The EADS Group - Lumber Heritage Region

Transcription

Proposal
Management Action Plan Update
Prepared for:
Lumber Heritage Region of Pennsylvania, Inc.
August 2014
 Altoona  1126 Eighth Avenue  Altoona, PA  16602
 Clarion  15392 Route 322  Clarion, PA  16214
 Somerset  450 Aberdeen Drive  Somerset, PA  15501
 Lewistown  147 East Market Street  Lewistown, PA  17044
 Pittsburgh  11045 Parker Drive  North Huntingdon, PA  15642
 Johnstown  227 Franklin Street  Suite 300  Johnstown, PA  15901
 Maryland  50 North Mechanic Street  Cumberland, MD  21502
TABLE OF CONTENTS
1.
Transmittal Letter
2.
Team Overview / Qualifications
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Overview / Capabilities of the Team
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Organization Chart
Key Personnel Resumes
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3.
Relevant Experience
4.
Approach - Work Program Outline
5.
Project Elements / Time / Roles / Responsibilities
6.
References
TRANSMITTAL LETTER
TEAM OVERVIEW / QUALIFICATIONS
TEAM OVERVIEW
The assembled Team brings together a wide array of technical capabilities, experiences
and professional skills that afford the Lumber Heritage Region with the multi-disciplinary
approach necessary for the update of the Management Action Plan (MAP). The MAP
should be an asset-based approach that embraces everything from thematic
interpretation and consensus building to specific project planning and management
planning. In this regard, the assembled Team possesses the following:
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Heritage and Nature Tourism planning
Regional and local-level heritage development planning
Regional and local-level community planning
Heritage resource identification and assessment
Creative participation and facilitation experience
Specification development and cost estimating
Graphic, database and digitized mapping capabilities
Strategic planning and project development
Organizational problem solving
Project and organizational fundraising
Public policy research
Economic Impact Analysis and Modeling
Economics of Heritage Areas
Market Research and surveys
Industry trend analysis
Hospitality management
Financial statement preparation and analysis
Investment and management advisory
This is truly a multi-disciplinary team of experienced professions in the fields of,
interpretive, heritage and tourism planning; public engagement and community
planning; economic impacts of heritage tourism and financial management including
program funding, budgeting and advising.
FIRM OVERVIEW
Quality Service with Integrity
Board of Directors:
♦ Dennis M. Stidinger, P.E.
President and CEO
♦ Craig L. Weaver, P.E.
♦ Brian S. Sekula, P.E.
♦ Thomas M. Reilly, P.E.
♦ David M. Yahner, P.E.
♦ Janet L. Helsel, CPSM
The EADS Group is
a Corporation Registered in:
♦ Pennsylvania
♦ Maryland
♦ New Jersey
♦ Ohio
♦ Texas
♦ Virginia
♦ West Virginia
7 Office Locations:
♦ Est. 1955
♦ Over $25.8 Million
in sales in 2013
♦ ISO 9001 Certified
♦ Employee-owned
and managed
♦ Over 200
employees
QUICK FACTS
♦ Altoona, PA
♦ Clarion, PA
♦ Cumberland, MD
♦ Johnstown, PA
♦ Lewistown, PA
♦ Pittsburgh, PA
♦ Somerset, PA
BACKGROUND
The EADS Group has been satisfying the planning, engineering,
environmental, architectural and related needs of Pennsylvania and
surrounding states continuously since 1955. The EADS Group has seven
offices as noted to the left. The 200+ personnel include: Professional
Engineers, Certified Planners; Registered Landscape Architects, Registered
Land Surveyors, Professional Geologists, Registered Architects,
Environmental Specialists, Construction Inspectors, Photogrammetrists, and
other highly skilled technical staff.
The EADS Group has varied experiences in land use planning and land
use/land development regulation as prescribed by the Pennsylvania
Municipalities Planning Code. In this regard, The EADS Group has assisted
various counties and municipalities in land use, development and
comprehensive planning and has assisted Boroughs and Townships
throughout the Commonwealth in developing and updating land use
ordinances. The key has been to understand the needs of individual
municipalities and translate that understanding to localized regulations that
reflect the local will.
Richard F. Truscello, AICP, joined the EADS team
in August 2001 to direct our newly centralized
Planning Department. Rick brings more than 30
years of planning / community development
experience to EADS, and also has considerable
experience in municipal administration. Rick has
coordinated EADS involvement in numerous
comprehensive planning activities throughout
Pennsylvania, including municipal, multimunicipal and county comprehensive plans and
land use ordinances in west-central, central and
northern Pennsylvania. In addition, Rick has been intimately involved in
EADS’ 11-county heritage-, cultural- and nature-tourism planning effort
along the Pennsylvania Route 6 Heritage Corridor, a strategic planning
effort along a 400+ mile corridor in the northern tier of Pennsylvania that
requires tourism, preservation, development and land use planning
capabilities.
PEOPLE
The key to our organization is people. The loyalty, dedication and longevity
of our staff ensures that The EADS Group can provide continuity and
professionalism to all assignments. Our personnel are educated, trained and
experienced in their chosen disciplines, specifically to provide quality
service to our clients. Each project, large or small, becomes the
responsibility of a project manager and a skilled, specially selected team.
MISSION
The Mission of The EADS Group is to provide quality service with integrity,
the success of which is measured by their level of satisfaction. By
maintaining a climate of integrity, innovation, and constant improvement, we
ensure our technical staff the opportunity for personal growth while creating
a working partnership with our clients.
FIRM CAPABILITIES
PLANNING
The EADS Group provides planning services to local governments, public
agencies and the development community. Planning services draw upon the
mapping, transportation, and environmental capacities of the company, uniquely
blending them in a unified approach to assist local officials and the business
community in understanding and improving their respective environments.
Planning services are coordinated and provided by professionals having a multidisciplinary background and approach, with extensive experience in
comprehensive and strategic planning, land use planning and development
planning, in the public and private sectors.
ENVIRONMENTAL
Our staff has extensive experience with waterways permitting, environmental risk
assessments, site investigations, wetlands delineation and mitigation, and all related
permitting. The scope of services covers terrestrial and aquatic ecology, water
resources, vegetation and wetlands, soils and geology, air quality, noise, hazardous
wastes, and socio-economics/land use. Projects have been successfully completed
for private and public sectors: 17 Street Logan Partnership, L.P., Westvaco, Appleton
Papers, Crown American Corp., National Park Service, U.S. Fish and Wildlife
Service, Environmental Protection Agency, Pennsylvania Departments of
Environmental Protection (DEP) and Transportation (PennDOT), and U.S. Navy and
U.S. Army Corps of Engineers.
SITE DEVELOPMENT
The EADS Group provides total capabilities in the transformation of
undeveloped property into functional commercial, industrial and institutional
facilities. From the acquisition of the property through construction
management, we offer total in-house capabilities. The disciplines available to
you include surveyors, right-of-way specialists, environmental scientists, civil
engineers, landscape architects, geologists, hydrogeologists, photogrammetrists,
water/wastewater engineers, structural engineers and construction specialists.
TRANSPORTATION
The EADS Group has been responsible for the design of over $1 billion worth
of roadways, highways and bridge construction projects. Our designers have
been trained extensively in the use of both Softdesk and Microstation survey,
mapping and highway design computer software. This permits the generation of
alignments, profiles and cross sections from the initial input of the raw survey
data. Today, we provide highway, bridge, and airport planning design and
construction services to State Transportation Departments, the U.S. Army Corps
of Engineers, Counties, Municipalities, Authorities, and Private Developers.
Our engineers and technicians also inspect 300+ bridges on a continual two-year
cycle. Our company led a multi-discipline team of Engineers, Geologists and
Environmental Specialists to successful completion of one of the largest
transportation improvement projects in PA - The Lewistown Narrows. This
project has received various awards including: FHWA-Award of Excellence,
ACEC/PA-Grand Conceptor Diamond Award, ACEC-Engineering Excellence
Honor Award, AASHTO-America’s Transportation Award Large Project-on
Time, and FHWA/PA-Transportation & Historic Preservation Excellence
Award.
CONSTRUCTION MANAGEMENT
Construction management is completed in support of in-house design services
and for projects designed by other professionals. A mix of experience and
training provides clients with the knowledge of the latest construction
technology and sensitivity to the environment during the construction process.
Materials testing capabilities are also available in-house.
Firm Capabilities
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MAPPING
Staff has the ability to produce Geographic Information System (GIS), enhanced
digital orthophotography and photogrammetric mapping at any scale chosen by
our clients. Normal mapping scales provided range from a design scale of 1" =
30' to a scale of 1" = 500', for planning documents. Mapping is provided in GIS
ArcInfo, AutoCAD and Microstation formats. Maps can be provided in a
layered digitized format, including contours as layers. We also have the ability
to produce maps using GPS control surveys and analytical aerotriangulation.
SURVEYING
The EADS Group has been providing professional surveying and mapping
services to government, business and industry for more than forty years.
Surveying services are incorporated as an integral part of each of the in-house
disciplines offered. Whether strictly related to surveying, or as a support
function, our survey crews are capable of providing timely and accurate data
necessary for the successful completion of any project. Our crews are familiar
with the most recent regulations and standards, and utilize state-of-the-art
equipment and software programs to complete each assignment.
WATER & WASTEWATER
The EADS Group has earned an excellent reputation for providing quality
sanitary engineering services. Service to clients began in the late 1940's through
the founder of one of our companies, providing the firm with decades of
experience in this discipline. We received design approval for the construction
of the first aerated facultative lagoon treatment facility in the Commonwealth of
Pennsylvania, and were responsible for the initiation of slow sand filtration for
safer drinking water within the Commonwealth. Staff is knowledgeable of
local, state and federal regulations and investigates solutions tailored to the
financial as well as technological needs of each client.
MINING & GEOTECHNICAL
Since the founding of one of our companies in 1940, we have completed
numerous mining and geotechnical engineering projects. Our experience
includes all aspects of mining and geotechnical engineering including mine
layout and design, operations, permitting, mine transportation systems,
reclamation, mine drainage treatment, geotechnical analysis (including
foundation and slope stability analysis), soils engineering, water analysis, etc.
Clients are in both the private and public sector reaching from Louisiana to
Arkansas and north to Wisconsin and New Brunswick, Canada.
ARCHITECTURE
The EADS Group entered the architectural design market in 1980. Our
architectural team specializes in the renovation, restoration and expansion of
existing facilities, as well as the design of new structures. Projects completed
range from small structures for private developers, to high-tech, top security
facilities for the federal government. Historic restoration projects have also
been completed in strict compliance with the National Register of Historic
Places.
ORGANIZATION CHART
MANAGEMENT ACTION PLAN UPDATE
LUMBER HERITAGE REGION OF PENNSYLVANIA, INC.
STUDY COMMITTEE
Richard F. Truscello, AICP
Project Manager
PLANNING / MAPPING
SITE / GRAPHICS
Mark W. Lazzari, AICP
Brent E. Cartwright, RLA
Planner
Landscape Architect
Paula Zitzler
Planner
STRATEGIC PLANNING
ECONOMIC / TOURISM
David M. Primm
William Lafe
Dennis Kotzan, C.P.A., C.F.F.
RICHARD F. TRUSCELLO, AICP
Planning Services Manager
GENERAL QUALIFICATIONS
Mr. Truscello has varied planning, technical assistance and related experience.
Joined The EADS Group
August 2001
Years With Other Firms
24
Education
M. A.
Political Science Specialized in
Public Administration
University of Maine
1974
B.A.
Political Science
Mansfield University
1972
Registrations
1992
American Institute of Certified
Planners
Certifications
2008
NCI Charrette Planner Training
Certification
Memberships
Member of American
Planning Association
Bottleworks Ethnic Arts Center
Former Board Member
Artworks in Johnstown!
Former Board Member
Roxbury Civic Group
Neighborhood Organization
Chairman, Building Codes
Appeals Board, City of
Johnstown
Mr. Truscello has:
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Provided and directed the development of county, multi-municipal and
municipal comprehensive plans
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Developed specialized land use plans and regulations and reviewed,
critiqued and revised land use, land development, sewage enforcement
and floodplain management ordinance and regulations
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Provided and directed economic, redevelopment, Brownfields and other
developmental planning efforts
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Provided heritage and cultural tourism planning and developed a
localized approach to tourism engagement and planning
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Coordinates public participation efforts and has received certification
from the National Charrette Institute in planning charrettes, a specialized
and intense form of public participation and interactive field work
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Provided technical assistance to municipalities in the administration of
Community Development Block Grant (CDBG) funds
EXPERIENCE
Mr. Truscello’s experience includes a wide range of activities and projects in
the private and public sectors as a Project Planner and/or Project Manager.
DEVELOPMENTAL PLANNING EXPERIENCE
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Brownfield Assessment and Planning - Johnstown Redevelopment
Authority. Guided assessment and redevelopment planning activities
including site selection and inventory, location mapping and field
verification for various Brownfield sites in Cambria County and
developed a public participation process that includes extensive public
participation and a planning/charrette.
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Completed the Pennsylvania Route 6 Tourism Infrastructure Plan for the
400+ mile corridor in eleven (11) counties in northern Pennsylvania, an
economic development plan focusing on tourism services and business
opportunities in this diverse corridor.
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Completed numerous types of strategic and special purpose planning
including an industrial Site Analysis Study for the City of Lock Haven, a
Comprehensive Reuse Study for the former Hollidaysburg Car Shop in
Blair County and a feasibility analysis of needs/improvements for a
private recreational facility in Somerset County.
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As a representative of the private commercial developer, he was
involved in the development of pre-development research and
presentation of development plans and proposals to various counties
and municipalities in Virginia, Tennessee, and Pennsylvania.
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Completed economic development plans and strategies for counties,
regions and smaller communities in Pennsylvania and Maryland,
including a developmental analysis of interchanges along U.S. Rt. 219 in
Cambria County, and contributed to an Economic Development Strategy
for the three counties comprising the Lower Eastern Shore of Maryland.
PUBLIC PARTICIPATION EXPERIENCE
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Public meetings and hearings required for the development of
Comprehensive Plans and specialized plans for numerous municipalities,
counties, multi-county regions and agencies in Pennsylvania.
RICHARD F. TRUSCELLO, AICP
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Planning charrettes, community workshops, public meetings, and public hearings associated with plans and
ordinance enactment throughout Pennsylvania.
Key person surveys, On-Line surveys and focus group meetings associated with planning and implementation
projects.
Planned, conducted and managed the Cambria City Church Reuse Charrette, coordination of charrette and
architect team on reuse options that triggered reuse for former houses of worship in Johnstown.
COMMUNITY PLANNING AND RELATED EXPERIENCE
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Completed various community comprehensive planning projects in cities, small built-up boroughs, multimunicipal regions and large rural townships in Pennsylvania, including the Forest Hills Region (Cambria
County), the City of Johnstown, Tyrone Borough, Richland Township, and several regional plans in the counties
of Tioga, Bradford and Clinton.
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Preparation of County Comprehensive Plans for Cambria County, Jefferson County and Montour County that
developed plans and wide ranging recommendations including land use, development, growth areas,
community facilities, infrastructure, housing and transportation.
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Served as the principal Planner for Community and Economic Development for the Cambria County Planning
Commission, guiding and directing planning activities for the County and select municipalities/agencies.
TOURISM/HERITAGE PLANNING
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Created, directed and completed the Pennsylvania Route 6 Heritage Communities Program. Responsible for
the development of this local heritage planning concept and the preparation of strategic local heritage
development plans for twenty (20) municipalities in an eleven (11) county region, including conducting research,
local engagement, planning charrettes and publishing strategic reports. These plans synthesized and localized
heritage tourism, community and economic development planning into an action strategy for each entitled a
Community WorkPlan. These individual WorkPlans are in various stages of implementation, and have been
uploaded by PennDOT as a part of its internal informational base to aid in future transportation planning.
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Primary author/editor of the Pennsylvania Route 6 Heritage Tourism Management Action Plan, which led to the
designation of the Pennsylvania Route 6 Corridor as a State Heritage Area.
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Incorporated extensive heritage planning into the comprehensive planning process for municipalities, multimunicipal regions and counties.
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Contributed to a heritage plan for the Endless Mountains Region, a sub-state tourism region in Northeastern
Pennsylvania.
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Contributed to heritage planning for the Flood Centennial and other related projects in the City of Johnstown.
ORDINANCE ADMINISTRATION/DEVELOPMENT/ENACTMENT
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Hearings and meetings for Conditional Uses, Special Exceptions, site plan reviews, land developments and
rezoning applications in Johnstown and Geistown Borough (both in Cambria County).
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Preparation and enactment of Zoning Ordinances in Fox Township (Elk County), Washington Township
(Jefferson County), Cherry Tree Township (Venango County), Punxsutawney Borough (Jefferson County),
Tyrone Borough (Blair County) and East Taylor Township (Cambria County).
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Assisted the City of Johnstown in various ordinances including the development of a pressure testing ordinance
for sanitary sewer enforcement, other sewer ordinances and the revision of floodplain management regulations.
ASSOCIATED ADMINISTRATIVE EXPERIENCE
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Served as Director of the Department of Community and Economic Development (DCED) for the City of
Johnstown, Pennsylvania, administering community enhancement programs, community planning and zoning;
housing assistance programs for new construction and rehabilitation; economic development and
redevelopment activities/incentives; strategic and comprehensive community/economic development planning;
code enforcement and building permits and the City animal control program. He was directly in charge of
administration of community development (CDBG), housing (HOME) and emergency shelter (ESG) funds from
the U.S. Department of Housing and Urban Development (HUD) as well as a local economic development loan
program using Federal and state funds.
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Assisted various communities in the administration of CDBG funds, including Punxsutawney Borough (Jefferson
County), Logan Township (Blair County) and Slippery Rock Township (Butler County).
MARK W. LAZZARI, AICP
Planner
August 2007
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Education
M.S.
Geography and Regional
Planning, Community Planning
Tract
Indiana University of
Pennsylvania
2004
M.S.
Earth Science
California University of
Pennsylvania
1999
B.S.
Biology / Psychology
Grove City College
1997
Registrations
2010
American Institute of Certified
Planners / #024665
Certifications
2001 / PA
Sewage Enforcement Officer /
#03208 / Exp. 06/30/16
2007 / Computation Methods of
Stormwater Management
2000 / Wetland Delineator
Certification
Memberships
Member of
American Planning Association
Board Member of
Discover Downtown Johnstown
Partnership
Beautification and Finance
Committees Chair,
Discover Downtown Johnstown
Partnership
Greater Johnstown Watershed
Association
Board of Directors
Mr. Lazzari is a focused professional who takes on multiple project roles to
generate relevant products including visuals and narratives for a range of
projects and clients. Mr. Lazzari is comfortable working with community
groups and non-profits, environmental advocacy organizations as well as
established governmental boards, authorities and commissions. He draws
from a diverse set of professional, personal and educational experiences to
provide results for our traditional planning as well as our municipal clients.
Mr. Lazzari has:
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Prepared narratives, completed field tasks, prepared reports and
administrative submittals, presented at public meetings and
coordinated multiple project tasks.
Responsibility for preparing all Planning Department Geographic
Information Systems (GIS) mapping and evaluations.
Completed development of a Resource Inventory including over 4,000
tourism resources along with visitor’s centers, scenic overlooks,
transportation volumes, gateways, recreation trails and proposed
features on the Pennsylvania Route 6 Corridor.
Successfully prepared grant applications on behalf of non-profit groups,
authorities and municipalities totaling over $800,000. Sources include
the Growing Greener Programs and Department of Community and
Economic Development.
Had an article published in ArcUser's Magazine, titled “GIS Identifies
Pollution Sources, Also Aids Watershed Remediation”
Played a major role in a project that won the Karl Mason Award for
outstanding environmental work.
EXPERIENCE
Mr. Lazzari directly supports planning efforts by providing services for County
and municipal comprehensive plans, land use plans and ordinance
development, Geographic Information Systems (GIS) mapping and
specialized planning and feasibility studies. Mr. Lazzari also supports
various types of municipal projects including administration of Regulatory
Programs and Permits. His experience includes, but is not limited to:
Municipal / Community Planning
As a Project Planner, Mr. Lazzari has supported various types of County,
Multi-Municipal and Corridor planning projects by preparing narratives,
completing analyzes, completing field tasks, developing report submittals,
presenting at public meetings and preparing GIS mapping. Projects include:
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Cambria County Comprehensive Plan - Cambria County Planning
Commission
Montour County Comprehensive Plan - Montour County Planning
Commission
Forest Hills Multi-Municipal Comprehensive Plan - Forest Hills Regional
Alliance, Cambria County
Northern Jefferson County Multi-Municipal Comprehensive Plan
Southern Clarion County Multi-Municipal Comprehensive Plan
Portage Area Regional Comprehensive Plan - Portage Area Regional
Planning Commission, Cambria County, PA
Martinsburg and North Woodbury Comprehensive Plan
MARK W. LAZZARI, AICP
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Geographic Information System (GIS)
Mr. Lazzari uses Geographic Information System tools to bring together and evaluate existing conditions for topics
such as Natural Resources, Community Facilities, Public Utilities, Transportation and Land Use and to highlight the
interrelatedness of issues and recommendations for all of our planning projects. He has the ability to visually show
and narratively describe key community assets and opportunities as well as development constraints in an easily
understandable way. Mr. Lazzari also supports our interactive web-based mapping capabilities by identifying public
participation opportunities, client needs and project parameters. He enjoys working with municipalities to develop
ways to effectively manage their assets and to coordinate their locally generated data to make effective management
decisions.
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Interactive Public Comment Online Mapping - Wellsboro, Charleston, Delmar and Duncan Multi-Municipal
Comprehensive Plan
Flood Protection Projects Web Based Database Management and Maintenance System - Johnstown
Redevelopment Authority
Municipal GIS Mapping and Database Development - Borough of Southmont and Cresson Borough Municipal
Authority, Cambria County
Specialized Planning and Feasibility Studies
Mr. Lazzari takes an active role in many different types of specialized planning and feasibility studies ranging from
trail and recreation studies to heritage tourism plans to local neighborhood and public safety related planning efforts.
He has prepared narratives, mapping and graphics and has provided program administration for various types of
projects including:
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Cambria City Church Reuse and Neighborhood Planning Charrettes
Site Selection and Redevelopment Planning - Johnstown Redevelopment Authority
Heritage Tourism Program - PA Route 6 Alliance
Flood Protection Project / Emergency Action Plans (EAPs) - Johnstown Redevelopment Authority
Public Recreation Feasibility Studies - Cambria Somerset Authority
Trail Feasibility Study and Open Space Plan - Portage Area Regional Planning Commission
Watershed and Environmental Planning
Mr. Lazzari has taken the lead on preparing land and water resource management plans, watershed and river
corridor conservation plans, mine drainage remediation studies and community based Brownfield redevelopment
projects including:
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Brownfield Inventories and Site Reuse Planning - Johnstown Redevelopment Authority
Environmental Site Condition Evaluation for Proposed Land Acquisition
Solomon Run AMD Discharge Investigation - Johnstown Redevelopment Authority
Comprehensive Water Resources Study - Cambria Somerset Authority
Casselman River Watershed Major NonPoint Source Pollution Assessment and Restoration Plan - Somerset
Conservation District
Comprehensive Land Management Plan (CLMP) - Cambria Somerset Authority
Municipal Services
Mr. Lazzari’s diverse skill set allows him to be utilized in the completion of municipal services projects including:
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Consent Order and Agreement Semi-Annual Reporting - City of Johnstown
Storm Water Management Ordinance Preparation - City of Johnstown
Risk Management Plan Administration (RMP) - Johnstown Redevelopment Authority (Dornick Point Wastewater
Treatment Plant)
Industrial Pretreatment Program Administration and Local Limits Evaluation - Johnstown Redevelopment
Authority
Sewage Enforcement Officer - Cambria Township, Cambria County
MS4 Stormwater Management Program - Various Municipalities
PAULA ZITZLER
Planner
November 2008
18
Education
M.S.
Public Archeology
Rensselaer Polytechnic Institute
1985
B.A.
Anthropology
Indiana University of
Pennsylvania
1977
Ms. Zitzler is an experienced heritage development consultant. Trained as
an Anthropologist, she brings fresh insight to cultural resources preservation
and management. She has:
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Investigated more than 2,000 prehistoric, historical and industrial
archeological sites throughout eastern North America
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Assisted grass-roots organizations and government commissions with
the development of two long-term, regional heritage development
projects in Pennsylvania (Route 6 and the federal Southwestern
Pennsylvania Heritage Preservation Commission)
EXPERIENCE
Pennsylvania Highlands Community College, Richland, PA (Adjunct Faculty).
Teaches undergraduate anthropology courses (Cultural Anthropology).
Pennsylvania State University, Altoona, PA (Adjunct Faculty). Teaches
undergraduate anthropology and archeology courses (North American
Archeology, Biological Anthropology and Introductory Anthropology).
America’s Stories, Inc., Altoona, PA (Chief Writer and Researcher).
America’s Stories, Inc. is dedicated to heritage conservation. ASI provides
opportunities and technical assistance to individuals, businesses and
organizations to gather, preserve, and share their stories in print, online, and
in person (presentations and exhibits).
Dawood Engineering, Inc., Enola, PA (Group Leader, Cultural Resources
Services). As the first archeologist employed by Dawood Engineering, Ms.
Zitzler started the company’s Cultural Resources Group.
Westsylvania Heritage Corporation, Hollidaysburg, PA (Vice President,
Interpretation).
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Ms. Zitzler began as an Interpretive Specialist, and then advanced
through middle-management positions to Vice President, Interpretation.
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Was a key member of senior management team for more than five
years, and had a leadership role in strategic and business planning,
impact analysis and marketing research.
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As VP, supervised the Director of Communications (PR, member
communications, intra-office information), the editor and support staff of
Westsylvania magazine, and the IT staff (both Web and network
specialists).
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Managed contract to develop the corporation’s Web site; worked closely
with contractor to identify content areas, user functions, appearance,
and navigation tools. This is a dynamic, database driven Web site;
worked with contractor to develop this database. As site went live,
assumed responsibility for refreshing content and adding new stories.
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Since 1996 (began as a contractor), directed an annual heritage
education festival eventually known as Westsylvania Adventures. More
than 3,000 students attended annually as it grew from a single day to a
three-day event. Typically, about 75 federal, state and local agencies,
organizations, attractions, crafts people, performers and vendors offered
hands-on activities and performances that celebrated the heritage of
Southwestern Pennsylvania. WA was unusual in that it was an interdisciplinary event that featured both the natural environment and cultural
resources. In order to be accessible to as many regional students as
possible, the event moved to six different locations.
PAULA ZITZLER
PAGE 2
Self-employed, Cresson, PA (Consultant, Heritage Education, Interpretation, Historical Research, and Archeology).
Developed curriculum guides, lesson plans and special interpretive programs for the Southwestern Pennsylvania
Heritage Preservation Commission, the Allegheny Heritage Development Corporation (ancestor of the Westsylvania
Heritage Corporation), and the Allegheny Ridge State Heritage Park.
Worked with local Lead Teachers and historical sites to develop the Discovery Guide, a teacher’s resource for
incorporating content from the region’s heritage into the curriculum. Was responsible for writing and editing, and
worked with an artist on illustrations and design. The Guide also included an audio cassette of original songs and a
video cassette “virtual visit” and was awarded the 1997 Education Initiative Award by Preservation Pennsylvania.
Conducted historical research, artifact identification and analysis, and prepared exhibits and reports of data resulting
from excavations at Fort Roberdeau Historic Site (Altoona vicinity, Blair County, PA) and the Wagner-Ritter House
(Cambria City, Johnstown, PA). A key element of this work was the identification and cataloging of more than 50,000
artifacts.
June 1996 to July 1996, Indiana University of PA, Indiana, PA (Instructor). Taught undergraduate archeological field
school at Smicksburg, PA, the site of a 19th-20th Century Town.
June 1992 to February 1994: National Park Service, Johnstown, PA (Archeologist). Directed the Commission’s
Public Archeology Program. More than 100 volunteers were engaged in excavations, historical research,
interpretation and lab work at Fort Roberdeau and the Wagner-Ritter House. More than 20,000 people attended
programs based on these projects.
June 1987 to June 1992: Louis Berger & AssociatesEast Orange, NJ (Archeologist). Directed projects under a
contract with the National Park Service at the Allegheny Portage Railroad National Historic Site (Blair and Cambria
counties, PA), the Johnstown Flood National Memorial (St. Michael, PA), and Steamtown National Historic Site
(Scranton, PA).
August 1984 to June 1987: American University, Washington, DC (Archeologist). Directed projects under a contract
with the National Park Service at the Allegheny Portage Railroad National Historic Site (Blair and Cambria counties,
PA), the Johnstown Flood National Memorial (St. Michael, PA), Women’s Rights National Historic Site (Seneca Falls,
NY), Fire Island National Seashore (Long Island, NY), Saratoga National Battlefield (Saratoga, NY), Fort McHenry
National Memorial and Historic Site (Baltimore, MD) and the New River Gorge National River (Fayette County, WV).
July 1984: Hancock Shaker Village, Pittsfield, MA (Instructor). Taught archeological field school for junior high
students at this Shaker village in western Massachusetts.
May to December 1983 and May-June 1984: New Hampshire Historical Society and Keene State College, Keene,
NH (Instructor). Taught undergraduate archeological field school and archeological methods at Fort No. 4 (a colonial
fort on the Connecticut River) and a 19th century water powered sawmill complex in Pisgah State Park.
May 1977 to August 1982: Various contract companies (Archeologist). Conducted archeological investigations of
more than 2,000 sites throughout the eastern United States, including surveys in New York, Connecticut,
Massachusetts, Pennsylvania, Maryland, West Virginia, Virginia, Indiana, Arkansas, Missouri and Louisiana.
BRENT E. CARTWRIGHT, RLA
Registered Landscape Architect
February 2000
8
Education
B.S.
Landscape Architecture
Pennsylvania State University
1992
Mr. Cartwright has extensive experience in the design of outdoor and public
spaces to achieve environmental, socio-behavioral, and/or aesthetic
outcomes. His approach involves the systematic investigation of existing
social, ecological, and geological conditions and processes in the landscape,
and the design of interventions that will produce the desired outcome.
Through creative integration of regulatory site components such as bioretention areas, underground/above ground detention, a soft footprint on the
landscape is achieved. Other more straight forward components of site
design expertise include:
•
Grading and Drainage Improvements
•
NPDES Permits
•
Erosion and Sedimentation Approvals
•
Municipal Land Development Approvals
•
Water/Sewer Coordination
•
Highway Occupancy Permit
•
Sewage Facilities Planning Modules
EXPERIENCE
Registrations
RLA / PA / 2007
LA002712
Exp. - 05/31/2015
RLA / MD / 2008
3460
Exp. - 03/17/2016
Certifications
2010 / PA DEP Regulatory
Training (Expedited ESCGP-1)
for the Oil and Gas Industry
EADS project specific experience includes, but is not limited to:
Stantec - Baker Hughes LDP, Lamar Township Business Park, Clinton County,
PA (Project / Discipline Manager). Project involved the construction of a $30
million dollar facility on 36.86 acres in the Lamar Township Business Park. The
facility contains seven buildings with over 98,000 SF of floor space. Primary
responsibilities included site layout and design, grading, drainage, stormwater
management, and obtaining NPDES and E&S Control approval.
CVS - New CVS Pharmacy Store Number: 07611, Allegheny County, PA
(Landscape Architect / Site Development Project Manager). Project
consisted of the design of a new CVS Pharmacy on a parcel of property
located in Hampton Township, Allegheny County, PA. The 2.35 acre site was
developed to house the retail building, paved parking areas and drive aisles,
with the remaining site serving to fulfill the regulatory ordinances from the
state and local municipalities. Primary responsibilities involved site layout
and design, stormwater management calculations and design (SWM controls
consisted of underground storm chambers and an infiltration bed), and
obtaining NPDES, E&S and Local Land Development approvals.
Altoona Regional Health System - New Linear Accelerator for Altoona
Regional Health System, Blair County, PA (Landscape Architect / Site
Development Project Manager). Project consisted of the construction of a
building addition to house the Linear Accelerator for Altoona Regional Health
System, as well as reconfiguring the existing parking lot adjacent to the
building addition. The project was located on the existing Altoona Hospital
Campus in the City of Altoona. Primary responsibilities involved site layout
and design, storm drainage conveyance calculations and design, and
obtaining E&S and Local Land Development approvals.
Grace Bible Church - Additions and Alterations to the Grace Bible Church,
Blair County, PA (Landscape Architect / Site Development Project Manager).
Project consisted of the construction of a building addition to the existing
Grace Bible Church, as well as the reconfiguring and expanding the existing
parking lot adjacent to the building addition. The project was located on the
existing church property located in Frankstown Township, Blair County, PA.
Primary responsibilities involved site layout and design, stormwater
management calculations and design (SWM controls consisted of
underground stormwater management), and obtaining E&S and Local Land
Development approvals.
BRENT E. CARTWRIGHT, RLA
PAGE 2
Gemma - Patton Wind Project, Cambria County, PA (Project Designer). Primary responsibilities included grading,
drainage stormwater management, and obtaining NPDES and E&S Control approval.
Brookville Area School District - Additions and Alterations to the Hickory Grove Elementary School, Jefferson County,
PA (Landscape Architect / Site Development Project Manager). Responsible for the plan development, regulatory
approvals and permits for the additions and alterations to Hickory Grove Elementary School in Brookville, PA. Land
development approvals were submitted and obtained from Brookville Borough and the Jefferson County Planning
Commission. An NPDES permit and Erosion and Sedimentation Control Plan approval for construction activities,
PennDOT Highway Occupancy Permit (HOP), grading and drainage, and post construction stormwater management
documents were also prepared, reviewed and approved for the development.
Everett Area School District - Additions and Alterations to the Everett Area High School, Bedford County, PA
(Landscape Architect / Site Development Project Manager). Responsible for the plan development, regulatory
approvals and permits for the additions and alterations to the Everett Area High School located in West Providence
Township, PA. Land development approvals were submitted and obtained from West Providence Township and the
Bedford County Planning Commission. An NPDES permit and Erosion and Sedimentation Control Plan approval for
construction activities, grading / drainage, and post construction stormwater management documents for the
development were submitted and approved.
Central PA Institute of Science and Technology - New Diesel Facility, Centre County, PA (Landscape Architect / Site
Development Project Manager). Project involved the construction of a new vocational technical facility / diesel
vocational facility in Spring Township, PA. Responsible for the plan development, regulatory approvals and permits
for the New Diesel Vocational Facility. Land development approvals were submitted and obtained from Spring
Township and the Centre County Planning Commission. An NPDES permit and Erosion and Sedimentation Control
Plan approval for construction activities, grading / drainage, and post construction stormwater management
documents for the development were submitted and approved.
Champs Sports Grill - Parking Lot Renovation Construction, Blair County, PA (Project Manager / Designer). Project
involved permitting, construction, and drainage improvements for a new parking lot for the Champs Sports Grill
located in Altoona, PA. Responsibilities included the compilation of construction and land development approvals,
which were submitted and approved from Logan Township and the Blair County Planning Commission. Also
submitted and approved was an Erosion and Sedimentation Control Plan for construction activities, grading /
drainage, and post construction stormwater management documents for the development.
th
Johnstown Redevelopment Authority - Power and 5 Street Streetscape Project, Cambria County, PA (Project
Manager / Designer). Project involved the construction of new streetscape and lighting, demolition of existing street
trees, sidewalk tree pit installation, tree installation and lighting receptacles in the City of Johnstown. As Project
Manager, Mr. Cartwright oversaw the design, bidding, award, and construction management.
Hollidaysburg Sewer Authority - Wastewater Treatment and Upgrades, Blair County, PA (Landscape Architect /
Project Manager). Construction of a new wastewater treatment facility. Responsible for the plan development,
regulatory approvals, and permits. Land development approvals were submitted and obtained from Logan Township
and the Blair County Planning Commission. An NPDES permit for construction activities, variance for construction in
a floodplain, and post construction stormwater management documents were also prepared, reviewed, and
approved.
AMTRAN - New Bus Wash System and Installation, Blair County, PA (Project Manager / Designer). Construction
and installation of a new $250,000 bus wash system to maintain and clean the undercarriage and exterior of all types
and sizes of fleet vehicles operated by the Altoona Transit Authority. The project also involved research and
collaboration with AMTRAN to develop a project-specific criteria for the evaluation of Bus Wash Manufacturers in
order to tailor the construction of the wash equipment to meet the needs of AMTRAN. Design, bidding, award,
construction management, and training were all completed as part of the project.
Altoona Hospital - Renovation and Addition to the Station Medical Center, Blair County, PA (Landscape Architect /
Site Development Project Manager). Reconstruction and renovation of an existing grocery store into a state-of-theart health care facility. Responsible for the plan development, regulatory approvals, and permits for converting the
th
former Bi-Lo grocery store on 9 Avenue in the City of Altoona. Land development approvals were submitted and
obtained from the City of Altoona and the Blair County Planning Commission. An Erosion and Sedimentation Control
Plan approval for construction activities, grading and drainage, and post construction stormwater management
documents were prepared, reviewed, and approved for the development.
David M. Primm
6512 Jackson Street ~ Pittsburgh, PA 15206
Office: (412) 404-8279 ~ Mobile: (215) 840-5625
EMAIL: [email protected]
PROFESSIONAL EXPERIENCE AND SKILLS
Quantitative & Qualitative Research
Project Management
Market Feasibility Analysis
Economic Development Research
EMPLOYMENT HISTORY
2013 –
Client & Customer Relationship Management
Economic Impact Analysis
Market Research
Strategic Planning
Primm Research
Pittsburgh, PA
President and Founder



Successfully launched an independent consulting firm that utilizes a strong network of colleagues and
experts to provide clients with research, analyses, and planning.
Conducted an economic impact analysis of the Blue Ridge National Heritage Area, heritage tourism nonprofit organization, based in North Carolina.
Currently conducting a statewide assessment of the economic impact of Pennsylvania Heritage Areas as a
partner with the University of Pittsburgh-Johnstown, Dr. John McGrath.
2007 – 2013
Tripp Umbach
Pittsburgh, PA
Principal Project Manager (2011-2013)
Senior Project Director (2007 – 2011)





Develop research proposals, coordinate and conduct research plans, manage staff and vendors, analyze
research results, write research reports and recommendations from those results, and present results.
Complete market research and economic development research analysis (market surveys, qualitative
interviews, focus groups, demographic and industry trend analysis, supply/demand analysis) for clients
such as: Highmark, Inc., Pittsburgh, PA, Glade Run Foundation, Zelienople, PA, and Mine Safety Appliance,
Cranberry, PA.
Completed economic impact analyses of the heritage tourism industry for the National Park Service in
2013.
From 2007 through the present, completed research projects with hospitals, higher education
institutions, and non-profit organizations within the region and the United States.
Increased my annual gross sales revenue since 2009, developing research proposals and completing
projects totaling $325,000 in 2009, $372,000 in 2010, $418,250 in 2011, and $435,000 in 2012, against
company-wide gross sales averaging $2 million annually.
1
2001 - 2007
TNS
Philadelphia, PA
Project Director/Group Manager
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Coordinated and managed a multi-million dollar international quantitative customer satisfaction tracking
study within the Travel and Tourism industry.
Responsible for the successful management of the InterContinental Hotels Group, Windsor, UK account
within TNS. Responsibilities included questionnaire design, research design, budget monitoring, and
report design.
Coordinated workload across multiple operational departments to maintain a strict deliverables
schedule.
Mentored project directors of various experience and skill level.
Researched and negotiated contracts with an array of outside vendors such as logistics and typesetting
firms.
SOFTWARE SKILLS
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Develop and conduct economic impact analysis modeling via IMPLAN and RIMS-II.
Microsoft Office Suite, expert in Excel and PowerPoint.
Utilize Access, SPSS, Oracle Database Software, and website portal management software.
EDUCATION
August 2002 Indiana University of Pennsylvania
B.S., Hospitality Management
 Honors: Cum Laude
 Minor: American History
Indiana, PA
SERVICE INFORMATION AND OTHER
Carnegie Library of Pittsburgh
 Volunteer of time and resources.
Pittsburgh Harlequins Rugby Football Association
 Active in the at-risk youth mentoring programs and finance committee.
 Member of the Board of Directors since 2011.
 Partnered with the Executive Director to develop and promote the April Fools’ Challenge.
Urban Innovator Speaker Series
 Conducted economic development and economic impact research for the City of Akron and
presented findings as part of the University Park Alliance - Urban Innovator Series.
Pennsylvania Heritage Partnership Conference
 Panel participant and presented economic impact analysis for the session titled, “The
Economics of Heritage Areas”.
2014 PA Museums Conference
 Presenter of “From Historic Site to Attraction: The Economics of Heritage Tourism”
2
BIOGRAPHY: WILLIAM LAFE
William Lafe has more than thirty years of experience in the non-profit and
philanthropic fields. From 1972 to 1989, he worked as Assistant Director and
subsequently as Associate Director of the Pittsburgh Foundation and the Heinz
Endowments. Since 1990, he has managed William Lafe Associates, a consulting
firm that provides services to non-profit organizations in the following areas:
•
•
•
•
•
Strategic planning and project development
Organizational problem solving
Executive searches and board re-structuring
Fundraising
Public policy research
Lafe is recognized for his ability to involve diverse groups of people to design,
plan and implement practical and workable projects. Principal content fields
include the arts, environment, education and international programs.
Lafe Associates has been active in conducting a wide range of personnel searches
for both executive directors and board members. Lafe has also participated
various fundraising campaigns, both as an advisor and a principal.
Mr. Lafe graduated from Juniata College and received his Masters Degree in
International Affairs from the University of Pittsburgh. Over his career, he has
worked as an advertising copywriter, teacher, actor, Foreign Service Officer,
foundation executive and consultant. As A Foreign Service officer, he served in
Argentina and the Dominican Republic.
Mr. Lafe has served on the board of directors of a number of Pittsburgh-based
organizations. Currently he is the Chair of the Board of Chamber Music
Pittsburgh, and a Board member of Friends of Via, a US-based subsidiary of a
Czech community foundation.
Mr. Lafe can be reached at [email protected] or 412 871-0399
RELEVANT EXPERIENCE
PENNSYLVANIA ROUTE 6
MANAGEMENT ACTION PLAN (MAP)
Multi-County, Pennsylvania
EADS services included development of a Management Action Plan (MAP)
for the Pennsylvania U.S. Route 6 proposed heritage corridor.
The two-fold purpose of the MAP was to (1) provide a concise synthesis of
actions of the Pennsylvania Route 6 Steering Committee as a follow-up and
implementation of the Pennsylvania Route 6 Our Heritage and Destination for
the Future: Framework for Action (Action Plan) planning effort, and (2)
provision of a Management Plan for a five-year period for the Pennsylvania
Route 6 Heritage Corporation. This was provided with actions and reports of
the four standing subcommittees.
The MAP was organized in the following manner:
1.
Background and Overview: The Vision, The Plan and
Recommendations
2.
Subcommittee: Roles and Activities for Business and Marketing,
Interpretive, Wayfinding and Development
3.
Goals and Strategies: Cultural Conservation, Recreation and Open
Space, Interpretation and Education, Economic Development and
Partnerships
4.
10-Year Action Plan: Narrative and Matrix of Activities and Related
Implementation Issues
Completion Date:
2004
References:
PA Route 6
Tourist Association
PA Route 6 Heritage
Corporation
35 Main Street
Galeton, PA 16922
Ms. Terri Dennison,
Executive Director
814-435-7706
QUICK FACTS
The MAP was approved by DCNR and Route 6 was designated as a State
Heritage Area. The Heritage Corporation is presently implementing the Plan.
PA ROUTE 6
TOURISM INFRASTRUCTURE PLAN
Multi-County, Pennsylvania
This was a multi-faceted economic development plan and strategy focused on
incorporating heritage-, nature and cultural-tourism into overall economic
development. This strategic plan was comprised of two distinct but related
activities – the preparation of a Visitor, Tourism and Information Services
Study and a Business Opportunity Plan for a 20-mile+/- corridor through
eleven (11) counties along the northern tier of the Commonwealth. Together,
these two elements provided the following:
1.
2.
3.
4.
5.
6.
7.
8.
Update of business/attraction database including extensive GIS
locational mapping and back-up digitized data layers/database;
Overview and profile the tourism economy on/near the Corridor,
including in-depth analysis of central business districts, tourism assets
and related resources;
Analysis of traffic volumes and patterns in a comparative context across
the corridor;
Identify problems, issues and opportunities facing the tourism industry in
northern Pennsylvania;
Identify new tourism sites, vistas, pull-offs and other developmental
opportunities;
In in-depth survey of accommodations establishments along the Rt. 6
corridor;
Identification of critical “hospitality hubs” for the traveling public;
Development an economic strategy for tourism in the area.
Completion Date:
2008
Cost:
$210,000
References:
PA Route 6 Alliance
P.O. Box 680
Galeton, PA 16922
Ms. Terri Dennison,
Executive Director
814-435-7706
QUICK FACTS
A First Industries Tourism Grant and a State Heritage Areas Grant funded the
project, and the Pennsylvania Downtown Center was a subconsultant to
EADS for several work items. The end product was delivered in hard copy
report, PDF and digitized formats.
PA ROUTE 6 HERITAGE
COMMUNITIES PROGRAM
Various Locations, Pennsylvania
This project was developed by The EADS Group through various heritagetourism planning activities with the Pennsylvania Route 6 Tourist Association
and the Pennsylvania Route 6 Heritage Corporation, together now known as
the Pennsylvania Route 6 Alliance. The Heritage Communities Program is a
locally developed heritage, economic development and community planning
effort addressing structural and non-structural activities that make Route 6
communities both better places to visit and better places to reside. The
program involves the development of a Community WorkPlan in concert with
a local stakeholders group. The program was recommended in the PA Route
6 Management Action Plan also prepared by EADS. Funding for the Heritage
Communities Program was via the Pennsylvania Department of
Transportation through the Safe, Accountable, Flexible and Efficient
Transportation Equity Act: A Legacy for Users, the State Heritage Areas
Program under the PA Department of Conservation and Natural Resources
and local funds provided by the heritage communities involved.
The EADS Group was responsible for the completion of an asset-based
development and marketing effort tailored to meet the needs of the individual
communities involving:
•
•
•
•
•
Inventories – physical, historic/heritage, community, transportation,
regulatory and regional resources
Fieldwork, meetings and planning charrettes
Narratives, conceptual drawings and mapping
Issues, Opportunities and Recommendations
Interpretive, Marketing, Wayfinding, Heritage Resource Development
and Physical Enhancement Statements
Completion Date:
On-going / Multi-year
Cost:
$435,000
References:
PA Route 6
Alliance
P.O. Box 680
Galeton, PA 16922
Ms. Terri Dennison,
Executive Director
814-435-7706
QUICK FACTS
Presently, Community Work Plans have been completed or are underway for
twenty-one (21) communities in the northern tier of Pennsylvania from an area
between Lake Erie through the Poconos.
PENNSYLVANIA ROUTE 6
HERITAGE CORRIDOR PROJECT
The EADS Group completed Phase I of a Strategic Plan for the long-term
improvement of the 400+ mile portion of U.S. 6 in Pennsylvania, and Phase II
that included some early-action implementation projects.
The Plan focused on economic development and job creation with special
emphasis given to the role of heritage tourism tied back to the resources
along U.S. Route 6 in Pennsylvania. The Route 6 Corridor was established
as consisting of an area ten (10) miles on either side of the highway. The
Plan comprises the foundation for the planning and implementation of a
development effort within this Corridor, identifying natural and cultural
resources, public recreational facilities, governments and educational
resources, commercial and highway service businesses and special historical
and physiographic features. Information and data was digitally mapped into a
database having a varied applicability potential for business, government,
promotional and development agencies, and visitors. The EADS Group team
was the impetus in obtaining funding from various sources for completion of
The Strategic Plan through a partnership formed with the Pennsylvania
Department of Conservation & Natural Resources, Pennsylvania Department
of Transportation, Center for Rural Pennsylvania, and Pennsylvania
Department of Community and Economic Development. The project was
guided by significant local participation including the formation of a Task
Force and Steering Committee and numerous public workshops conducted
throughout the corridor.
Route 6 is also one of five major bicycle corridors identified by PennDOT and
the CyclePA organization. The EADS Group assisted in the evaluation of
Route 6 for bicycling and in recommending alternate routes where physical
improvements could not be justified.
Completion Date:
Phase I: 2001
Phase II: 2005
Cost:
$394,998
Phase II activities included a number of follow-up tasks, including planning
and coordination work that guided the development of the Heritage
Communities Program, the early phases of the Mile-Marker Program and
various staff and technical assistance activities.
References:
PA Route 6
Tourist Association
PA Route 6 Heritage
Corporation
PO Box 680
Galeton, PA 16922
Ms. Terri Dennison,
Executive Director
814-435-7706
QUICK FACTS
A Strategic Plan, titled “PA Route 6 - Our Heritage and a Destination for the
Future” was prepared in Phase I. It encompassed the following tasks:
•
Inventory of Resources
•
Corridor Asset and Documentation
•
Geographic Information Systems (GIS)
•
History of the Corridor
•
Interpretation and Education
•
Recommendations and Next Steps
ALLEGHENY RIDGE
MANAGEMENT ACTION PLAN
Blair, Cambria & Somerset Counties,
Pennsylvania
In association with the Allegheny Ridge Industrial Heritage Corridor Task
Force and the Pennsylvania Department of Community Affairs, a
Management Action Plan for a State Heritage Park encompassing portions of
Blair, Cambria and Somerset Counties began in December 1990. The EADS
Group and Lane Frenchman and Associates, Inc. in association with Richard
C. Sutter and Associates, Inc. and Richard Dill were chosen as the consultant
team to work with a Steering Committee of the Task Force in development of
the Plan.
The purpose of the project was to develop and adopt a Management Action
Plan for the Allegheny Ridge Industrial Heritage Corridor. The plan provided
the framework for the development, management and operation of a State
Heritage Park in the Allegheny Ridge Industrial Heritage Corridor, and a guide
to the implementation of the plan proposals over the intended ten (10) year
life of the planning document. A planning team primarily composed of Task
Force members and the organizations and agencies they represent, and the
consultant team developed the plan. The client of the consultant team was
the Allegheny Ridge Industrial Heritage Corridor State Heritage Park Task
Force, who acted on behalf of the Southwestern Pennsylvania Heritage
Preservation Commission.
Completion Date:
1991
Cost:
$223,500
References:
National Park Service
P.O. Box 565
Hollidaysburg, PA 16648
Mr. Randy Cooley, Executive
Director of Westsylvania
Heritage Corp.
814-696-9380
QUICK FACTS
The plan was developed and adopted over a 12-month period, after which the
initial programmatic and site development phases that were identified in the
plan began.
PORTAGE REGIONAL PLAN
Cambria County, Pennsylvania
The EADS Group, Inc. (EADS) provided comprehensive planning services for
the Portage Region of Cambria County, Pennsylvania (Portage Borough,
Portage Township and Cassandra Borough) which consisted of the following
elements:
1. Comprehensive Plan Update – refining existing plan (2000) that
meets MPC requirements
2. Open Space / Recreation Plan – focused on public and private
recreation facilities/programming
3. Trail Feasibility Study – concept and feasibility analysis of a proposed
trail
The funding sources included state funding via DCED and DCNR as well as
local funds from three communities.
The Portage Area Regional Planning Commission was actively engaged and
involved throughout the planning process, and is a key implementation
instrument as well.
Completion Date:
2012
Cost:
$89,490
References:
Portage Borough
721 Main Street
Portage, PA 15946
Mr. Robert Koban
Borough Manager
814-736-4330
QUICK FACTS
EADS provided a range of services for this rather unique regional planning
effort, including:
• Summary of relevant Background / Existing Conditions
• Identification of community vision statement and major issues that
transcend conventional functional planning categories
• Conceptual drawings for trail feasibility study and streetscape /
gateway enhancements
• Landowner coordination related to the routing of a proposed trail
• Cost estimates for the proposed trail
• Detailed public participation including 3-day planning charrette, key
person interviews and on-line community survey
• Regional and individual community workshops at critical stages
• Business engagement via a survey of businesses
• Addressing regional issues as well localized issues within the three
municipalities
CAMBRIA CITY CHURCH REUSE
Partners for Sacred Places (Partners) was engaged by the Johnstown Area
Heritage Association (JAHA) for the first phase of a neighborhood strategy.
The EADS Group developed, managed and facilitated a three-day planning
and design charrette focused on the highest and best reuse for three (3)
former houses of worship in Johnstown (Cambria County), PA as a
subconsultant to Partners. The charrette process involved the following:
1.
2.
3.
4.
5.
6.
Pre-charrette coordinating and planning on locations, materials, supplies
and computers at the charrette site
Compiling information from existing plans and other secondary sources
into the Charrette Workbook
Developing a format for University of Pittsburgh-Johnstown planning
students for information-gathering and compiling their findings into the
Charrette Workbook
Coordination with six architects and two architecture students from the
University of Pennsylvania during the charrette
Conducting and/or managing public input sessions during the charrette
Preparing a summary PowerPoint presentation on-site for the final public
session
The charrette is the first phase of a place-based community and economic
development action plan building on the reuse of the houses of worship and
neighborhood strengths. As an outgrowth of the charrette process, a local
non-profit was formed that took ownership in the former houses of worship,
with one in use as a concert venue and another slated for a recreational
reuse. Plans for the third former house of worship are in process.
2011
References:
QUICK FACTS
Completion Date:
Partners for Sacred Places
1700 Sansom Street, 10th Floor
Philadelphia, PA 19103
Tuomi Forrest
Associate Director
215-567-3234
Johnstown Area Heritage
Association
P.O. Box 1889
Johnstown, PA 15907
Mr. Richard Burkert
President
814-539-1889
CAMBRIA CITY CHARRETTE
The EADS Group worked with JAHA and Lift Johnstown on follow-up
activities to the Cambria City Church Reuse Charrette including a
neighborhood revitalization planning and design workshop in October 2011
addressing ancillary neighborhood revitalization activities, building on the
assets of the neighborhood and complementing the reuse of the former
houses of worship.
Again, The EADS Group coordinated a planning/design charrette involving
architects, planners and architectural and planning students from nearby
universities. The charrette event included public sessions, interactive field
work and intense work sessions.
Completion Date:
2011
References:
Johnstown Area Heritage
Association
P.O. Box 1889
Johnstown, PA 15907
Mr. Richard Burkert
President
814-539-1889
QUICK FACTS
Recommendations included a wide range of visual quality, leisure, wayfinding
and redevelopment activities. An inter-agency group is in process of carrying
out follow-up and implementation measures. Since this concerted assetbased neighborhood revitalization effort began, the neighborhood has seen a
number of specialty businesses locate there, including a Bed and Breakfast,
Tea Room, a flower and gift shop, an entertainment venue and a winery.
PA Environmental Council
22 Terminal Way
Pittsburgh, PA 15219
Brad Clemenson, Senior
Project Manager
814-659-3465
JOHNSTOWN REDEVELOPMENT
AUTHORITY BROWNFIELD PROGRAM
The EADS Group provided the Johnstown Redevelopment Authority the
following services for the Greater Johnstown Brownfields Program, funded via
USEPA:.
Outreach and Planning Components
Background Information
1. Kick-Off Meeting/Early Action items with JRA
2. Preparation of listing of known/likely Hazardous Substance Sites
3. Review process to date with JRA
4. Preparation and maintenance of a Brownfield Site Inventory
Public Participation Process Initiation
1. Structure participation levels and invitees
2. Conduct Stakeholders Meetings
3. Revise listing of Key Persons in relation to added/deleted/revised
potential sites
4. Revise listing of Hazardous and Petroleum Sites with JRA staff and
others designated by JRA carrying out Phase I Assessments
5. Review process to date with JRA
It is worth noting that USEPA participated in the charrette process and was
favorably disposed to the approach taken by JRA, reflected by the fact that a
USEPA attendee requested a copy of the process PowerPoint used to share
with other grantees.
Completion Date:
2011
Cost:
$102,000
References:
Johnstown Redevelopment
Authority
401 Washington Street,
4th Floor
Johnstown, PA 15901-1892
Mr. Frank D’Ettorre
Acting Executive Director
814-535-6564
QUICK FACTS
Dynamic Planning/Charrette Phase
1. Summarize findings and recommended sites
2. Schedule/Carry Out Planning Charrette over multi-day period
combining focus/interest group sessions, interactive field work and
public sessions
3. Follow-up planning activities
4. Preparation of Summary and Planning documents
David M. Primm
6512 Jackson Street ~ Pittsburgh, PA 15206
Office: (412) 404-8279 ~ Mobile: (215) 840-5625
EMAIL: [email protected]
HERITAGE TOURISM - RECENT PROJECTS AND ASSIGNMENTS
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Conducted an economic impact analysis of the Blue Ridge National Heritage Area, heritage tourism
non-profit organization, based in North Carolina. (2014)
Currently conducting a statewide assessment of the economic impact of Pennsylvania Heritage Areas as a
partner with the University of Pittsburgh-Johnstown, Dr. John McGrath. (In progress)
Completed economic impact analyses of the heritage tourism industry for the National Park Service in
2013 while working with Tripp Umbach.
Pennsylvania Heritage Partnership Conference panel participant and presented economic impact
analysis for the session titled, “The Economics of Heritage Areas”.
2014 PA Museums Conference, presented “From Historic Site to Attraction: The Economics of Heritage
Tourism”.
WILLIAM LAFE ASSOCIATES
William Lafe Associates, a Pittsburgh-based consulting firm, provides services to non-profit
organizations and foundations. The firm focuses on: a) development of new programs or
review of existing programs; b) strategic plans; c) problem-solving to address
organizational bottlenecks and d) personnel searches & board development.
Selected projects include:
2013-14
Center for Rural PA/Dept. of Conservation & Natural Resources: economic
impact study
2012
University of Pittsburgh—Branch Campuses: economic/community impact
study
2011-12
Washington & Jefferson College: analysis/ recommendations for
establishment of post- baccalaureate programs for the college
2011-12
Pittsburgh Botanic Garden: concept paper for an environmental education
program
2008-11
Society for the Preservation of the Maxo Vanka Murals: design and
implementation of a fund-raising campaign.
2010
McCune Foundation: coordination of a study to determine the
economic impact of four small colleges in W. PA
2009
Pittsburgh Harlequins Rugby Association: strategic plan
2008
Associated Artists of Pittsburgh: strategic plan
2007 – 08
Brownsville Area Revitalization Committee / Brownsville School District:
outdoor environmental education program in collaboration with
Audubon Society
2006 – 07
Elizabeth Borough: coordination of a riverfront development plan
2006 - 07
Reading is Fundamental: strategic plan and board re-structuring
2006
International Poetry Forum: strategic plan and board re-structuring
2002-2005
Heinz Endowment: concept plan for a Western Pennsylvania Rivers Museum
2001-2004
McCune Foundation: promotion of nature tourism by engaging
free-lance writers
1 of 3
1996-2004
Central European Linkage Program: planning and coordination of an
extensive program of environmental projects in Poland, Czech Republic
and Slovakia
1997-2002
Sisters of St. Joseph (Wheeling, WV): development of operating
procedures and program priorities for two new foundations
1997 – 2001 Outdoor Tourism Marketing Program:
promoting
attractions in W. PA by using freelance writers
outdoor
1988 – 1995 H. John Heinz III Charitable Trust (Washington, D.C.):
coordinator of an environmental grants program in Latin
America
1998, 2000, WDUQ-FM: identification of community leaders to
2002
participate in on-air discussion programs
ARTS-RELATED SERVICES
2008-11
Society for the Preservation of the Vanka Murals: campaign to
restore/clean the murals, light the church interior and increase public
awareness
2008
Associated Artists of Pittsburgh: strategic plan
2006
International Poetry Forum: strategic plan
2003
Dance Alloy: strategic plan
2001
Three Rivers Arts Festival: future program options
2001
Gebbie Foundation (Jamestown, NY): review of arts policies
2000-03
McCune Foundation: organizational re-structuring for: Dance Alloy,
International Children’s Theater & New Music Ensemble
1996-98
McCune Foundation: architecture tourism package for VisitPittsburgh
Executive & Board Recruitment
2013
Allegheny County Conservation District: District Manager
2010-2012
Vanka Society: Board members
William Lafe Associates
2 of 3
2011
Pittsburgh Botanic Garden: Director of Development
2008
Pittsburgh Chamber Music Society: Executive Director
2008
Ward Home: Board of Directors
2007
Reading is Fundamental: Board of Directors
2006
Arsenal Family & Children’s Center: Executive Director
2005
Pittsburgh International Children’s Theater: Executive Director
2004
Pittsburgh Voyager: Executive Director
2001
United Mental Health: Executive Director
1999
Neighborhood Centers Association: Executive Director
1998
Sisters of St. Joseph: Director of Mission Advancement
1996
Central European Linkage Program / Plan: Advisory Committee
1993
Emerging International City: Board of Directors
1990
Three Rivers Arts Festival: Executive Director
FUND-RAISING SERVICES
2008-11
Society for the Preservation of the Murals of Maxo Vanka
2007
Pittsburgh International Children’s Theater
1999
Pressley Ridge Schools
1990
Association for Retarded Citizens: Capital campaign feasibility
study
CONTACT INFORMATION
Telephone: 412 871-0399
Address: 1160 Windermere Drive, Pittsburgh PA 15218
E-mail: [email protected]
William Lafe Associates
3 of 3
APPROACH WORK PROGRAM OUTLINE
APPROACH WORK PROGRAM OUTLINE
The EADS Team is comprised of experienced
professionals with a diverse set of skill sets
including heritage tourism, market research,
strategic planning, financial and organizational
consulting,
community
and
economic
development planning, and fundraising. The
resumes, team overview and experience
summaries included elsewhere in this proposal
provide a picture of a Team that can provide
the quantitative and qualitative analysis and
planning necessary for a meaningful Management Action Plan (MAP). While the first order
of business for our Team would be to engage the Lumber Heritage Region (LHR) staff and
Study Committee in the development of a detailed Scope of Work within the fiscal resources
available, the following outlines our general approach.
1. Background Data: The Consulting Team will review the 2001 MAP as a starting point and
a point of context for future planning and analytical activities, and include other
specialized studies and plans including but not limited to the Lumber Heritage Region
Interpretive Plan (2005), the PA Wilds planning initiatives, the PA Route 6 Heritage
Corridor planning initiatives, the initiatives of the various tourism promotion agencies in
the LHR, and the relevant Greenways and Trails plans for the respective counties. In
addition, the Team will ascertain specific data
needs/availability and prepare an outline that
will be shared with the LHR staff, LHR Board
of Directors and Study Committee. Simply
stated, the more information that can be
provided to the Consulting Team, the more
time the Team can give to analysis and
interpretation of data, rather than data
collection. As part of this Item, the Consulting
Team suggests a “retreat” setting that may
include LHR staff, the LHR Board and the
Study Committee augmented by concurrent
Consulting Team field work, that can yield the following in a complete and cost-effective
manner:
 Information on on-going and LHR-related priorities, programs and activities,
including a review of those deemed successful as well as those that may not have
met original expectations;
Page 2 of 9
 Changes in the LHR region that have
affected or may affect LHR priorities,
programs and activities, including
economic,
socio-economic,
environmental, community changes,
etc.;
 A concise statement of completed
projects / activities, on-going projects /
activities and projects/activities that
while in the 2001 MAP may no longer
be feasible or a priority due to
changing conditions;
 Regional tourism partnerships, cross-promotional opportunities and marketing
initiatives – successful, changing and/or unsuccessful;
 A “qualitative profile” of the LHR visitor, including demographic and experiential
characteristics; and
 Funding/financing conditions, changes and limitations that have affected or may
affect LHR programs and activities.
As a means of augmenting information from the above plan review and input, the
Team suggests consideration of other types of engagement/participations, which may
include:

A survey of visitors that may be distributed/collected at major tourism venues,
establishments, resources, etc., and/or on-line hosted on the LHR website and/or
allied tourism/heritage/cultural websites. The survey can be structured in such a
way that it yields assets, needs, priorities, ratings and opportunities of visitors and
likely visitors; and
 An on-line interactive comment/input mapping
website linkage that enables residents, visitors,
officials and others to identify and localize tourism
resources, opportunities, issues and needs, and
even upload photographs and locations that help
describe the situation they are describing.
Input, review comments and needs must be
aggregated and synthesized in order to be more
relevant to MAP updating.
Secondary source
information/data/mapping, as well as economic
impact analysis will be prepared as needed and
combined with the more qualitative information
gained in the engagement process. An interim
summary document will be prepared for the LHR
staff and Board and the Study Committee to
Page 3 of 9
succinctly state the background conditions that will be incorporated into the updating
process.
2. The Question of Size: Since it appeared in
the RFP, it is likely that this question has
been asked within the region. Does the
geographic
extent
of
the
LHR
–
encompassing all or part of 15 counties
comprised of roughly 12,500 square miles
including numerous towns that have heritage
or tourism attractions - make it difficult to
design and implement programs that have
significant impact? The answer is more
nuanced and complex than a simple “yes” or
“no”. This question touches on a number of
issues
including
resource
allocation,
management priorities, program development and long term planning. In addressing
these issues, the consultant team will examine a range of factors, including:
 Management: Do the distances involved impede frequent and effective interaction
between staff and program sites within the LHR area?
 Governance: Do the distances involved limit active participation by Board members?
Are Board meetings well-attended and do Board members participate in committees
or other initiatives? Is Board cohesion and collaboration affected by the distances
involved in getting to meetings?
 Finances: Do the distances involved raise travel or other related expenses to the
point where these costs represent a budgetary issue?
 Communication: Is it possible to maintain an effective system of communications
among tourism attractions, local government officials and state representatives that
includes both face-to-face meetings as well as electronic/on-line meetings?
 Program Recognition: Do the distances involved contribute to a status differentiation
among tourist attractions? Are the sites that can be reached easily more apt to get
attention from the LHR staff than those that
are more difficult to reach?
 Intra-Regional Differentiation: In recognition
of differences within the LHR and the
respective counties, sections of counties
and communities, is there a contextual
framework and need to essentially
“subdivide” the LHR in the interest of
interpretation, as well as management,
finance and communication?
 Priorities: Could the geographic issues be
ameliorated by establishing a clear focus on
Page 4 of 9
a few key programs? Programs deemed to be less critical to the central mission of
the LHR may receive less attention. Is the issue of size more closely related to
program priorities than it is to geography?
 Geographic Overlap: A related but equally important question deals with the overlap
among the Lumber Heritage Region, the PA Route 6 Heritage Corridor and the PA
Wilds. Though this issue was not raised in the RFP, there appears to be valid
reasons for considering any overlap, confusion among the “messages” from each,
cross-promotional opportunities, potential realignments, the functionality and ways to
ameliorate vagueness or confusion for the traveling public.
The Consulting Team proposes to address all of the above issues and questions as part
of the overall MAP update.
Considerable research, economic impact analysis,
experiential and place-making analysis and anticipation of emerging tourism trends are
all necessary to deal with the “size” issue. Again, an interim summary document will be
prepared for the LHR staff and Board and the Study Committee to succinctly review all
aspects of the question of LHR size.
3. Organizational Structure: As is the case
with the question of “size”, the answer to
the question “… does the 501 (c) (3) nonprofit status limit the organization’s access
to funding, and are there other sources of
revenue that could be exploited to support
or broaden the program?” is complex. The
analysis of the LHR organizational structure
is a critical consideration requiring a multidisciplinary approach that includes a
comparative consideration of the existing
and alternative organizational formats and
models in terms of effectively managing,
sustaining and promoting the tourism “message” in relation to LHR goals, fiscal realities
and likely future direction in non-profit organizations in general and tourism agencies in
particular. This requires a blend of technical capacities including financial/accounting,
heritage-tourism and marketing that are represented in the EADS Consulting Team,
which suggests the following:
 A comparative analysis of the structure and general role of other heritage regions and
agencies in a multi-state area;
 An exploration of the notion of advantage to re-constituting the LHR as a for-profit
business entity which requires dealing with issues such as capacity and feasibility of
developing programs that would earn adequate revenue year after year and, in so
doing, permit greater flexibility in the use of its funds. Concurrently, attention would
be given to the impact of severing ties to the state government and likely removing
Page 5 of 9
the incentive for the receipt of donations.
In addition, attention would be given to
how a business-based system may skew
the focus of the LHR programs and
organization;
 In a related manner, concepts such as
assuming a function as a subsidiary of an
allied industrial organization, for example
the national or state hardwood lumber
associations, and depend on that entity for
annual support
 The potential and issues associated with
the creation of a public authority and/or
other non-profit organization formats, including how these would affect public and
private sector funding; and
 Explore the idea of a non-profit organization operating and managing a for-profit
subsidiary. Income earned from such an arrangement is generally referred to as
unrelated business income. There are strict rules that govern a dual structure of this
kind, but there are many effective examples.
There are a number of ways of answering the question on the ideal local organizational
structure, but they all should take a comparative approach and always relate back to the
pros and cons associated with the 501 (c) (3) non-profit status. In addition, the analysis
may include suggested incremental changes to the existing LHR structure, such as
advisory committees as an institutionalization of the partnership concept, the
size/composition of the Board, and other aspects of the sub-organizational structure.
Information will be synthesized into an interim report.
4. Interactive Participation: Engagement and participation are intrinsic in every successful
planning activity, and transparency and access to information are paramount. Wide
ranging participation not only results in the development of a sound planning process and
document,
but
also
facilitates
implementation because the process
and document are seen as being
“locally owned” and reflect realistic
outcomes that represent consensus.
The Consulting Team members have
long and varied experience in
conducting participation in a way that
engages
and
even
energizes
participants, and gains information and
advice critical for the planning process.
Page 6 of 9
Even if not included in the RFP, the Team would suggest the designation and
engagement of focus groups and key person interviews.
 The Team is large enough to maximize
personal involvement in focus group
meetings and key person interviews in a
timely fashion.
 The team includes a member certified by the
National Charrette Institute (NCI).
A
charrette is a dynamic way of eliciting input
and carrying out interactive field work. NCI
has given him experience in cooperatively
identifying with the client the relevant
interests included in the establishment of
relevant focus groups, in getting clients ideas
on specific members for each group, in structuring meaningful focus group sessions,
and synthesizing the information in an understandable and usable manner; and
 As noted elsewhere, the Team is also proficient in other creative ways of eliciting
input, including on-line surveys and interactive on-line comment mapping.
Of course the subject for the focus group sessions, key interviews and any other
participation will be geared towards topics relevant to the update of the MAP, including
attention to the LHR Interpretive Plan.
5. The Study Committee: Close coordination is needed
with this important committee throughout the process.
It is critical that this committee is not just a “reviewer of
drafts” but is engaged in the process. The Consulting
Team suggests the following process with the
committee as a minimum:
 Kick-Off Meeting: Early in the process the Team
needs to meet and engage with the committee in
the interest of mutual understanding and clearly
stating the expectations. The scope of work will be
fine-tuned and an overview of the process and
timetable will be developed and agreed to.
 Retreat:
In the interest of efficiently gaining
background information and input, the Team
suggests a gathering of LHR staff, LHR Board and
the committee in a retreat setting. This may include large and small group
discussions all keyed to address “Item 1” in this proposed approach.
Page 7 of 9
 Background
Information
Feedback:
Following the distribution of Background
Conditions interim report (again, see Item 1
above), representatives from the Team will
meet with the committee to obtain their
feedback directly.
 Addressing Size and Organization: Following
the distribution of an interim report on “size”
(Item 2) and organizational structure (Item 3)
representatives from the Team will meet with
the committee to obtain their feedback
directly.
 Interpretive Plan Interface/Interaction: This will occur following the review of the
Interpretive Plan (IP) during Item 6, with representatives from the Team meeting with
the committee to obtain their feedback directly.
 Draft MAP Review: The Team will distribute the draft MAP (Step 7) to the Committee
and meet with them in a workshop session to review, revise and refine what will
become the final MAP.
 Final MAP Review: The Team will meet with the Study Committee one last time to
deliver and summarize the MAP and follow-up steps required.
Draft documents and interim reports will be distributed to the Study Committee at least
ten (10) days prior to the respective review meetings. The above breakout of meetings is
a suggestion and subject to revision in consultation with the Committee. One or more of
the intermediate meetings above may be possible via teleconference, although the first
and second sessions will require a conventional meeting format. The Consulting Team
will coordinate a schedule acceptable to the Committee meeting budgetary and
programmatic requirements.
The MAP
6. Interpretive Plan Interface:
essentially is the means by which the themes
and recommendations of the LHR Interpretive
Plan (IP) are carried forward. The Consulting
Team will carefully and thoroughly review the
IP with attention given to the following:
 The Policy Framework including the
complementary roles suggested for allied
organizations, the recreational linkages and the interpretive goals and objectives;
 Revisiting the identified Visitor Segments;
 The Thematic Framework, inclusive of the over-arching theme and sets of subthemes; and
 The various recommendations, itineraries and other implementation measures.
Page 8 of 9
There are several challenges to this task
including the fact that the existing MAP predates the IP, and the IP itself is nearly a
decade old. The latter is not a criticism since
many of the recommendations are relatively
timeless, however, conditions may have
changed and they may affect the IP
recommendations. The Consulting Team will
develop another interim report detailing this
analysis and will assist the Study Committee in
incorporating and recasting, if and as
necessary, IP recommendations and itineraries
within the goals, strategies and recommendations of the revised MAP process.
7. Draft MAP Document: The Consulting Team interprets Item 7 in the RFP as being the
pre-final version of the MAP that takes the goals, strategies and recommendations
necessary to further the IP (Item 6 above) to the next level, specifically:
 The development of suggested goals and suggested timeframe;
 The suggested action items that will accomplish the goals;
 The estimated costs associated with structural/physical action items, with our Team
having the capacity for detailed financial analysis, demonstrating the a commitment in
conducting due diligence of the projected operating costs, potential partners, and
revenue potential;
 Costs or ancillary steps required for the non-structural action items (i.e. regulatory
framework, organization change, marketing, etc.), with a careful attention to costs,
partners and revenue potential;
 Potential state, federal, local, foundation and/or private sources related to the specific
action items;
 Potential
partnerships,
allied
organizations, firms and companies
required for each of the action
items;
 Economic impact analysis to
demonstrate the incremental job
creation and tax revenue capacity
for each action item; and
 Impacts of avoiding or delaying
implementation of the action items
so that the merits of each can be
weighed by the Study Committee.
The above is envisioned to be described via matrices and graphic displays with enough
narrative to adequately describe the context and rationale. This will be included in
Page 9 of 9
another interim report for review by the Study Committee, who will be called upon to help
prioritize goals and refine and recast the action steps accordingly.
8. MAP/Implementation
Strategy:
The
completion of Item 7 in coordination with the
Study Committee facilitates the development
of the final MAP and implementation
measures in a realistic and context-sensitive
manner. Item 2 (i.e. size) and Item 3 (i.e.
organizational structure) will be critical steps
in terms of reflecting at least part of this
context. Simply stated, the interactive
approach in this entire process will essentially
help “write the plan”. Item 7 above will be the place where the goals, action steps and
related implementation measures are adjusted, deleted, added to and refined. The MAP
will include the final version of the prioritized goals, action items, costs, funding/financing
considerations, partnerships and anticipated impacts.
The Consulting Team places great importance of
recognizing and incorporating tourism as a part
of the larger economic base. Our Team also
envisions the MAP to be succinct but complete,
relying on brief narratives, graphic devices (i.e.
mapping, charts, photographs, etc.) and side-bar
commentary in the interest of delivering a
meaningful and user-friendly end product. The
MAP will be delivered in the formats requested in
the RFP, as well as in a PDF format for inclusion
on CD’s and websites.
 In addition, we suggest the development of an Executive Summary for wider
distribution which also can be provided in WORD and PDF formats;
 Several Interim Reports (IR) that will deal with certain issues during the planning
process:
o IR#1 – Background Conditions Statement
o IR#2 – Organizational Size and Structure
o IR#3 – Synopsis of Participation
o IR#4 – Interpretive Plan Analysis
o IR#5 – Draft MAP Document
 Digitized mapping and graphics will be provided also as requested in the RFP;
 We will compile all interim reports, working documents, meeting summaries,
attendance sheets into a separate compendium; and
 We suggest a summary of the MAP in a PowerPoint format appropriate for
presentations following the MAP process.
PROJECT ELEMENTS / TIME /
ROLES / RESPONSIBILITIES
PROJECT ELEMENTS / TIME /
ROLES / RESPONSIBILITIES
Work Items
ITEM 1
Review Provided
Background Information,
Program Status and Goals
ITEM 2
Evaluate Size of LHR
Primary Role / Staff
Primary / Shared Roles – R. Truscello,
supported by W. Lafe and D. Primm
Timeframe
Meetings: October/November
2014
Interim report: December 2014
Primary Role – D. Primm and W. Lafe
November 2014 – January 2015
Secondary Role – R. Truscello
Interim Report: February 2015
ITEM 3
Organizational Structure
Primary Role – D. Kotzan, supported by
W. Lafe
November 2014 – January 2015
ITEM 4
Focus Group Meetings &
Key Person Interviews
ITEM 5
Study Committee Meetings
Primary / Shared Roles – Concurrently
by R. Truscello, P. Zitzler, D. Primm and
W. Lafe
March-April 2015
supported by P. Zitzler and W. Lafe
Approximately 6-7 weeks apart
during process
Primary / Shared Roles – P. Zitzler,
supported by W. Lafe and R. Truscello
Review/Research:
January/February 2015
supported by D. Primm and W. Lafe
May-July 2015
ITEM 6
Review LHR Interpretative
Plan and Incorporate
Strategies
ITEM 7
Prioritized Goals and
Action Steps
ITEM 8
Implementation Strategies
supported by entire Team
Interim Report: February 2015
Interim Report: August 2015
September 2015
Given the fact that a firm scope of work and level of effort will need to be agreed upon as an early-action item, it
is difficult if not a hypothetical exercise to identify the exact time spent in the LHR area by individual Team
members. Time in the region is defined as time devoted to field work, tours, and meetings/charrettes/interviews.
 As Project Manager, Mr. Truscello (EADS) will likely spend the most amount of time of the Team
members, likely 100-125 hours.
 Other EADS staff will support Mr. Truscello throughout and will likely spend 50-60 hours combined.
 Given the fact that interpretation is a key factor in the MAP, Mr. Primm and Mr. Lafe will each spend 40-50
hours in the region.
 Mr. Kotzan is involved primarily in Organization Structure Analysis and would likely be in the region
approximately 15-20-30 hours.
The above are very general estimates, and the final configuration may be different depending on the final agreed
upon scope and budget. This can be revisited during the finalization of a Detailed Scope of Work. In essence,
our Team affords a great deal of flexibility in providing the scope, skill sets and approach best suited for LHR
planning needs, meaning that the people that LHR needs to have will be provided.
REFERENCES
CLIENT REFERENCES
The EADS Group, Inc.
Johnstown Area Heritage Association
P.O. Box 1889
Johnstown, PA 15907
Contact: Mr. Richard Burket, President
Phone: (814) 539-1889
Johnstown Redevelopment Authority
401 Washington Street, 4th Floor
Johnstown, PA 15901
Contact: Mr. Frank D’Ettorre, Acting Executive Director
Phone: (814) 535-6564
PA Route 6 Tourist Association
PA Route 6 Heritage Corporation
P.O. Box 680
Galeton, PA 16922
Contact: Ms. Terri Dennison, Executive Director
Phone: (814) 435-7706
Partners for Scared Places
1700 Sansom Street, 10th Floor
Contact: Tuomi Forrest, Associate Director
Phone: (215) 567-3234
PRIMM RESEARCH
Client Reference:
Rob Bell
Director of Programs
Blue Ridge National Heritage Area
195 Hemphill Knob Road
Asheville, NC 28803
[email protected]
(828) 298-5330 x308
http://www.blueridgeheritage.com
http://www.blueridgemusicnc.com
Peter Samuel
National Heritage Areas Program Coordinator
Northeast Regional Office
200 Chestnut Street
[email protected]
phone: 215.597.1848
fax: 215.597.0932
WILLIAM LAFE ASSOCIATES
Client References:
Sabina Dietrich
Co-Director
Urban and Regional Analysis Program
University Center for Social and Urban Research University of Pittsburgh
412-624-4810
[email protected]
John Thatcher
President, Pittsburgh Real Estate Services Former Board Chair:
Allegheny County Conservation District
412-650-6810 x110
[email protected]
Henry S. Beukema
Executive Director
McCune Foundation
Pittsburgh, PA
412 644-8779
[email protected]
Dr. John McGrath
University of Pittsburgh-Johnstown
814-539-1317
[email protected]
The following are a select group of local non-profit organizations for which David P. Kotzan,
C.P.A., C.F.F. has provided services.
Community Arts Center, since 2006
Ms. Rose Mary Hagadus, Executive Director
1217 Menoher Boulevard
Johnstown, PA 15905
(814) 255-6515
Windber Public Library, since 2002
Ms. Susan Brandau, Director
1909 Graham Avenue
Windber, Pennsylvania 15963
(814) 467-4950
Aging Services, Inc., since 1996
Mr. Jim McQuown, Executive Director
P. 0. Box 519
Indiana, Pennsylvania 15701
(412) 349-4500
Community Action Partnership of Cambria County, since 2012
Mr. Jeff Vaughn, Executive Director
516 Main Street
Johnstown, Pennsylvania 15901
(814) 536-9031
Indiana County Head Start, Inc., since 2008
Ms. Reed Booth, Executive Director
528 Gompers Avenue
Indiana, Pennsylvania 15701
(724) 349-6200
Indiana County Humane Society, since 2014
65 Haven Drive
Indiana, PA 15701
Indiana County Child Day Care Program, since 2010
Ms. Marti Higgins, Executive Director
IUP Davis Hall Ground Floor
570 South 11th Street
Indiana, PA 15705
(724) 349-1821

The EADS Group - Lumber Heritage Region

Transcription

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