the impacts on the Town of Superior.
Adams County Comprehensive Plan, CO
Provided demographic, market demand and economic development inputs for the
comprehensive plan update for Adams County. The focus of the project was on the
fiscal impact of different land use scenarios and identification of tools the County
can use to offset negative fiscal impacts.
Reno Master Plan Update, NV
Provided analysis of the future demand for housing and employment uses to
guide the Master Plan future land use plan and plan policies. Developed a fiscal
impact model to assess the impact of new development in variety of
development forms and locations within the City.
Longmont Comprehensive Plan, CO
Developed plan policies for economy and housing for the comprehensive plan
update. Developed land use framework to allow older industrial and flex areas
to redeveloped. Performed an assessment of affordable housing issues within
Longmont. Worked with City staff, developers and stakeholders to develop a
revised affordable housing incentive policy, which is being implemented by the
City Council.
Education
Master of Urban & Regional
Planning, University of
Colorado at Denver, 2008
Bachelor of Environmental
Design, University of
Colorado at Boulder, 2005
Previous Employment
2016-Current
Vice President
2013-2016
Josh is a founding Principal at YR&G. He has a background in sustainable energy engineering and works at the
intersection of sustainability in the built environment, integration of sustainable energy systems, and organizational
sustainability initiatives. Josh has consulted on a wide variety of projects for both public and private sector clients–
nationally and internationally–and is a regular writer and speaker on sustainability topics including conference
keynote and college commencement addresses. His work has been featured in print and web magazine articles,
blogs, and book essays.
Josh has led a variety of projects in the form of strategic guidance, charrette and workshop facilitation, design
assistance, and technical analysis. He has managed built environment projects pursuing nearly all of the LEED
rating systems, Enterprise Green Communities, Living Building Challenge, Net Zero Energy, and WELL Building
Certification.
Josh is an adjunct professor at the University of Colorado Denver teaching classes on Sustainable Infrastructure
and Sustainable Energy Systems. He is also co-chair of the ULI Colorado Building Healthy Places committee, a
Board Member of DRCOG’s Sustainable Communities Initiative Executive Committee, and a current member of
USGBC’s LEED Advisory Committee.
Josh Radoff
Co-Founder & Principal
LEED AP BD+C
Accreditations & Affiliations
■ LEED AP BD+C
■ USGBC Market Advisory Committee
■ Adjunct Faculty, University of
Colorado Denver, College of
Engineering and Applied Science
■ Technical Expert, LEEDuser
■ Former Member, USGBC’s LEED
Advisory Committee
Education
■ Kungl Tekniska Hogskolan (Royal
Institute of Technology), Stockholm,
Sweden – Master of Science,
Sustainable Energy Engineering
■ Columbia University – Master of
Science, Electrical Engineering
■ Colby College – Bachelor of Arts,
Physics
Select Project Experience
■ Colorado Health Foundation Headquarters Building; Denver, CO
■ Baseline Zero; Boulder, CO
■ Pearl West; Boulder, CO
■ 16th and Chestnut, Union Station; Denver, CO
■ 18th and Chestnut, Union Station; Denver, CO
■ The Platform, Union Station; Denver, CO
■ 17W, Union Station; Denver, CO
■ Palo Park, Boulder Housing Authority; Boulder, CO
Select Publications & Presentations
■ “Net Zero Energy Is Achievable: Here’s How,” BuildingGreen:
August 2016
■ “The Disruptive Forces Transforming Our Built Environment,”
CEC (Colorado Energy Coalition) Co-Presented with Rachel
Bannon Godfrey with RNL: February 2016
■ “WE, ARE, the 75%. How most buildings don’t qualify for Energy
Star or LEED, and what to do about it,” IFMA Lunch and Learn:
February 2016
Sustainability Consulting,
Education, and Analysis
T 866.994.5623
yrgxyz.com
New York Denver Chicago Portland
65
A. Prior examples or innovative ideas on how to distribute information or
collaboration using mobile or web-based platforms or webpages.
Snowmass Village Community Connectivity Plan
Fehr & Peers
Frisco Trails Master Plan
Fehr & Peers
Lone Tree Walk and Wheel Plan
Fehr & Peers
Fresno COG Bicycle and Pedestrian Gap Analysis
Fehr & Peers
Metro Active Transportation Strategic Plan
Fehr & Peers
SA Tomorrow: Multimodal Transportation Plan
MIG
B. Examples of visualizations that help clarify complex issues and messages,
especially important for presentation scenario information to the public.
Preservation for a Changing Colorado
www.preservationbenefitscolorado.com
Clarion Associates
Planning for a Changing Colorado
Changing Demographics
Our state’s population is becoming more
diverse, and preservation is helping to meet
the needs of Colorado’s growing senior and
millennial populations, multigenerational
households, immigrant populations, and
renter households.
Changing Economy
Larger economic trends also are changing
the ways in which Coloradans work, and
preservation is providing new spaces for
creative communities and co-working.
Effective Placemaking
Preservation is playing a key role in helping
communities of all sizes to create and
sustain meaningful places.
Changing Climate
Officials are rethinking concepts like
resiliency, and how historic resources can
be protected in planning for hazards.
2014 2015
Percentage of
Tourists Visiting
Historic Sites
Heritage Tourist Spending in Colorado, 2015
$6.9B Other Tourist
Spending
$7.2B Heritage Tourist
Spending
15.8M Heritage
Tourists
Overnight Tourists, 2015
15.7M Other
Tourists
Growth in Heritage Tourism, 2014-2015
Scenic and Historic Byways Economic Impact,
2009-2014 ($ not adjusted for inflation)
16% 21%
$14.1B
31.5M
Colorado Main Street Program Economic Impacts, 2014
Public
$19.7M Money
Building
98 Rehabilitations
Private
$33.6M Investments
Total Public
$53.3M and Private Investments Participating
14 Communities
Full-time
Facade 266 Jobs
17 Improvements
Part-time
Envision Longmont
Clarion Associates
Park City Transportation Demand Management
Fehr & Peers
City of Oakland Trip Counts
Fehr & Peers
RIDESHARE PARKING BIKE WALK/BIKE TRANSIT DEMAND MANAGEMENT PROGRAMS LAND USE
Focus Areas
Overview
PHOTO: WIKIPEDIA USER MRS KEYSER SOZE
IMMEDIATE STRATEGIES
Walking/Biking School Bus 0% 5% 10% 15% 20% Varies
SALARY & BENEFITS OF HALF
TIME STAFF COORDINATOR
School-Oriented Carpools 0% 5% 10% 15% 20%
$5,000 - $10,000 STARTUP COSTS
$24,000 - $48,000 ANNUAL OPERATING COSTS
Increased Transit Frequency to Kimball Junction 0% 5% 10% 15% 20%
$1,200,000 CAPITAL COSTS
$425,000 ANNUAL OPERATING COSTS
NEAR-TERM STRATEGIES
Bike Repair Stands 0% 5% 10% 15% 20% $800 - $1,500 PER STAND
Bike Share System
USING E-BIKES
N/A $1,500,000 -
$2,500,000
CAPITAL & OPERATING COSTS
School Parking Management 0% 5% 10% 15% 20% $8 - $13 PER PERSON
Tailored Information & Promotions 0% 5% 10% 15% 20% $8 - $13 PER PERSON
Carpool/Vanpool Parking 0% 5% 10% 15% 20% $150 - $300 PER SPACE
Transit Jump Queue Lanes 0% 5% 10% 15% 20% Varies
Transit Vehicle Signal Preemption 0% 5% 10% 15% 20% Varies
LONG-TERM STRATEGIES
TDM Requirements for New
Developments or Redevelopment
POLICY
0% 5% 10% 15% 20% N/A
Density Bonus for Parking Reduction
POLICY 0% 5% 10% 15% 20% N/A
Parking Demand Management 0% 5% 10% 15% 20% N/A
ONGOING STRATEGIES
Bike Parking at Developments & Transit Stops 0% 5% 10% 15% 20% $400 - $700 PER RACK
FOCUS
AREA
RANGE OF REDUCTION IN
VEHICLE MILES TRAVELED (VMT)
IMPLEMENTATION COSTS
The transportation demand management (TDM) strategies
at right introduce new travel options for full-time Park City
residents. They respond to residents’ needs and priorities as
determined through market research. They offer a diverse
set of options spanning land use, policy, and programs, and
they look to optimize existing transportation infrastructure
while nurturing a balanced, multimodal travel network.
While Park City residents primarily use their car to get around,
they are willing to use alternative modes of transportation
such as transit or biking, as long as it is convenient and time
effective. Park City residents take pride in their community
and enjoy the variety of activities that Park City has to offer.
They are middle aged, social, engaged, and physically active.
RESIDENTS
9
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XIIIREPORT CORRIDOR UNDERSTANDING
WEST ELIZABETH CORRIDOR
EXISTING CONDITIONS HIGHLIGHTS
119
Injury Crashes
341
Non-Injury Crashes
SAFETY
CRASHES ON WEST ELIZABETH STREET BETWEEN
2010 & 2014
460 Total Crashes
0
460
62
14
Bicycle-Involved
Crashes
Pedestrian-Involved
Crashes
CSU
Main
Campus
CSU
Foothills
Campus
CONSTITUTION AVE
W ELIZABETH ST
W PLUM ST
S SHIELDS ST
CITY PARK
PONDEROSA DR
S TAFT HILL RD
OVERLAND TRL
Indicates more crashes than expected compared to similar intersections within the city
Indicates more crashes than expected compared to similar segments within the city
Average of 1 crash every 4 days.
Levitt Pavilion Event Scenarios
High Vehicle Occupancy Weekday
Scenario 1
Ruby Hill Park Event Parking Plan
06.01.2016
Scenario 2
Scenario 3
200
Parking Demand
0
Unmet Demand
= 100 Vehicles
100 to 300 event attendees + 4 event staff
913
Parking Demand
0
Unmet Demand
= 100 Vehicles
1,500 to 2,500 event attendees + 12 event staff
1,720
Parking Demand
472
Unmet Demand
= 100 Vehicles
2008 - 2015 Quality of Life Report
How is Metro
measuring up?
C. Examples on the summarization or display of complex data and metrics.
Examples could include infographics, dashboards, maps, etc.
Fort Collins Air Quality Manual
Fehr & Peers
LA Metro Quality of Life
Fehr & Peers
Aspen Transportation Demand Management
Fehr & Peers
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D. Examples of any past efforts utilizing health or social equity data and metrics.
Pena Blvd
York St
Federal Blvd
6th Ave
Broadway
38th Ave
S
p
e
e
r
B
l
v
d
Sheridan Blvd
Blake St
Holly St
Downing St
University Blvd
Jewell Ave
Colorado Blvd
Pecos St
29th Ave
Peoria St
15th St
G
r
ant
St
Kalamath St
26th Ave
Montview Blvd
20th St
Champa St
Evans Ave
Yale Ave
Picadilly Rd
8th Ave
44th Ave
Florida Ave
Josephine St
Zuni St
Leetsdale Dr
Chambers Rd
San
ta
F
e
D
r
Hampden Ave
Morrison Rd
Colfax Ave
56th Ave
Tower Rd
31st Ave
Yosemite St
Quebec St
City of Fort Collins Economic Health Strategic Plan
Clarion Associates
1. Support training by regional educational institutions
(e.g., CSU, etc.), such as seminars, lectures and
classes, that identify and address impacts to
businesses from climate change
2. Participate and support the re-tooling of
ClimateWise to encourage greater awareness and
action by businesses
3. Collaborate with Utilities to refine incentives
and rebates that encourage additional private
investment in carbon reduction efforts
4. Work with the Front Range By-Products Synergy
Network and other partnership/collaboration to
encourage industrial symbiosis to further reduce
and recycle industrial waste products
The Climate Economy
INCREASE THE UNDERSTANDING
OF BARRIERS AND OPPORTUNITIES
PRESENTED BY CLIMATE CHANGE
D.1 IN THE BUSINESS COMMUNITY
• Private investment in energy conservation and carbon reduction
efforts
• Private investment in clean air and water quality infrastructure/
improvements
Aid businesses in understanding climate change
impacts and carbon reduction opportunitieseds
1. Assign EHO Staff to liaison with Utilities and
Environmental Services - specifically ClimateWise
and the Climate Action Plan
2. Articulate the business case for adapting to climate
change and aid in communicating community
carbon reduction goals to the business community
3. Participate in cross-functional teams to ensure
policies, land use regulations, capital investment,
and other activities that consider the role of and
impact to business of City carbon reduction efforts
4. Work with the Front Range By-Products Synergy
Network and other partnership/collaboration to
encourage industrial symbiosis to further reduce
and recycle industrial waste products
5. Develop and/or hire internal expertise on business-
related climate adaptation and financing carbon
reduction efforts
ENGAGE THE BUSINESS
COMMUNITY IN CARBON
D.2 REDUCTION EFFORTS
• Number of businesses participating in ClimateWise, other carbon
reduction goals, and campaigns
• Private investment in energy conservation and carbon reduction
efforts
• Number of jobs created in new waste reduction and recycling
services and infrastructure
Collaborate with other City departments to
increase business participation in carbon
reductions
1. Maintain partnerships with Fort Collins Zero Energy
District (FortZED), Colorado Clean Energy Cluster
(CCEC), Colorado Water Innovation Cluster (CWIC),
and other local entities working on innovation
related to energy and water
2. Enhance collaboration with CSU related to energy,
water, waste, and other carbon reduction aspects
3. Promote and maintain Fort Collins Utility’s position
at the cutting edge of sustainable and innovation
energy generation and water treatment as a model
for other communities
4. Explore and promote business models that create
(or extract) economic value from carbon reduction
and climate adaptation activities
INCREASE INNOVATION RELATED
TO CARBON REDUCTION AND
WATER CONSERVATION AND
D.3 QUALITY
• Patent production (or other similar measure) of relevant innova-
tion
• Job formation in “green” industries/businesses
• Public investment in renewal energy generation and water con-
servation and quality infrastructure
Aid businesses in leveraging community climate
action goals to create new business innovations
1. Maintain and enhance relationships with land
owners and the development community to meet
City objectives
2. Utilize the Fort Collins Urban Renewal Authority,
special financing districts, and other mechanisms
to encourage implementation of the City’s
vision for each targeted redevelopment area,
including infrastructure improvements and quality
redevelopment projects
D.4
• Ratio of public to private investment
Support redevelopment and infill development
to maintain and enhance a compact urban form
while reducing environmental impacts
ENCOURAGE INFILL AND
REDEVELOPMENT THAT
MEETS MULTIPLE COMMUNITY
OBJECTIVES, SPECIFICALLY
CLIMATE ACTION GOALS
community prosperity. grow our own. place matters. the climate economy. think regionally.
City of Fort Collins Economic Health 28
METRICS: STRATEGIES: OUTCOMES: GOALS:
lead by
example.
City of Fort Collins Environmental Services
The City of Fort Collins aspires to provide world-class services to the
community while cultivating a world class organizational culture for its
employees. In order to achieve this vision, both internal and external
services are data-driven and implemented according to organizational
values. The City develops resiliency and sustainability through
organization-wide systems and processes that ensure consistent employee
work practices and alignment across service areas.
The City has adopted eleven municipal sustainability goals, several of
which focus on environmental sustainability. As a Platinum ClimateWise
Partner, the City of Fort Collins is committed to reducing greenhouse gas
emissions 20% below 2005 levels by 2020. The organization is equally
committed to systematically addressing all aspects of sustainability
through a triple bottom line lens for projects, policies and purchases
by implementing numerous projects that address each of the eleven
municipal sustainability goals.
Our success at taking decisive action and implementing innovative
solutions in the face of a range of social and economic challenges, and
the uncertainties of climate change, has contributed to the vibrant,
livable city that is Fort Collins. The City’s role in leading by example will
empower businesses and residents to take an active role in addressing
climate mitigation and adaptation strategies.
Challenges
• Setting specific accountability targets for individuals and departmental
goals
• Planning for unquantified risks, including water; increased federal
and state water regulations; and increased water and energy rates
• Limited staff capacity to implement internal sustainability projects
and policies
• Adjusting buildings hours for coincident peak energy use
• Sometimes competing objectives of user needs and energy efficiency
• Continue funding to implement efficient, innovative improvements
to the City’s physical plant and operational procedures that are not
otherwise funded
• Standardizing data quality
• Developing metrics for qualitative data
• Communicating complex concepts
Data Points
• 2014 Municipal Sustainability Annual Report
http://www.fcgov.com/climateprotection/pdf/2014-Municipal-
Greenhouse-Gas-Report-web.pdf
Our Vision
A community-wide and organizational culture of sustainability in which
the City plays a leadership role.
Our Role
The Environmental Services Department plays the following roles relative
to “Lead By Example”:
• Coordinates the interdepartmental Municipal Sustainability Team
• Provides technical advice and support to City departmental efforts
to advance the municipal sustainability goals and community climate
action goals
• Tracks and reports annual progress on municipal sustainability goals
• Provides programs such as challenges, movies, community discussions
intended to educate and empower the community to take action to
advance sustainability
• Provides technical expertise in the areas of air quality, waste diversion,
and climate mitigation and adaptation
• Facilitates the organization in developing climate adaptation plans
• Educates about and advocates for sustainability best practices,
internally and externally
• Supports triple bottom line thinking and the City’s Sustainability
Assessment process
37
climate commitment. be air aware. road to zero waste. lead by example. collaborate and act regionally.
City of Fort Collins Environmental Services Strategic Plan
Clarion Associates
Community Wellness
The City of Fort Collins Strategic Plan objective
(CNL 1.6)—Promote health and wellness
within the community. Specific objectives
from the plan include:
• Active and healthy lifestyles
• Access to mental and behavioral health
services
• Access to healthy food
• Preservation and provision of responsible
access to nature
• Engage citizens in ways that educate and
change behavior toward more sustainable
living practices
• Improve safety and accessibility of all
modes of travel including vehicular,
pedestrian, and bicycles for all segments
of our population
• Improve community involvement,
education, and regional partnerships to
make our community safer and stronger
City of Fort Collins Social Sustainability
PEOPLE MATTER
Alignment to the City of Fort Collins Strategic Plan
ECONOMIC SOCIAL
• Emphasizing active living, wellness, and
local food production can result in economic
benefits, such as reduced health care costs for
employees and businesses, and new business
opportunities that focus on active lifestyles.
• Feeling healthy and well, both physically
and mentally, can improve overall quality of
life. Providing access and opportunity for all
residents, regardless of ability or income, to
enjoy the amenities of an active community
helps maintain a diverse social environment.
In addition, the overall health of the community
increases when residents feel connected and
engaged.
Integration of the Triple Bottom Line
ENVIRONMENTAL
• Active lifestyles and local food production
foster interaction and appreciation for the
natural environment. Increased physical
modes of travel will reduce Greenhouse Gas
(GHG) emissions from vehicles. There are
environmental impacts to health and wellness
(e.g., if air quality improves, then it benefits
health and wellness).
17
community wellness. equity & inclusion. community prosperity. housing.
City of Fort Collins Social Sustainability Strategic Plan
Clarion Associates
Tejo
n
St
Alameda Ave
20th Ave
Logan St
Mississippi Ave
14th Ave
Washington St
23rd Ave
G
reen V
a
l
l
e
y
R
a
nc
h
B
lv
d
N
o
r
t
h
f
i
e
l
d
B
lvd
Kipling St
Cent
r
a
l
P
ark
B
l
vd
1st Ave
Vas
q
uez
Blvd
Havana Way
Os
age
St
40th Ave
Syracuse Way
Fox St
Wadsworth Blvd
M
is
s
iss
i
p
p
i
A
ve
Downing St
Hampden Ave
Yale Ave
Quebec St
Alameda Ave
Yale Ave
Colorado Blvd
Smith Rd
Sheridan Blvd
AURORA
AURORA
LAKEWOOD
ARVADA
COMMERCE CITY
WESTMINSTER THORNTON
WHEAT RIDGE
ENGLEWOOD
NORTHGLENN
BROOMFIELD
LITTLETON CENTENNIAL
CHERRY HILLS VILLAGE
GREENWOOD VILLAGE
SHERIDAN
\fpsa03\Data\2016 Projects\DN_Projects\DN16_0539DenverMoves\GIS\MXD\Figures\PedestrianEquity.mxd
Figure x
Pedestrian Equity and
Health Assessment
Health Index 1 or 2
Census Tract Population 20% or more
DIA
City Boundary
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¦¨§70
¦¨§270
¦¨§225
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TSE470
Summary of Sidewalks in Census
Tracts with Greater tha 20% Population Below
Poverty Level
Existing, Sufficient Width (> 4') 53%
Existing, Deficient Width 34%
Missing Sidewalks 13%
Summary of Sidewalks in Health Index
Neighborhood (Score 2 or less)
Existing, Sufficient Width (> 4') 45%
Existing, Deficient Width 42%
Missing Sidewalks 13%
Denver Moves
Fehr & Peers
3D Renderings
MIG
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N:\Projects\2015_Projects\0509_University_of_Denver_Transportation_Master_Plan\VisCom\GIS\MXD\TravelModeMaps\DU_TravelModes_All.mxd
Home-End Travel Mode: All Modes
Travel Mode
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Denver (
Colorado
Springs
Fort
Collins
Longmont
Castle
Rock
Boulder
University of Denver Transportation Master Plan
Fehr & Peers
4,000 to 5,000 event attendees + 20 event staff
Parking Demand Distribution
Parking Demand Distribution
Parking Demand Distribution
0 100 200 300 400 500
On-Street
On-Site
On-Street
Off-Site
Off-Street
Off-Site
Demand Filled Total Supply
0 100 200 300 400 500
On-Street
On-Site
On-Street
Off-Site
Off-Street
Off-Site
0 100 200 300 400 500
On-Street
On-Site
On-Street
Off-Site
Off-Street
Off-Site
Demand Filled Total Supply
Demand Filled Total Supply
West Elizabeth Enhanced Travel Corridor
Fehr & Peers
Ruby Hill Events Parking Plan
Fehr & Peers
Denveright
MIG
10
11
12
13
14 15
16
17
18 19
20
21
1
2
3
4
5
8
6
7
1 2 3
A
B
C
D E
9
10
11
12
13
14
15
16
17
18
19
20
21
1
2
3
4
5
6
7
8
6%
6%
6%
8%
8%
9%
5%
5%
4%
4%
4%
4%
3%
3%
3%
1%
1%
0%
0%
10%
10%
25%
30%
20%
15%
20%
A
B
C
D
E
OUT OF OAKLAND
DOWNTOWN
OAKLAND
LOCAL TRIP COUNTS
ZONE 2
REGIONAL
prepared by
for
Regional Trail
MIG
Proposed Regional Trail
MIG
Community Engagement Mapping
MIG
111 Jobs
27,335 $1.2B $10.2M $27.7M $92M $26.7M-$33.4M
additional jobs state business income
tax revenue
state personal income
tax revenue
additional household property tax revenue
earnings
state sales tax
revenue
Direct Impacts Indirect Impacts Total Impacts
$1.1 Billion
$192.9 Million
$1.0 Billion
$1.1 Billion
$198.3 Million
$1.1 Billion
$2.2 Billion
$391.2 Million
$2.1 Billion
State Historical Fund
State Tax Credit Program
Federal Tax Credit Program
Total $1.9 Billion $2.0 Billion $3.9 Billion
Cumulative Economic Impacts of Rehabilitation Projects, 1981-2015 ($ adjusted for inflation)
$2.2B $2.6B $4.8B
Total Economic
Impact
Indirect Economic
Impact
Direct Economic
Impact
The Benefits of Historic Preservation
Great preservation work is happening every day all across Colorado,
in communities from small to large, from east to west, and from old to
new. Federal, state, and local preservation programs provide a range
of benefits to residents of the state, including increased spending in
local economies due to rehabilitation grants and tax credits, assisting
in the revitalization of communities’ downtowns through initiatives
such as the Main Street program, and supporting the state’s growing
heritage tourism industry, promoting our state’s historic resources
to visitors and residents alike. Historic preservation also plays an
important role in helping local communities adapt to a number of
trends that look set to bring significant changes to Colorado, such
as an aging population, increasing millennial workforce, changing
workspaces and local economies, and a changing climate. In all,
historic preservation has had tremendous impacts on the state
since the passage of the National Historic Preservation Act 50 years
ago, and is poised to continue to play an important role in Colorado
over the next 50 years.
preservationbenefitscolorado.com PRESERVATION FOR A CHANGING COLORADO
Every $1 million spent on historic
preservation in Colorado leads
to $1.03 million in additional
spending, 14 new jobs, and
$636,700 in increased household
incomes across the state.
1 Preservation for a Changing Colorado | 2
Infographic Samples
Clarion Associates
HOU$ING
15%
of adults in
Fort Collins are
OVERWEIGHT/OBESE
31%
of children
in Fort Collins are
OVERWEIGHT/OBESE
OVERWEIGHT
OBESE
(by age)
0
2000
4000
6000
8000
18-24 25-34 35-44 45-54 55-64 65+
65% of hispanics
in the region are overweight
25% are obese
OBESITY
community health
and wellness
HEALTH is the state of physical, mental and social well-being and not merely
the absence of disease or infirmity.
WELLNESS is a process through which people become aware of and make
choices toward a more successful existence.
MENTAL HEALTH NEEDS
3,200 CHILDREN
800 ADOLESCENTS
2,700 ADULTS
IN FORT COLLINS HAVE MENTAL
HEALTH NEEDS THAT GO UNTREATED
6500 ADULTS & 1500 TEENS
SERIOUS MENTAL ILLNESS
IN FORT COLLINS SUFFER FROM
CONSEQUENTLY, 22.PER 100,5 SUICIDES 000 RESIDENTS THERE ARE
MENTAL ILLNESS
HEALTH RISKS OCCURING IN FORT COLLINS
Obesity STI/HIV/AIDS Mental Illness Suicides Substance Abuse
Food Insecurity:
refers to the lack of access to
enough food to fully meet
basic needs at all times due to
lack of financial resources
14
City of Fort Collins
Social Sustainability
HEALTH INSURANCE
90%
of Fort Collins residents
have health insurance
28,914
residents in Fort Collins
have Medicare or Medicaid
53%
growth in adult Medicaid
participation since 2010
OTHER FACTORS
FOOD INSECURITY
8,200 (14%)
households in Fort Collins
are food insecure
MOST LIKELY TO BE FOOD
INSECURE:
Single Parents with children, African
American and Hispanic and living 185%
below the poverty level or less
ACCESS TO HEALTHY FOOD
89%
of Fort Collins food
outlets are unhealthy
950%
more fast food restaurants
than health food outlets in Fort Collins
8.24
fast food restaurants per 10,000 residents
RECREATION AND ACTIVITY
5th (out of 50)
ranking of region by
American Fitness Index
65%
of adults in Larimer
County practice physical
activity 5 times a week
86%
of residents have sidewalks or shoulders in
their neighborhood to safely walk, run, or
bike
14%
8200 households in Ft. Collins
are food insecure
14% of Colorado households
have low food security.
5.8% of Colorado households
have very low food security
HOU$ING
59%
of renters in
Fort Collins are
COST-BURDENED
28%
of home-owners
in Fort Collins are
COST-BURDENED
MEDIAN
RENT
MEDIAN
HOUSE
VALUE
2000
2012
In Fort Collins, it is difficult to
purchase a home until
a household earns an
annual income of
$75,000
*
*
*
COST-BURDENED:
when housing or rental costs ar e greater
than 30% of pre-taxed income.
$11,490
$15,510
$19,530
$23,550
$27,570
$31,590
75%POPULATION HOMELESS 18%
7% AGE 18-24
24 AND OLDER
in Fort Collins are higher
than in Colorado as a whole.
MEDIAN INCOME
in Fort Collins is lower
than Colorado as a whole.
MEDIAN HOUSING COSTS
FEDERAL
POVERTY LEVEL
under
age
18
ARE 33% IN FAMILY HOUSEHOLDS
OF PERSONS
MOST HOMELESS FAMILIES ARE
SINGLE MOTHERS UNDER AGE 30
16% OF HOMELESS
THE MOST VISIBLE, VULNERABLE,
AND COSTLY FORM OF HOMELESSNESS.
IN FORT COLLINS
ARE CHRONICALLY HOMELESS
EXPERIENCING
HOMELESSNESS
A housing market is considered to be SOCIALLY SUSTAINABLE if it is characterized by both EQUITY and DIVERSITY-
that is, if it provides opportunities for all residents and offers housing options that accommodate a
DIVERSE SET OF INCOMES, PREFERENCES AND LIFE STAGES.
AFFORDABILITY
HOMELESSNESS
housing
6
105% increase
(families living in poverty)
72% (individuals increase living in poverty)
27,homeless 225+ individuals
in Fort Collins
0
5000
10000
15000
20000
25000
1999 2005 2008 2010 2011 2012
POVERTY
8.9%
of Fort Collins families live
in poverty (2,898 families)
14%
of children in Fort Collins
live in poverty
19.3%
of individuals lived in
poverty (27,225 individuals)
VULNERABLE POPULATIONS
SENIORS
19%
of cost-burdened
homeownwers are seniors
69%
of seniors earn less than
$50,000/year
8%
own their house free and
clear (no mortgage)
DISABLED
50%
of ADA housing is occupied by
non-disabled tenants.
33%
of disabled persons live in a
house without ADA accessibility
14%
of households contain at least
one person with a disability
HOMELESS
1000+
children are homeless
during the school year
39%
of homeless residents have
mental health indicators
35%
of homeless residents are
survivors of domestic abuse
PERSONS
PER HOUSEHOLD
INCOME
PER HOUSEHOLD
City of Fort Collins
Social Sustainability
38% 27% 17% 16% 36%
19% of Fort Collins
residents are poor
9%
of Fort Collins
families are poor
55%
POVERTY BY RACE/ETHNICITY
36% OF SINGLE MOTHERS
58% OF RESIDENTS
LIVE IN POVERTY, BECAUSE OF THE
HIGH STUDENT POPULATION
IN FORT COLLINS
BETWEEN THE AGES OF 18-24
IN LIVE FORT IN POVERTY COLLINS
EMPLOYMENT
POVERTY
ECONOMIC DIVERSITY
DISABLED PERSONS
income disparity
0
5000
10000
15000
20000
25000
1999 2005 2008 2010 2011 2012
5 years
6 to 11 years
12 to 14 years
15 years
16 and 17 years
18 to 24 years
25 to 34 years
35 to 44 years
45 to 54 years
55 to 64 years
65 to 74 years
16.3%
25.1%
9.0%
57.5%
14.9%
6.1%
8.6%
7.8%
2.1%
Under 5 years
3.0%
12.7%
13.9%
75 years 5.and 1% over
BETWEEN 1999-2012
# DOUBLED # GREWPOVERTY OF OF POVERTY-INDIVIDUALS BY LEVEL IN FAMILIES 72%
47%
1,13% 881 CHILDREN UNDER AGE 5
OF CHILDREN
1,825 CHILDREN AGES 5-17
IN FORT COLLINS
LIVE IN POVERTY
18% OF SINGLE FATHERS
15% OF FAMILIES WITH CHILDREN
OF PERSONS LIVING
IN POVERTY WORK
22
City of Fort Collins
Social Sustainability
HOUSEHOLD INCOME DISTRIBUTION BY RACE/ETHNICITY
INDIVIDUALS
LIVING IN
POVERTY
FAMILIES
LIVING IN
POVERTY
POVERTY TRENDS
INCOME DISPARITY has negative effects on society that leave subsequent generations
worse off. It impacts our community’s health, social cohesion, economic well-being,
education and crime.
38%
of African Americans in Fort
Collins live below poverty
27%
of Hispanics live below
poverty
17%
of Caucasians live below
poverty
47%
of Fort Collins residents
withdisabilities are employed
16%
are unemployed
36%
are not in the labor force
Less than 25,000 25% 31% 33% 33%
$25,000 to $34,999 10% 7% 9% 14%
$35,000 to $49,999 13% 21% 9% 19%
$50,000 to $74,999 17% 6% 11% 18%
$75,000 to $99,999 12% 12% 8% 7%
$100,000 to $149,000 14% 17% 16% 4%
$150,000 or more 8% 6% 13% 4%
Median Household Income $52,055 $44,482 $45,104 $35,989
Non-Hispanic
White
African
American
Asian Hispanic or
Latino
natural surface trails)
men are
twice as likely
to commute
Total Annual Crashes
total miles
of designated bike paths
in fort collins
279.5
11th FT COLLINS
2012 America's Top 50
Bike-Friendly Cities
STUDENTS
36%
of Transfort riders are
students
79%
increase in Transfort ridership among
students between 2000-2013
833,323
students used Transfort in 2013
(bike lanes, shared lanes with
marking, routes, paved trails,
Rate per 10,000 population
Rate per bicyclist
Bicycle-Automobile Crashes
by bike
than women
ranking
peaked in 2009 with
7.9% participation.
and has since reduced
to 6.4% participation
BICYCLE COMMUTE MODE SHARE
INCREASE 41% IN RIDERSHIP IN
MAX
MAY TO JUNE IN ITS FIRST TWO MONTHS
49% TRANSFORT
FROM 2000 TO 2013
FORT COLLINS
INCREASE IN RIDERSHIP
FORT COLLINS
FROM 62,043 RIDES TO 87,598
FROM 1,545,672 RIDERS TO 2,296,511
The most common barrier of Fort Collins transportation options is lack of PUBLIC TRANSIT on weekday evenings
and Sundays , which limits persons with disabilities from taking jobs that require nontraditional hours - in
addition to hampering their FULL PARTICIPATION IN THE COMMUNITY. Other considerations include access to
medical services, shopping, and recreation for seniors. As our population ages, our transportation system will
need to evolve to meet these changing needs.
BIKING
DIVERSITY
TRANSPORTATION
WHO RIDES TRANSFORT?
0
GENERAL PUBLIC | SENIORS | DISABLED PERSONS | YOUTH | STUDENTS
500000
1000000
1500000
2000000
SENIORS
5%
of Transfort riders are
seniors
113%
increase in Transfort ridership among
seniors between 2000-2013
110, 742
seniors used Transfort in 2013
DISABLED
12%
of Transfort riders are
disabled persons
95%
increase in Transfort ridership among
disabled persons between 2000-2013
265,796
disabled persons used Transfort in 2013
YOUTH
8%
of Transfort riders are
youth
50%
decrease in Transfort ridership among youth
between 2000-2013
188,257
youth used Transfort in 2013
28
City of Fort Collins
Social Sustainability
0.030
0.025
0.020
0.015
0.010
0.005
14
12
10
8
6
4
2
2000 2005 2006 2007 2008 2009 2010 2011 2012 2013
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
mobility
Senior Associate
2010-2013
Associate
Economic & Planning
Systems, Inc.
2007-2010
Research Analyst II
Economic & Planning
Systems, Inc.
2005-2007
Planner I
Tetra Tech RMC
2004
Infrastructure Planning
Intern
City and County of Denver
Affiliations
American Planning
Association
Urban Land Institute
Principal, In Motion, Inc.
1993-1997
Vice President, BRW Inc.
1978-1992
Vice President, Hammer
Siler, George Associates
1976-1978
Planner, Jefferson County
Planning Department
Affiliations
Urban Land Institute
International Downtown
Association
Denver Planning Board,
1992 to 2005
ICSC Colorado Alliance
• Hemisfair Park Visualizations,
San Antonio, Texas
• Glenwild Entry Gate Visualizations,
Park City, Utah
• St. Bernard Parish Comprehensive
Plan, St. Bernard Parish, Louisiana
• Livingston Parish Comprehensive Plan,
Livingston Parish, Louisiana
Cole Gehler
Study, San Antonio, Texas*
• Rock Island Transit Corridor
Opportunity Sites-Development
Strategy, Kansas City, Missouri*
* Work completed before MIG
Chris Ryerson, AICP
• Spokane Downtown Master Plan
Update, Spokane, Washington
• Boston Downtown Crossing Plan,
Boston, Massachusetts
• Ankeny/Burnside Development
Framework, Portland, Oregon
• Colorado Springs Downtown Master
Plan, Colorado Springs, Colorado
• Orchard Station Subarea Plan,
Greenwood Village, Colorado
• North Las Vegas Downtown Master
Plan, North Las Vegas, Nevada
Jay Renkens, AICP
performance field checks, boarding and alighting data,
and an online community survey.
Additional projects:
Gunnison Valley Strategic Transit and Senior
Mobility Plan (CO)
Mt. Hood Transit Implementation Plan (OR)
Bus Route/Schedule Studies
Lawton Transit Bus Route Study (OK)
Evaluated existing fixed-route and paratransit
services, including ridership patterns, financial
review, and system performances. Analyzed a
systemwide onboard survey, on-time field checks,
and boarding and alighting counts. Identified
fixed-route and paratransit transit demand.
Developed service alternatives.
Casper Route and Schedule Analysis (WY)
Evaluated existing fixed-route and paratransit
services, including ridership patterns, financial
review, and system performances. Analyzed the
results of an online survey for Casper College
students, faculty, and staff. Identified fixed-route
transit service alternatives. Developed the
preliminary recommended service plan, including
projected performance measures, bus schedules,
and future service considerations.
Transit, and developed a list of recommended
improvements which prioritized safety and
accessibility.
Tahoe Regional Planning Agency, CA
Assistant Planner in the long range planning
division. Maintained a computerized parcel-by
parcel database, provided support for planning
documents and project review, and helped to
develop regulations for transfer of development
rights.
Inyo County, California
Jackson, Wyoming
Kodiak, Alaska
Lake Havasu/Bullhead City, Arizona
Lassen County, California
Leadville, Colorado
Lexington, Kentucky
Little Rock, Arkansas
Mammoth Lakes, California
Nevada County, California
Pitkin/Garfield Counties, Colorado
Placer County, California
Pocatello, Idaho
Pueblo, Colorado
Rapid City, South Dakota
Redding, California
Roseville, California
Sierra Vista, Arizona
Grand Valley 2035 Regional Comprehensive
Transportation Plan (CO)
Prepared the transit element portion of Mesa County’s
Regional Comprehensive Plan update for 2035.
Prepared a range of system-wide transit service
alternatives and completed a thorough fare and revenue
analysis.
Mesa County 2040 Regional Transportation Plan
Update (CO)
Updated the long-term vision and goals for transit
service in Mesa County. The Coordinated Human
Services Transportation Plan was also updated to reflect
the needs of the community and the updated goals for
transit service.
Colorado Transit Needs and Benefits Study
Project Manager for a statewide assessment of transit
needs and evaluation of the economic benefits of local
transit services. The project included a statewide survey
of a random sample of households. The concept of the
Mobility Gap was developed for this project to provide
an estimate of transportation needs. The TCRP Rural
Transit Demand methodology was used to indicate the
level of demand compared with the overall need in each
county. A transit level of service was used to determine
an appropriate standard for the quantity of service to be
provided in rural regions of the state.
M.S., CE/Transportation, MIT, 1974
M.B.A., Boston College, 1980
Affiliations & Memberships
APTA: Operations Planning Committee
Years of Experience: 40
Years with Firm: 11
• Association of Pedestrian
and Bicycle Professionals
(APBP): Member, Colorado
Chapter Committee
member
• American Planning
Association (APA): Member
Affiliations
American Planning
Association (APA)
Association of Pedestrian
and Bicycle Professionals
(APBP)
(Relationships between
Streetcars and the Built
Environment); and 159
(Transforming Public
Transportation Institutional
and Business Models); and
National Cooperative
Highway Research Program
25-25 (The Role of State
DOTs in Support of Transit-
Oriented Development)
Access, Transportation Research
Board, 2017
• Snyderville Basin Long Range Transportation Plan - Park City, UT
• Mirabeau Subarea Transportation Plan - Spokane Valley, WA
• Glenwood Springs Circulation Study - Glenwood Springs, CO
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Colorado Chapter
Past President