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Prepared by: Susquehanna Greenway Partnership 201 Furnace Road Lewisburg, PA 17837 (570) 522‐7339 www.susquehannagreenway.org
September 2013
Susquehanna Greenway
River Towns Program
Training Manual
Susquehanna Greenway River Towns Program Training Manual
Credits and Acknowledgements Funding Partners PA Department of Conservation and Natural Resources PA Department of Economic and Community Development Chesapeake Bay Commission
Susquehanna Greenway Team Trish Carothers, Executive Director Alice Trowbridge, RLA, Greenway Coordinator Zachary Pyle, River Towns Program Coordinator Bridget Kane, Membership and Volunteer Coordinator Erin Pierce, Program Coordinator Barbara Bogle, Program Assistant Susquehanna Greenway Regional Contacts Dale Freudenberger Delaware and Lehigh National Heritage Area David Buck Endless Mountains Heritage Region Janie French Headwaters Charitable Trust Phil Swank Endless Mountains Heritage Region River Towns Program Advisory Committee Mike Eschenmann DCNR, Conservation Landscape Initiative (CLI) Coordinator Wes Fahringer Recreation and Parks Adviser, Region 4 Julie Fitzpatrick PA Downtown Center Monica Hoffman DCNR, Recreation and Parks Adviser Terry Hough DCNR, Environmental Planner Diane Kripas DCNR, Partnerships Division Chief Mike Piaskowski DCNR, River, Heritage Areas and Partnerships Lorne Possinger DCNR, Recreation & Parks Advisor, Region 2 Phil Swank Endless Mountains Heritage Region Jerry Walls SGP Board of Directors Kim Wheeler Lycoming County Planning Office Lori Yeich DCNR, Natural Resource Program Supervisor, Region 3 Partner Organizations Pennsylvania Downtown Center Trail Town Program of the Great Allegheny Passage
Susquehanna Greenway River Towns Program Training Manual
Table of Contents
Tab 1: Introduction…………………………………………………………………………. 3
a. River Towns Program Overview and Process
i. Program Context
ii. SG River Towns Concept
iii. Becoming a River Town
iv. Community Benefits
v. Selection Criteria
vi. Selection Process
b. River Town Application
c. Community Leader Identification Form
d. Planning Documents Inventory
e. River Town Assessment Tool and Questionnaire
Tab 2: Getting Organized……………………………………………………………......... 18
a. Engaging Local Organizations
b. Engaging Local Volunteers
c. Get Your Message Out
d. Build Partnerships
e. Identify Funding Sources
f. River Town Team Job Description
Tab 3: Community Visioning……………………………………………………………… 25
a. Visioning Overview
b. Example Vision Statements
i. Lewisburg 2020
ii. Lock Haven
c. Visioning Exercises
d. Additional Visioning Resources
e. Small Group Facilitator’s Guide
Tab 4: Project Planning………………………………………………………………......... 38
a. Creating a Five Year Plan
b. SGP Scopes of Work
i. Becoming a River Town
ii. Green Infrastructure Strategy
iii. Public Riverfront Access
c. Green Infrastructure Fact Sheet
d. Jersey Shore “More Green More Vital” Green Infrastructure Booklet
Tab 5: Work Plans………………………………………………………………………….. 71
a. Steps to Create a Work Plan
b. Example Work Plan
c. Work Plan Template
Tab 6: Project Implementation………………………………………………………….. 77
a. Fundraising Overview and Funding Programs
b. Project Implementation Strategy
c. Guide to Proposal Planning and Grant Writing
d. North Branch Canal Trail Project Profile
e. Jersey Shore Public River Access Project Profile
f. Jersey Shore Conceptual Renderings
Tab 7: Celebrating Success…………………………………………………….………… 111
a. How to Celebrate Success Locally
b. Recognizing Volunteers
c. Regional Recognition Programs
Tab 8: Appendix……………………………………………………………………………. 113
a. Detailed Steps to Become a Susquehanna Greenway River Town
b. River Town Resolution
c. Sample River Town Bylaws
d. Example Information Sharing Meeting Agenda
e. Green Infrastructure Meeting Agenda – Meeting 1
f. Green Infrastructure Meeting Agenda – Meeting 2
g. Green Infrastructure Meeting Agenda – Meeting 3
h. Green Infrastructure Meeting Agenda – Meeting 4
i. Green Infrastructure Meeting Agenda – Meeting 5
j. Green Infrastructure Meeting Agenda – Meeting 6
k. Green Infrastructure Open House Agenda
l. Meeting Sign In Sheet
m. Media Contact Form
n. Peer-to-Peer Technical Assistance Manual
Pennsylvania’s Largest Greenway
The Susquehanna Greenway is an evolving corridor of interconnected parks, trails, river access points,
conserved areas and river communities, linking people to the natural and cultural treasures of the
Susquehanna River and its West Branch. It is nearly 500 miles in length, making it our state’s largest
greenway.
Our Vision
The Susquehanna Greenway is a place and a journey connecting people and communities
to the Susquehanna River and its enduring story. The Greenway unveils the spirit of the river
– renewing awareness of its distinctive scenery and its natural and cultural heritage. It is a
destination shaped by diverse people and the pursuit of their dreams. The Susquehanna
Greenway balances the needs of generations today and tomorrow; conserves the
environment for all living things; and creates healthy and successful communities, wide-
ranging recreation, and economic prosperity. The Greenway celebrates the Susquehanna
River as a place of timeless value, shared memories and experiences – a place to use and
enjoy and to treasure always.
Our Mission
The Susquehanna Greenway Partnership is a leading champion for the Susquehanna River
Watershed, Pennsylvania’s most important natural asset and the largest tributary to the Chesapeake
Bay. We advance public and private efforts to connect people with our natural and cultural resources,
and promote a sustainable and healthy environment.
SGP is focused on five strategic program initiatives to attain these benefits and make our vision
a reality: Conserving and Enhancing Natural Resources; Improving Connectivity; Improving River
Access; Revitalizing River Towns; Signage, Branding and Promotion.
1. Conserving and Enhancing Natural Resources: The Susquehanna River is Pennsylvania’s longest
river. It is a major resource for our region, providing drinking water for six million people and nearly
half of the fresh water entering the Chesapeake Bay. Conserving critical wetlands, forestlands,
farmlands and riparian areas along the river will enhance our water resources and the quality of life
for all living things. SGP provides technical assistance while working collaboratively with conservation
organizations, state and federal agencies, municipalities and local partners to:
y Increase awareness of conservation and water quality issues
y Preserve and enhance riparian corridors along the river and its tributaries
y Advocate for priority conservation projects including the conservation of wetlands, forestlands, and farmlands
2. Revitalizing River Towns: Many of our river
towns were built during the industrial era, but
are now suffering from the loss of industry and
Strategic Initiatives Susquehanna Greenway
The Susquehanna Greenway
Partnership (SGP), is a 501 (c)(3)
nonprofit organization dedicated
to developing and sustaining the
Susquehanna Greenway.
1
For more information or to become a sponsor contact:
Trish Carothers, Executive Director,
570-522-7259
www.susquehannagreenway.org
The Susquehanna Greenway
Partnership is a leading champion
for the Susquehanna River
Watershed. We advocate for
public and private efforts to
connect people with our natural
and cultural resources, and
promote a sustainable and healthy
environment.
jobs, urban abandonment, suburban sprawl and shrinking tax bases. By investing in river town parks,
trails and greening our downtowns, we create more desirable communities and get more feet
back on the streets. These healthier, greener communities attract business investment, encourage
urban living, and improve the economic potential of tourism. SGP provides technical assistance
while working collaboratively with downtown revitalization programs, tourism agencies,
municipalities, state and federal agencies and local partners to:
y Create trails and walkways from downtowns to the river
y Provide opportunities for safe walking and biking that foster healthy activities for people of all generations
y Create and enhance riverfront parks, trails and access points
y Promote River Towns as part of the Susquehanna Greenway
y Reclaim and find new uses for abandoned buildings and brownfields
3. Improving Connectivity: By connecting communities and linking residents and visitors to the
resources of the Susquehanna River with trails and greenways, we create a positive association with
the river. This helps to build a greater sense of community and foster environmental stewardship.
SGP ‘s goal is to create over 500 miles of interconnected trails and greenways that:
y Link riverfront parks to downtown businesses and residential areas, with trail systems, which also provide opportunities for alternative transportation
y Link to other regional trail systems
y Link wildlife habitat corridors along the river and its tributaries.
4. Improving River Access: River access sites are the transition points to and from land- and water-
based assets and are the key to unlocking the Greenway’s potential. SGP provides technical assistance
while working collaboratively with municipalities, state and federal agencies and local partners to:
y Add and improve river access to enhance user enjoyment and increase recreation opportunities including fishing, boating, canoeing and kayaking
y Provide public access to the river from river towns
5. Signage, Branding and Promotion: The Susquehanna Greenway is in fact a greenway composed
of many smaller greenways, parks, trails and conservation areas that are both existing and planned.
When these existing greenway elements are connected and expanded with new greenway elements,
and promoted together under one branded identity, it is truly a case where the impact of the whole
is greater than the sum of its parts. To bring these separate greenway elements into a cohesive and
identifiable whole that can be promoted on a regional scale for maximum economic impact, the SGP
will work with state agencies, municipalities, local project groups and tourism agencies to:
y Develop Susquehanna Greenway branding and identity standards
y Create a comprehensive signage system to help residents and visitors identify, enjoy and navigate through the Greenway’s assets
y Preserve, enhance, and interpret scenic, historic, geologic, natural and cultural heritage assets and connect users to their enduring stories through targeted promotion
y Promote the Susquehanna Greenway as a tourism destination
2
Chapter 1: Introduction
Susquehanna Greenway Partnership Since 2001, the Susquehanna Greenway Partnership (SGP) has been working to
create the Susquehanna Greenway – a corridor of interconnected river towns,
trails, parks, river access areas, and conserved lands that link people to the
natural and cultural heritage of the Susquehanna River region. Nearly 500 miles
in length, it’s our State’s longest greenway.
The Greenway balances the needs of today and tomorrow, promotes
conservation of the environment for sustainable living, and supports the
revitalization of healthy and successful communities. We celebrate the
Susquehanna and its river towns as places of timeless value, shared memories
and experiences – places to use, enjoy and to treasure. To help achieve these
goals we have developed the Susquehanna Greenway River Towns Program.
Program Context Since the time of its early human inhabitants the Susquehanna River has served as a primary resource for
transportation, settlement, commerce and prosperity. After decades of reliance on automobiles, our
society turned our backs on the river, and our development focused around highways. This has resulted
in sprawling development, loss of productive farmland and forests, and a loss of investment in our core
communities.
The Susquehanna Greenway mission encourages the conservation of productive farmland and natural
resources, and investment in our core river town communities. We promote the exploration of
Susquehanna river towns, and provide technical assistance to river town communities for revitalization
initiatives.
Historic Architecture in Lewisburg Canoeing on the Susquehanna
Susquehanna Greenway River Towns Concept As historical centers of economic activity, river towns contained the essentials needed for community
life within walking distance; home, work and play were conveniently woven together. These community
relationships are still valued, and people choose to visit and live in communities with stable economies,
walkable and bike-friendly neighborhoods, nearby recreation, and memorable town centers for business
and social activity.
3
The SGP holds a vision for vibrant river towns that are actively connected to the Susquehanna and
engaged with each other. To realize this vision, technical assistance is available to help river towns that
desire to have:
A community vision statement for reconnecting with the river.
Community members and river enthusiasts with diverse interests working together to make the
river a vital part of community life.
Improved connections between the downtown and the river identified both physically and
economically.
Their town unified around a project to reconnect the downtown to the river, and understand
what needs to be done to make it happen.
Recent community projects arising from the SGP technical assistance include:
Montgomery Borough (Lycoming County) identified the need to enhance their public image and
connection to the river. To address this they developed a ‘gateway’ tree planting plan and
planted 68 trees as part of Phase 1.
Jersey Shore Borough (Lycoming County) developed a Green Infrastructure Strategy, and
planned a public river access project and secured funding for its design and construction.
Muncy and Williamsport (Lycoming County) each conducted ‘walkable-bikable community
studies’ to address the safety and experience of non-motorized movements throughout their
towns. Priority projects have been identified for implementation.
Watsontown (Northumberland County) developed a plan to revitalize its riverfront park and
streetscape. Design concepts for the park and streetscape have been developed.
Curwensville (Clearfield County) developed plans to replace dilapidated park picnic tables and
benches at Irvin Park. Engraved plaques will be placed on new park benches.
Wilkes-Barre (Luzerne County) updated their free bike share program brochure with new
photos and trail information to promote at local events.
Danville Borough (Montour County) developed uniform signage for its riverfront trail in addition
to a three sided kiosk which directs people to its downtown and riverfront amenities.
Montgomery Gateway Tree Planting Project
4
Discover the potential of your river town while helping to build the Susquehanna Greenway experience.
Technical assistance from the Susquehanna Greenway Partnership’s River Towns Program can help to
make your river town even more vibrant and appealing through community “River Town Teams”,
visions, conceptual planning, project implementation and marketing.
Becoming a Susquehanna Greenway River Town This Program provides assistance to Susquehanna Greenway communities that seek to revitalize and
celebrate their River connection, based on four key principles:
- Respect and work with the nature of the Susquehanna River
- Connect with the River (physically, visually, emotionally)
- Involve people with the River and with their River Town
- Recognize that economic development favors River Towns
These principles provide a foundation for:
- Conducting a river town assessment
- Defining a community vision and goals
- Developing an action plan for revitalization projects
- Identifying partners for implementation
- Collectively promoting the River Towns of the Susquehanna Greenway
SGP and our Regional Lead Organizations (RLO’s) and Regional Greenway Coordinators provide
technical assistance to help communities take stock of their assets and look to the future. We can work
with your community leaders and local River Town Team to develop a plan of action for your
community’s revitalization. For more information see “Detailed Steps for Becoming a River Town” in
Tab 8.
Community Benefits Short Term Benefits:
- Assistance with forming a community River Town Team and community visioning
- Renewed community interest to connect with nature and the environment
- Designation as a Susquehanna Greenway River Town, including signs and logo usage
- Community promotion through the SGP website, newsletter, press releases and social media
- Technical assistance for: community assessment, planning, identification of a project,
opportunities for funding, and identification of ‘next steps’ needed for implementation of the
project
- Eligible for DCNR peer-to-peer funding and assistance
Long Term Benefits:
- A sense of place with revitalized community pride, image and identity that is attractive to people
and business
- A pedestrian and bike-friendly community offering options for healthy lifestyles
- Protection of water and land resources through implementation of green infrastructure
- Association and collaboration with a system of river towns for collective marketing
- Diversified and sustainable economic base
5
Selection Criteria Any community located within the Susquehanna Greenway corridor can submit an application (view map
at www.susquehannagreenway.org). The application must be completed by a local town official (mayor,
manager, supervisor, council chair, etc.). It will also be necessary to create or assign a River Town
Team to work with the SGP-RLO / Regional Greenway Coordinator through this process. The
committee should represent a diverse cross-section of your community, and include at least one
member from local government; a Community Leader Identification Form is included at the end of Tab
1 to assist with identifying prospective members. Each applicant will need to work with the
RLO/Regional Greenway Coordinator to complete a Susquehanna Greenway River Town Assessment,
which will assist in establishing a benchmark and structure for this initiative.
Your municipal government will be asked to pass a resolution adopting the four (4) Susquehanna
Greenway River Town Principles, and to commit to meet at least two (2) of the following criteria:
- Host an annual river town project, event, or celebration to build volunteer participation in the
Susquehanna Greenway development.
- Foster smart low-impact environmental conservation and town development practices to
enhance your community’s appeal and quality of life. Ensure planning documents and ordinances
promote sustainable land use and protection of water resources.
- Review your river town streets, parks, natural areas, and riverfront to identify impediments to
safe walking and bicycling and opportunities for new bicycle and pedestrian connections.
- Collaborate on an education or service-learning project to broaden citizen awareness about the
river and Susquehanna Greenway and its value to river towns.
- Engage businesses to stimulate sustainable economic development linked to the river town
branding and Greenway-focused business development, expansion, and promotion.
- Develop a river town brochure and website, and advertise through media and social media to
promote your community as a Susquehanna Greenway River Town.
Selection Process Applications will be reviewed by the RLO / Regional Greenway Coordinator and the SGP River Town
Committee. Recommendations for acceptance will be submitted to the SGP Board of Directors for
their approval.
Next Steps Applicants will be notified of their acceptance within one week of the Board decision. SGP’s RLO or
Regional Greenway Coordinator will then meet with your advisory committee to complete the
Susquehanna Greenway River Town Assessment. Based on the results of the assessment, priorities will
be set, and an action plan for community revitalization will be developed.
Once these are accomplished, your community will receive designation as a Susquehanna Greenway
River Town, which will be acknowledged with press releases and the presentation of two designation
signs. In addition, you will receive a custom designed table top display and community map.
After designation, your River Town Team will be supplied with an annual update form on a yearly basis
in order to remain engaged with your community. This two page document will help the SGP and its
partners better assess what assistance your community may need in the future and be better informed
of your community’s future work plans.
A waiting list will be developed for the communities not selected, and the SGP will suggest steps for the
community to take in preparation for the next application deadline.
6
This represents the initial steps of an on-going process, intended to provide additional community
improvement through continued implementation of the action plan.
7
River Town Application Form
Susquehanna Greenway River Towns Program
River Town Name:
Contact Information of Local Municipal Official (e.g. Borough Manager, Borough Council Member, Mayor)
Name:
Title / Affiliation:
Address:
City, State, Zip:
Phone:
E-mail:
Contact Information of River Town Team Champion
Name:
Title / Affiliation:
Address:
City, State, Zip:
Phone:
E-mail:
What is your town’s story and how does it relate to the river?
What makes your river town special?
Briefly describe why your community desires to be designated as a Susquehanna Greenway
River Town. Include examples of existing community needs, areas for improvement, existing river related
activities, and potential benefits to your community.
8
Please explain how your community participates in any of the following regional marketing
efforts. Provide the name of the organization and how you participate.
Tourism Promotion Agency:
Heritage Region:
Chamber of Commerce:
Other:
How does your community celebrate the River? Please explain for each of the following:
Recreational Events:
Heritage Events:
Educational Events:
Stewardship Events:
Arts and Entertainment:
Fundraising Events:
Other:
How do you invite and welcome people into your community. Please explain:
Community website:
Promotional literature:
Highway signs:
Physical gateway features denoting arrival:
Directional signs to key destinations:
Interpretive signs or informational kiosks:
Visitors Information Center:
Connections to local trails:
Other:
Please provide names of any regional trail systems that your community is part of.
Water Trail:
Hiking/Walking Trails:
Biking Trails:
Driving Tours:
Art or Wine Trails:
Other:
Which of the following best describes the current trend for residential living within our
downtown? Please check all that apply
Improving ___
Staying the same ___
Declining ___
Not sure ___
Please explain who maintains your public spaces (Public Works Department, volunteers, etc.)
Please indicate if the following are convenient to residents and visitors within your
community, and if you view these as adequate or in need of improvement.
9
Easily
Accessible (Y / N)
Adequate
(Y / N)
Needs Improvement
(Y / N)
Retail Shops
Hardware Store
Supermarket
Convenience Store
Automated Teller Machine (ATM)
Laundromat
Restaurant/Café/Ice Cream Shop
Hotel/Motel/Bed and Breakfast
Reliable Cellular Phone Service
High Speed Internet
Public Locations for Free WiFi Service
Gas Station
Automobile Repair Shop
Public Parking
Events
Movies / Theater
Activities and Entertainment
Historical Tours
Professional and Personal Services
Museum
Library
Farmer’s Market
Sports Venues
Outfitter/Bike Shop
Sporting/Bait and Tackle Shop
Boat Rental
Boat Sales and Repair
Streetscapes with Trees and Landscaping
Neighborhood or Pocket Parks
Riverfront Parks
Downtown Public Meeting and Gathering Places
Community Recreation Center
Other:
Which of the following statements apply to your town? (check all that apply)
Yes No Don’t Know
We have a vision and goals for community growth
Our municipal ordinances support our vision and goals
We have abandoned buildings or lots suitable for redevelopment
We have a plan for addressing vacant lots and storefronts
We promote buying local products
We have a local group that actively promotes our town
We have a local group that committed to enhancing our quality of life
Criteria selected: From the list below, select at least two activities that your town will
undertake in the next year.
10
☐ Host an annual river town project, event, or celebration to build volunteer participation in
Susquehanna Greenway development. Briefly describe your event, which may include
sponsorship of a stewardship activity, an environmental-, heritage-, or recreational- event. Indicate
who will be the lead volunteer and provide their contact information.
☐ Foster smart low-impact environmental conservation and town development practices to
enhance your community’s appeal and quality of life. Ensure planning documents and
ordinances promote sustainable land use and protection of water resources. Attach documents to
demonstrate the existence of this language, or support for amending existing language to reflect this.
Indicate who will be the lead contact for this initiative.
☐ Review your river town streets, parks, natural areas, and riverfront to identify
impediments to safe walking and bicycling and opportunities for new bicycle and
pedestrian connections to the River. Briefly describe your anticipated outcomes/interests in
performing this study.
☐ Collaborate on an educational or service-learning project to broaden citizen awareness
about the River and the Susquehanna Greenway and its value to river towns. Briefly
describe your event, which may include collaboration with your local school district, college/university;
or sponsoring an educational workshop. Indicate the educational objectives, intended audience, and
who will be the lead volunteer (provide their contact information).
☐ Stimulate sustainable economic development and entrepreneurial opportunities by
promoting the natural, cultural and recreational assets within the River Town and linked
by the Susquehanna Greenway. Please list any existing Business Alliances, Chambers of
Commerce, Main Street/Elm Street Programs and Neighborhood Associations in your community that
will participate in this initiative.
Attachments:
Community Leader Identification Form: complete the attached form with names and contact
information for key persons within your community that may be interested in serving on the River Town
Team. This list should represent a broad spectrum of interests, and reflect the diversity of people in your
town.
Susquehanna Greenway River Town Planning Documents Inventory: complete the attached form
to compile a list of planning documents and studies that have been done for your town.
Letters of Support (optional): (examples may include County Government, Downtown Business
Association, historical society, garden club, civic organizations, school district, etc.)
11
Instructions: Please complete this form to identify people in your community that can be helpful in community visioning and project development. Fill in the name, phone, email and address for the primary contact person for each of the organizations listed. Also indicate with a Yes or No in the first column, if this person is willing to be part of your River Town Team. If additional organizations are present, please add these in the blank rows at bottom of table.
Yes/No First Name Last Name Organization Title Phone Number Alt. Phone Number Email Address City Zip Code
Add City First Name Last Name Municipal Manger Title Add Number Add Number. [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Municipal Supervisor/Councilman Title Add Number Add Number. [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Municipal Planning Commission Title Add Number Add Number. [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Mayor Title Add Number Add Number. [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Parks and Recreation Director Title Add Number Add Number. [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Shade Tree Commission Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Municipal Engineer Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Public Works Director/Dept. Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Water Authority Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Add City First Name Last Name Sewer Authority Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name County Planning Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Emergency Management Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Fire Department Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Police Department Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Watershed Association Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Main Street Manager Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Downtown Merchant Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Downtown Landowner Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Elm Street Manager Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Neighborhood Association Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Architectural Review Board Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name School District Representative Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Local College/University Rep. Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Conservation District Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name County Tourism/Visitors Bureau Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Business Development Center Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Industrial Development Center Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Chamber of Commerce Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Historical Society Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Garden Club Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Church/Faith Based Organization Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Environmental Advocate/Org. Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Lions/Lioness/Leo Club Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Rotary Club Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Arts/Culture Organization Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Senior Citizen Group Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Youth Group/School Group Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Add organization if needed Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Add organization if needed Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
Y/N First Name Last Name Add organization if needed Title Add Number Add Number [email protected] Click here to enter text. Add City Add Zip
12
Instructions: Please fill in the table above as accurately and completely as possible. In column two, please include a web link or location of a file (if sent in an email or on a CD). Specify whether the plan is a regional plan, county plan, or local municipal plan. Note the date for each plan and whether it needs to be updated. If your organization is planning on updating the document in the near future, please mark that the plan needs updated. Please note in the last column whether your community or region uses the plan or if it has not been needed. If additional plans are available but not listed on this sheet, use the empty rows at the bottom of the table.
Planning Documents Web Link or Location of Plan County (C)
Municipal (M) Date Adopted Actively Used
(Yes / No) Needs Updated (Yes / No)
Needed (Yes / No)
Architectural Review Plan (Historic District) Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Agricultural Preservation Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Bike-able/Walkable Community Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Brownfields Inventory/Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Community Development Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Community Design Standards Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Community Master Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Community Revitalization Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
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Highway Corridor Access Management Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Historic/Heritage Resources Inventory Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
Municipal Separate Storm Sewer System (MS4) Plan Weblink or Location Options Date ☐ ☐ ☐ ☐ ☐ ☐
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SUSQUEHANNA GREENWAY PARTNERSHIP 570-522-7211 WWW.SUSQUEHANNAGREENWAY.ORG
Susquehanna Greenway River Town Assessment
The Susquehanna is a majestic river with great capacity to sustain life. So are Susquehanna Greenway River Towns. They are living communities and unique places with rich natural history, cultural heritage, and recreational opportunities to serve residents and visitors. The Susquehanna Greenway Partnership (SGP) has developed this questionnaire as a tool for exploring ways that your Town can embrace the Susquehanna Riveras an asset for sustainable economic development and healthy living.
Since 2001, the SGP has been working to create the Susquehanna Greenway—a corridor of interconnected river towns, parks, trails, river access areas, and conserved lands that link people to the natural history and cultural heritage of the Susquehanna River region. The Greenway balances the needs of today and tomorrow, promotes conservation of the environment for sustainable living, and supports the revitalization of healthy and successful communities. It celebrates the Susquehanna and its River Towns as places of timeless value, shared memories and experiences—places to work, live, learn and explore.
The River and its towns are the foundation of our regional economy and places of enduring beauty and human activity. Susquehanna Greenway River Towns are special places, each unique in its own particular way. Do you understand the uniqueness of your River Town? Is your town prepared for the challenges and opportunities that lie ahead? Are key community leaders engaged in promoting and marketing your River Town?
This River Town assessment tool will help you to explore answers to these questions, and focuses on these aspects of your community: sustainable economic development, the built environment, and the natural environment. To get accurate results, the questionnaire should be completed collectively by people who are representative of your community; including those with interests in business, education, history, recreation, environment, tourism, civic organizations, students and seniors. By completing this questionnaire you are beginning a working relationship with the Susquehanna Greenway Partnership and we look forward to working with you as a partner in your River Town development.
Trish Carothers, Executive DirectorSusquehanna Greenway Partnership
Questionnaire
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SUSQUEHANNA GREENWAY PARTNERSHIP 570-522-7211 WWW.SUSQUEHANNAGREENWAY.ORG
1. What is your River Town story and vision? (check all that apply)
� Canal Town � Lumber Town � Trail Town � Market Town � Mining Town � College Town � Rail Town � Other ________________________________
2. Does your River Town present an attractive and inviting image? (If yes please provide examples)
� To Residents ___________________________ � To Visitors and Tourists ____________________
_______________________________________
3. Do you want tourists coming into your town?
� Yes � No
4. How is the Marcellus Shale industry impacting your community?
� No impact � Improved local economy/tax base � Increased job opportunities � Increased truck traffic � Insufficient lodging available for visitors � Strain on emergency responders � Increase in criminal activity � Social and cultural changes � Environmental degradation � Loss of river access (due to operations) � Available housing has been greatly reduced � Other_______________________________
Susquehanna Greenway River Town Questionnaire
River Town:
Sustainable Economic Development
5. Which of the following gives your community a competitive edge for attracting and retaining residents, visitors, business and industry? (check all that are present in your community)
� Good schools � Skilled workers � Good jobs � Adequate and diverse housing options � Safe neighborhoods � Downtown shopping � Access to locally produced goods � Farmers markets � Personal services (dry cleaning, barbers,
insurance brokers, etc.) � Available cultural events � Access to outdoor recreation � Susquehanna River � Easy access (bike/ped) from the town to the River � Well maintained public spaces: in town parks,
gardens, riverfront parks, downtown meeting places, etc.
� Other: _______________________________
6. What could be improved in your community to stimulate the local economy?
7. How do you make it easy for people to get into and around your community? (check all that apply)
� Convenient highway access � Adequate parking � Public transportation � Regional trail connections � Bike paths � Safe and convenient pedestrian walkways
Treasured Towns (The Built Environment)
County:
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SUSQUEHANNA GREENWAY PARTNERSHIP 570-522-7211 WWW.SUSQUEHANNAGREENWAY.ORG
Susquehanna Greenway River Town Questionire
8. Which of the following detract from the image of your Community? (check all that apply)
� Blighted structures � Uncontrolled development � Poor street lighting � Crime � Poorly maintained public spaces � Sign clutter � Other: ________________________________
9. Which of the following amenities exist in your downtown? For each checked box, rate the amenity with an A (adequate) or MN (more needed).
� Orientation Signs ___________ � Visitor Information ___________ � Public Restrooms ___________ � Benches/Seating ___________ � Sidewalks ___________ � Designated Crosswalks ___________ � Designated Bike Lanes ___________ � Street Lighting ___________ � Drinking Fountains ___________ � Trash Cans ___________ � Available Parking ___________ � Bike Racks ___________ � Street Trees/greenery ___________ � Public Art ___________ � Docks/Landings ___________
10. What barriers separate your town from the Susquehanna River? (check all that apply)
� Flood Control Structure � Railroad � Highway � Commercial/Industrial Development � Unsafe (Or Perceived) Unsafe Connection � Private Property � Other _______________________________
11. How visible is the river from your town?
� Very visible � Moderately visible � Barely visible � Not visible
Treasured Landscapes (The Natural Environment) 12. What is your community’s opinion of the water quality
of the Susquehanna River?
� Good � Declining � Improving � Poor
13. Which of the following best describes your Town’s riverfront / river access? (check all that apply)
� Urban riverfront (developed with plazas, etc.) � Manicured public park � Undeveloped, natural areas � Riverfront is available for public use. � There’s a good walkway or bike path from
downtown to river � Public river access is not available.
14. What organizations does your community work with to preserve open space, farmland, and natural resources? (check all that apply)
� Surrounding Townships � Local Watershed Association � Conservation District � County/Regional Planning Dept. � Conservancy/Land Trust � Student Stewardship Group � Horticultural / Garden Club � Municipal Shade Tree Commission � Recreation Commission, Authority or Department � Environmental Advisory Council � Fishing/Sporting Organizations � Other ________________________________
15. Do you have any other throughts about your town that you would like to share?
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SUSQUEHANNA GREENWAY PARTNERSHIP 570-522-7211 WWW.SUSQUEHANNAGREENWAY.ORG
I want to have my community recognized as a Susquehanna Greenway River Town. I will serve as a local contact person. Please contact me with additional information.
Please send this information to the Susquehanna Greenway Partnership as noted below. You will be contacted by an SGP representative to set up a meeting to review your Assessment, and chart a course for your town to be designated a Susquehanna Greenway River Town.
SGP Regional ContactsThe Susquehanna Greenway uses regional partners to provide localized assistance to communities. The following individuals and organizations are available to work collaboratively with SGP to assist your River Town with organizational development, River Town Assessment, project planning and implementation.
Upper North Branch Region (Susquehanna, Bradford, and Wyoming counties)
Phil Swank, Endless Mountains Heritage Region2 Jefferson StreetTowanda, PA 18848(570) 265-1528, or [email protected]
Dave Buck, Greenway Coordinator7417 Rt. 187 Sugar Run, PA [email protected]
Wyoming Valley (Lackawanna and Luzerne counties)
Dale Freudenberger, Anthracite Region CoordinatorDelaware & Lehigh National Heritage Corridor, Inc.110 South Third Street, Suite 220, Lehighton, PA 18235(610) 377-4063, or [email protected]
Middle Susquehanna Region (Clinton, Centre, Columbia, Lycoming, Montour, Northumberland, Juniata, Perry, Union, and Snyder counties)
Alice Trowbridge, Landscape Architect(570) 327-1044 or [email protected]
Zachary Pyle, Greenway River Towns Program Coordinator201 Furnace Road, Lewisburg, PA 17837(570) 522-7339, or [email protected]
Upper West Branch Region (Cambria, Indiana, and Clearfield counties)
Janie French, Headwaters Charitable Trust109 N. Brady Street, Dubois, PA 15801(814) 503-8654, or [email protected]
Lower Susquehanna Region
Trish Carothers, Susquehanna Greenway Executive Director201 Furnace Road, Lewisburg, PA 17837(570) 522-7259, or [email protected]
Name:
Organization:
Phone:
Email:
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Chapter 2: Getting Organized
Beginning Steps Some fundamental information should be gathered as you start organizing your River Town revitalization
effort. To be successful, it’s important to have the right team assembled from your community to plan
and implement this ongoing initiative. This “River Town Team” should be diverse and draw from
various individuals and organizations in your community. A Community Leader Identification Form
suggesting potential team members is included in the back of Tab 1 (as well as on the attached CD). As
you go through this section, you may feel that you need more help or technical assistance than is
available within your community. This is a good time to seek help from your county or state community
development agency. A good place to start is contacting your county’s planning department.
Additional assistance can be sought from regional offices of the following agencies:
- Pennsylvania Department of Conservation and Natural Resources
http://www.dcnr.state.pa.us/brc/aboutus/
- Department of Community and Economic Development http://www.newpa.com/community/
- Pennsylvania Downtown Center http://www.padowntown.org/about/contact-us
- County Conservation Districts http://pacd.org/your-district/find-your-district/
Every successful project needs a local champion. To this end, someone in your community needs to act
as the catalyst, or lead person/organization. This person or organization will begin to identify potential
team members and reach out to these individuals to engage them in the revitalization effort. If a
downtown revitalization organization already exists in your community, then the lead person or
organization should contact this entity and discuss how the prospect of becoming a Susquehanna
Greenway River Town fits into ongoing efforts. If no revitalization organization exists, then the lead
person or organization will need to schedule a meeting with local businesses and the municipal
government to discuss the benefits and process of becoming a Susquehanna Greenway River Town.
Once a core team is formed, they will need to complete a questionnaire provided by the Susquehanna
Greenway Partnership (SGP). Your answers to these questions will help the SGP better understand
your community and in return be able to more effectively assist you. A copy of the Susquehanna
Greenway River Town Assessment Questionnaire is included in the back of Tab 1 and on the attached
CD.
Engaging Local Organizations Everyone in your community has a stake in the downtown's future. Residents, businesses, property
owners, government officials, and non-profit organizations are part of your downtown community.
Some you may know very well; others, you may not know at all. However, in order to be successful, the
local downtown revitalization program must involve as many interested groups and individuals as
possible from throughout the community.
Downtown revitalization requires the cooperation and commitment of a pro-active, broad based
coalition of public and private groups, including:
• Local recreation/trail organizations
• Businesses
• Civic groups
• Faith-based organizations
• Youth and senior groups
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• Historical societies
• Local government
• Financial institutions
• Consumers / customers / visitors
• And many others
Engaging Local Volunteers Becoming a River Town also involves mobilizing volunteers to carry out activities. Different groups have
different interests in the downtown. Try to make your volunteer base as broad as possible. Involving all
concerned groups will increase the range of ideas and will help to ensure an adequate source of future
volunteers.
Most non-profit groups rely on volunteers for the work they do. Volunteers have a lot to offer since
they can have diverse backgrounds. For example, volunteers from a high school could get involved with
stream cleanups or park beatification projects while someone who is an accountant may help with
budgeting and fundraising for your organization. Involving volunteers will require some planning to
ensure every volunteer’s unique interests and talents are best utilized.
It is important to understand why volunteers choose to participate with local organizations so that your
organization knows how to appeal to potential volunteers. Some people volunteer because they are
asked to while others see volunteering as a way to get social interaction with others and form contacts
with local organizations. Others may volunteer because they back your organizations plan for change
and want to see your organization’s vision to fruition. Knowing what drives volunteers to your
organization can also help with retaining them by providing tasks or projects that suit their time and
interests. Someone who wants social interaction may want to help with specific events while others
who want to see change in their community may want to have a planning or implementation role.
Get Your Message Out Create a marketing committee and a catchy name for your organization—something that lets people
know what you do and is easily remembered. Develop a relationship with your local media, especially
the newspaper’s editorial board. Explain to them what you are doing and how they can help you. Keep a
scrapbook of newspaper clippings of your River Town activities to record your progress. Subscribe to
newsletters put out by your local organizations to keep track of their interests. Submit articles to them,
Community Members placing dots on map to show areas of
concern and oppertunity Community Members discussing a potential project with the
aid of an areial map
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especially stories that can also provide a good photo opportunity. Offer to speak at community events
and meetings on behalf of your organization.
Social Media outlets have also proved useful in getting messages out to large groups of people. A great
majority of organizations have created websites to accomplish this. Some have gone further with the
use of blogs, Twitter, and Facebook. Something to keep in mind is that different media outlets can
attract the attention of different age groups. Younger community members, such as high school
students and young professionals, may appeal to social media, while older residents may look to
newspapers and general websites. Keeping this in mind, it is a good idea to have a mix of media sources
to get your message out.
Build Partnerships Bring people together at the very beginning to see what ideas your community has for its
transformation. This process of developing broad-based local interest and “buy-in” is as important as
your final plan. Have church, service, and youth groups come together so everyone knows what is
happening. Decide who in your community has something to gain. They are your stakeholders and get
them involved. Find out if your stakeholders will offer help on different projects and keep them well
informed. Spend time taking an inventory of existing community groups. Identify key people in these
groups and figure out who gets results within the community. It may be helpful to meet with those
whose goals match yours and brainstorm ways to unite the community around this effort.
Identify Funding Sources Community and economic development are high priorities for county, state, and federal governments,
and there may be public funding available to assist you. The key is articulating a clear and compelling
request that demonstrates value and long-term return to the community. Get in touch with your state
and federal House and Senate members and ask them for guidance. Funding opportunities and programs
change over time and legislative staff can help you understand current initiatives. See Tab 6 for potential
funding sources and partners.
With time, your core team may want to consider adopting a more formal structure for organization.
(Sample ‘Bylaws for “Your River Town”’ can be found in Tab 8.) Another thing that you might want to
consider is applying for non-profit status; this can make your organization eligible for additional
assistance and funding sources.
What to Expect Your River Town development will progress and evolve over time. Spend some time evaluating your
town’s strengths and weaknesses and try to create a new vision for your town. Generating ideas is an
exciting and energizing process, but not all ideas will, or should, be implemented. The activities that your
town takes on should be evaluated by their outcomes, not outputs. Sustained increased business activity
in your downtown is an outcome; a kick-off parade is an output. You may want to start your
implementation with a small project with good potential, one that might have a good “bang for the
buck.” Use your resources prudently on projects that are well thought out and their potential impact
thoroughly evaluated.
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Additional Resources See Tab 8 for detailed guidance and sample documents that may be helpful as you are getting organized.
The Community Toolbox
University of Kansas
http://ctb.ku.edu/en/tablecontents/sub_section_main_1106.aspx
Top Ten Tips to Engage Volunteers
The Center for Association Growth
http://www.tcag.com/connect/consider-this/governance/engage-volunteers
Working With: Collaborative Approaches for Engaging and Leading Volunteers
Mark Creyton - Manager Education and Research Volunteering Queensland
http://www.vaservice.org/uploads/public/Resource_Library/Nonprofit_Management/Volunteer_Recruitm
ent_and_Management/02_Leveraging_Retention_Management_Principles/Collaborating_to_Engage_Vol
unteers.pdf
Micro-Volunteering: A New Way to Engage People with a Little Time to Spare
Jonathan Paylor – The Guardian
http://www.theguardian.com/voluntary-sector-network/2012/sep/25/micro-volunteering-possibilities
The Multi-Paradigm Model of Volunteering
Volunteer Leadership – Fall 2006 Issue
http://www.volunteertoday.com/ARCHIVES2007/4Q06%20Workshop_Macduff.pdf
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(BOROUGH NAME) RIVER TOWN TEAM Team Member Job Description
Background The Susquehanna Greenway Partnership (SGP) is a 501 (c)3 nonprofit organization based in Lewisburg, Pennsylvania. SGP is the lead advocate for planning and implementing the Susquehanna Greenway in 22 Pennsylvania counties. Regional Partner organizations work with SGP staff to assist with local project planning and development. SGP and its Regional Partners collaborate with government entities and organizations to conserve resources vital to the Susquehanna Greenway and to promote the use and enjoyment of the Susquehanna River and its diverse river towns. SGP provides technical assistance to help river towns address environmental conservation, recreation, community and economic development needs through local and regional planning and the implementation of low impact green infrastructure projects that improve water quality, build and enhance town parks, trails and river access points. River Town Partnerships SGP works with river town partners to build the Greenway. Through its Revitalizing River Towns Initiative, SGP helps riverfront communities organize teams to build green river town environments and economies. River Town Revitalization Teams work with municipal, county and state governments, community organizations, and SGP to improve the environmental health and economic vitality of Greenway River Towns and their attraction to residents and visitors alike. River Town Team Name The Susquehanna Greenway River Town Revitalization Team for (BOROUGH NAME) shall be named the ___________________________________ TEAM or any other name deemed appropriate by the Borough of __________________. Team Purpose The TEAM is an ad hoc committee formed by the Borough of _________________ to assist the Borough and the Susquehanna Greenway Partnership in efforts to: 1) strengthen the image and identity of (BOROUGH NAME), 2) build a network of low impact green infrastructure, and 3) foster local business development and job creation linked to public use and enjoyment of the Susquehanna River and Greenway in BOROUGH NAME and its outlying region.
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Team Structure The TEAM is an ad hoc committee formed and appointed by the Borough of ____________________. Team members shall serve without compensation. However, the Borough Council, at its sole discretion and with advance approval, may compensate Team members for certain out of pocket expenses related to the fulfillment of Team purposes such as out-of-the-area meeting attendance, training programs, etc. Team leaders shall include the Chairperson, Vice Chairperson, and Secretary-Treasurer. The Chairperson shall preside over meetings of the Team and represent the Team as may be required from time to time. The Vice Chairperson shall preside and report in the absence of the Chairperson. The Secretary-Treasurer shall maintain a succinct record of meeting agendas, discussions and decisions and maintain a record of accounts as the Team may have or require from time to time. Team Reporting The Chairperson shall make quarterly progress reports on Team activities to _______________ Borough Council or at other times as may be requested or directed by Borough Council. Team Committees The Team Chairperson may establish regular and temporary committees of the Team as necessary to assist the Borough and the Susquehanna Greenway Partnership with project planning and implementation. Such committees may include, but shall not be limited to, the 1) Business Development and Promotion Committee, 2) Green Infrastructure Planning and Design Committee, and 3) Special Projects Committees. Committee Chairpersons shall be designated by the TEAM Chairperson. Committee actions and recommendations shall be coordinated with the full TEAM membership. Committee activities, recommendations and actions shall be routinely coordinated with Borough Council and the Mayor by the Team and Committee Chairpersons. A minimum of (3) Team members shall serve on each Committee established. Committee membership shall be open to non-Team members with interests, expertise and experience relating to the Committee’s purpose. Team Office The TEAM office shall be located at __________________________________________ Team Meetings Regular meetings of the TEAM shall be held monthly from __________________ on dates decided by the Members. Member Qualifications TEAM members shall be broadly representative of public-private interests and needs relevant to shaping a green image and identity and economy for BOROUGH NAME businesses, neighborhoods, schools and institutions, and for enhancing the environmental quality and public use potential of streets and parking lots, parks, vacant lots, open spaces, and the riverfront.
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Member Term of Service TEAM members shall be appointed to open-ended terms by the ______________ Borough Council. The number of Team members shall be unlimited but shall be reviewed annually by the Borough Council to maintain a balanced and useful mix of views. Team Roles and Responsibilities
1. Exhibit a basic understanding of one or more of the following topics: 1) public policy and public-private partnerships; 2) community-environmental-recreation project programming, fundraising, and development; 3) public relations, communications, advertising, and promotion; 4) local business challenges and opportunities; 5) neighborhood needs and conditions; 6) community design and environmental enhancement; 7) community and economic development.
2. Attend and participate in monthly TEAM Member meetings. Participate in new Member orientation meetings from time to time.
3. Serve on a TEAM Committee, attend and participate in Committee meetings, and participate in Committee assignments.
4. Demonstrate interest in the purposes of the TEAM and goals of the Susquehanna Greenway River Town Revitalization Program.
5. Participate in the planning and implementation of TEAM activities. Commit a minimum of 4 hours per month to Team activities.
6. Ensure that TEAM objectives and activities are consistent with the River Town Revitalization goals and objectives of __________________ Borough and the Susquehanna Greenway Partnership.
7. Advocate for policies, planning, programs, and projects that contribute to greening the BOROUGH NAME environment and economy. TEAM Members represent the larger view of why environmental enhancement and the Susquehanna Greenway are essential to neighborhood betterment, local business development and job creation.
8. Assist with fund raising needs as may be necessary to implement strategic initiatives of the Borough and the Susquehanna Greenway Partnership in BOROUGH NAME.
9. Attend Borough and Susquehanna Greenway Partnership events and workshops relevant to purposes of the BOROUGH NAME TEAM.
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Chapter 3: Community Visioning
Why do Visioning? Visioning is a tool used to help clarify, concentrate and maintain focus on specific goals. Simply put, we tend to be very busy and constantly bombarded by distractions. Visioning allows you to:
- Identify your vision and give it clarity - Get and maintain focus - Reinforce your daily efforts with purpose
Visioning will provide clarity For example, to say “I want a better town” is a fine goal, but have you given serious thought to exactly what that means? Try to envision what your “better town” looks like. For those of us who find that somewhat difficult, defining what that means exactly can be a tremendous help. In order to create a vision, images that represent specific details of this wonderful goal are needed. That means narrowing it down to specifics. For some, a better town might mean having a cleaner environment, more places to shop, or a refurbished home. Others may be seeking improvements in existing relationships or more opportunities to socialize. Doubtless you have heard it said that most of us never get what we want because we don’t know what we want. Visioning is a wonderful way to bring clarity to general desires and turn them into achievable goals. Visioning will provide focus Another key purpose to visioning is to help you obtain focus. How quickly does a new or good idea or attitude sink under the tasks and challenges of everyday life? How can you possibly remain focused on any goal while people and circumstances constantly pull you in dozens of directions at once? By stating a vision of what you really want, no matter what happens, your vision is a constant reminder of where you ultimately intend to be. Stating what it is you truly want can work wonders toward getting your mind focused on helpful ways to attain those goals and begin heading in the direction you choose. Visioning will lead to action Once you dream it, the next step is to believe it. Images, words, phrases or sentences that give focus to intentions are needed. This will help to silence the mindchatter that plagues us all. You know that little voice in your head that never shuts up, the one that supports and promotes all your limiting beliefs by repeating an endless list of every shortcoming you could possibly have (and some you couldn’t possibly have) and every reason why you can’t or shouldn’t or won’t ever be able to have the community or life that you really want. Stating what you really want is that little voice’s worst enemy. Visioning allows you to express who you really are, release you from those limiting beliefs, and allows you to know that there are truly many wonderful possibilities. This will then lead to ideas on how to achieve! Vision Statement Components Vision statements should be composed to describe how stakeholders collectively imagine their town ten to twenty years into the future. With this in mind, the following aspects should be incorporated into a vision statement:
- Positive and present tense language - A sense of the uniqueness of the community - Incorporation of local diversity - High standards and achievement - A focus on community and quality of life - Simple and concise language
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Overall, a vision statement needs to describe the future that a community wants to become. It’s an ideal state that a community hopes to obtain. Although most vision statements are made of up several paragraphs, some communities have been creative with the use of illustrations or even a series of descriptions. The vision statement forms a foundation from which all future plans should be based. Most importantly, vision statements should capture all the diverse thoughts and needs of all stakeholders.
Example Vision Statements
Vision Statement for Downtown Lewisburg in 2020 In 2020, strong collaboration between the original core partners of the Lewisburg Downtown Partnership—Bucknell University, the downtown business community and the Lewisburg Borough—has resulted in a culturally and economically vibrant downtown business district with a carefully conceived, balanced mix of businesses. Residents, employees and visitors alike enjoy enhanced connection to the natural environment and to the Susquehanna River. Lewisburg Downtown Partnership is an active agent in recruiting, retaining and expanding downtown businesses. It represents downtown Lewisburg in a consortium of regional economic development partners and utilizes the services of Bucknell's Entrepreneurs Incubator and Small Business Development Center to support entrepreneurship and nurture a start-up business culture. LDP continues to define downtown’s image and marketing, using all electronic and new technology to full potential, and is the advocate for downtown, as well as a source of vision and opportunity for the future. The organization accomplishes its work through continued strong, collaborative and mutually beneficial relationships with its core partners, local governments, local organizations and major employers. Downtown Lewisburg is the urban center of central, rural Pennsylvania: Downtown is populated by a mix of high-quality businesses that are busy seven days a week and evenings: including restaurants and coffee shops with diverse menu options; boutique stores offering the newest urban trends and a full array of convenience goods that meet the everyday needs of employees and residents. Tech businesses, service businesses and residents who work within walking distance of downtown fill second and third floor locations; housing is more diversified, including luxury condos, dense young professional housing, community and regional housing with shared space and options for seniors. Lewisburg is a thriving arts community with a strong connection to the arts, both for spectators and performers. This community includes strong, local artists, a vibrant, live local music scene, a downtown arts district offering galleries, museums and art-related supplies, ample opportunities for arts and music instruction and an atmosphere of seasoned musicians and artists mentoring the up and coming. Anchored by the Campus Theatre and catalyzed by Bucknell University’s cultural offerings, Lewisburg not only IS an arts community but looks like one, with public art lining streets, influencing its atmosphere and providing a physical link between downtown and campus arts offerings. Lewisburg has created a new connection to the river and a renewed connection to its natural environment. An improved network of downtown trails, parks, natural attractions and green space provides downtown residents and visitors with ample opportunity for recreation, relaxation and non-vehicular transportation from downtown to places of employment, recreation and shopping. Through collaboration with a variety of Lewisburg stakeholders, Soldier’s Park has become a true riverfront park with a boat launch, river walkways, nature areas, adjacent riverfront businesses, and opportunities for recreation.
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Downtown Lock Haven Vision Statement With its welcoming and walk-able business district, safe neighborhoods and small town charm, a vibrant Downtown Lock Haven will be a place where the people of and visitors to Central Pennsylvania come together to nurture their families, find educational and economic opportunity and enhance their quality of life. Downtown Lock Haven will offer a friendly environment for simple, yet fulfilling living with affordable housing, a broadening institution of higher learning, strong and growing public and private schools, trusted heath care institutions, safe streets and easy commutes to larger metropolitan areas to the east and west. Located near the major intersections of Interstates 80, 99 and Route 220 in the heart of Pennsylvania, Downtown Lock Haven is a Haven for: •Lock Haven University. As home to Lock Haven University, the fastest growing university in Pennsylvania’s system of higher education, downtown Lock Haven will be a home away from home for university students, staff, alumni and their families and friends. • Outdoor recreation enthusiasts. Downtown Lock Haven will be the ideal location as a gateway to year-round outdoor and recreational opportunities offered by Central Pennsylvania’s vast forestlands – starting with Sproul and Tiagadhton State Forests, the scenic and wild West Branch of the Susquehanna River and its main tributaries, Bald Eagle, Fishing and Pine Creeks. •Artists and Art Enthusiasts. With its rich historic architecture and river heritage, Downtown Lock Haven will provide a retreat for artists and art enthusiasts, offering opportunities for creative discussion and expression. •And families. Offering a wide array of retail, service and dining establishments and a full calendar of activities, Downtown Lock Haven provides a safe inviting environment for families to live, work, shop and play. A unified and focused effort of downtown businesses, local government, education and residents of the community ensures the success of this vision for Downtown Lock Haven. Visioning Exercises The most prudent method to begin a community visioning process is to ask some basic questions and gain a deeper understanding of the community. No matter if you are talking to one person or 300, your purpose is the same: to learn what matters in your community. Here's a list of questions you might use to focus your discussions with community members. These questions may be used for individual interviews, focus groups, public forums, or in any other way you choose to gather information.
- What is your dream for our community? - What would you like to see change? - What kind of community (or program, policy, school, neighborhood) do we want to create? - What do you see as the community's major issues or problems? - What do you see as the community's major strengths and assets? - What do you think should be the purpose of this organization (or effort)? - Why should these issues be addressed? - What would success look like?
One of the most effective ways to use these questions is in a large group format. At a community meeting, a facilitator should ask these questions and keep track of the responses on a flip chart. This flip chart can be used in the future to serve as a “group memory” when the community drafts their vision statement or even in the case when a community needs to revisit their vision statement.
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Town Walk Exercise A great way to quickly find out what is valued in your community is a town walk. For this exercise a group of community members walk around the community and talk about what they find special or what needs to be improved. As people talk about what they see as an asset or area for improvement, someone needs to be assigned to take photos of the area in discussion. These photos can then be used as a visual reference at the next community meeting. In addition, these photos should be located on a base map so community members can break into small focus groups to further discuss these areas. Ideally, the small focus groups can use this information from the walk to help brainstorm ideas that should be addressed in the vision statement – and ultimately set priorities for future projects. Hot Air Balloon Approach Another effective visioning exercise is to have community members imagine they have left their community for ten or twenty years and they come back later on a hot air balloon. Ask them what they see as they pass over their ideal community. A similar approach is to have community members imagine a magazine cover story about their town in ten or twenty years. In addition to the responses from this first part, follow up with questions such as “where do people gather” or “where is the center of the community?” One Phrase Approach The one phrase approach requires every community member to come up with a positive statement about their ideal community future. These can include statements such as “transportation is fast and cheap” or “it’s easy to bike around town”. Write down the responses on a flip chart. After everyone has shared their thoughts ask everyone what issues are blocking these realities. For example, someone who wants to see better biking around town may say there are no trails or bike lanes. These responses can help pinpoint priority projects.
Things to Keep in Mind Any of the above approaches are great ways to get community feedback but it is important to have a diverse group of people from the community providing this input. Make sure there are elected officials, organization members, local business owners, and a mix of all age groups including students from the local schools. Your vision should be as inclusive as possible so the entire community can stand behind the vision and feel invested in future revitalization efforts. In addition, make sure vision statements are feasible, imaginable, flexible, and focused.
Example of flip charts to record community ideas and concerns during the visioning process
Example of a community meeting
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Additional Resources Sample Scope of Work “Community Visioning and Project Identification” (End of Tab 4) The Community Toolbox University of Kansas http://ctb.ku.edu/en/tablecontents/sub_section_main_1086.aspx The Community Visioning and Strategic Planning Handbook National Civic League, Denver Colorado http://www.cpn.org/tools/manuals/Community/pdfs/VSPHandbook.pdf Community Visioning Sustainable Communities Online http://www.sustainable.org/creating-community/community-visioning A Guide to Community Visioning Gary Green, Anna Haines and Stephen Halebsky University of Wisconsin Extension, Extension Office http://oconto.uwex.edu/files/2010/08/G3708-BuildingOurFuture-AGuidetoCommunityVisioning.pdf Creating a Community Vision Municipal Research and Services Center of Washington http://www.mrsc.org/subjects/governance/comvision.aspx Conduct Community Visioning Process Department of Ecology, State of Washington http://www.ecy.wa.gov/programs/sea/shorelines/smp/toolbox/process/task3.1.html
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Community Life
The Revitalize Montgomery Committee has been working with the Susquehanna Greenway Partnership to identify needs and interests within the Borough that will help to make Montgomery an even better place to live, work and play. The following were priorities set in November of 2011.
1. Improve visual image by getting rid of “the black” dirt. a. The committee determined that this was predominantly a result of a coal-based anti-skid
material the Borough was using. A presentation of cleaner alternatives was presented to Council, who took action and stopped using that material.
2. Develop a plan to enhance a sense of arrival into Montgomery. a. A gateway tree planting plan was developed, and funding was secured for purchasing the
trees. Seven (7) trees were planted in November 2012, and 58 additional trees will be planted in the spring of 2013. (Additional volunteers are welcome to assist with planting.)
b. The Borough Shade Tree Commission was re-activated to provide long-term planning and oversight to the proposed and existing tree canopy in the Borough.
Moving into 2013, members of the Steering Committee feel that it is very important to encourage you
as residents, to share your ideas and desires for the revitalization of Montgomery.
1. What do you like best about living in Montgomery? (what are you most proud of?)
2. What places/ businesses/ social events/ amenities/ or other community assets make a community
pleasurable and memorable to you? ( walking paths, scenic views, educational displays, heritage monuments)
3. What are your feelings about the celebrations/events currently held in Montgomery? (festivals, heritage offerings…) (if you don’t attend are there reasons you’d like to share or ideas for improvement?... ideas for new events?)
4. What types of community events are needed to bring residents together here in Montgomery? (Local artisans/sports enthusiasts offer workshops, historic or environmental walking tours, school-related programming.)
5. Would you like to see Montgomery marketed regionally to draw visitors into your town? If you were to bring people here what would you promote as the attraction?
6. Thinking about Montgomery together with the other River Towns of the region, what ideas do you have for collaboration or collective marketing? …communities with shared / related features or characteristics: …with diverse, yet perhaps complimentary community characteristics:
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…coordinated regional river town yard sale:
7. Citizen involvement is important for creating a vital community. What percentage of your community do you think is actively involved in making Montgomery a great place?
How would you engage more people?
8. Are you aware of any groups or individuals that would be interested in actively participating in the revitalization efforts for Montgomery?
9. What is Montgomery’s image/identity? a. What could be done to improve it?
i. Identify top 2 priorities for change
Things you may be asked… How did the Revitalize Montgomery Committee start? -it began with the Regional Main Street program. When that program was coming to a close, The Susquehanna Greenway Partnership (SGP) brought technical assistance to Montgomery through their Susquehanna Greenway River Towns program. SGP has been actively providing technical assistance to this group using funding from a variety of sources, including state grants from PaDCNR. While the Borough has been very supportive of this group, there has been no cost to the Borough for this technical assistance. Where did the money come from for purchasing the trees? -the committee solicited donations from local organizations and businesses; this money was used to match a mini-grant from SGP. The Borough has since added the remaining money from the 125th celebration into the account for future projects of Revitalize Montgomery.
Thank you for your time, comments, and interest in Revitalizing Montgomery!
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Downtown Montgomery & 21st Century Readiness The Revitalize Montgomery Committee has been working with the Susquehanna Greenway Partnership to identify needs and interests within the Borough that will help to make Montgomery an even better place to live, work and play. The following were priorities set in November of 2011.
1. Improve visual image by getting rid of “the black” dirt. a. The committee determined that this was predominantly a result of a coal-based anti-skid
material the Borough was using. A presentation of cleaner alternatives was presented to Council, who took action and stopped using that material.
2. Develop a plan to enhance a sense of arrival into Montgomery. a. A gateway tree planting plan was developed, and funding was secured for purchasing the
trees. Seven (7) trees were planted in November 2012, and 58 additional trees will be planted in the spring of 2013. (Additional volunteers are welcome to assist with planting.)
b. The Borough Shade Tree Commission was re-activated to provide long-term planning and oversight to the proposed and existing tree canopy in the Borough.
Moving into 2013, members of the Steering Committee feel that it is very important to encourage you
as residents, to share your ideas and desires for the revitalization of Montgomery.
10. What type of businesses would you regularly support if they were in your downtown?
11. In a town of the size, type and location of Montgomery, what mix of businesses, public spaces
and social activities would you consider to be ideal and realistic?
12. What are Montgomery’s best assets for attracting businesses and related social activity?
13. What challenges stand in the way of attracting these businesses?
14. If you want to attract more visitors into Montgomery, what would you do to make them feel even more welcome and want to return?
15. What is the trend for residential living in Montgomery, and what is shaping the trends?
16. Describe the relationship between your downtown and residential neighborhood.
17. If downtown Montgomery had destinations where you could spend some time would you consider walking between home and downtown? Why or why not?
18. What is Montgomery’s image/identity? a. What could be done to improve it?
i. Identify top 2 priorities for change
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Things you may be asked…
How did the Revitalize Montgomery Committee start? -it began with the Regional Main Street program. When that program was coming to a close, The Susquehanna Greenway Partnership (SGP) brought technical assistance to Montgomery through their Susquehanna Greenway River Towns program. SGP has been actively providing technical assistance to this group using funding from a variety of sources, including state grants from PaDCNR. While the Borough has been very supportive of this group, there has been no cost to the Borough for this technical assistance. Where did the money come from for purchasing the trees? -the committee solicited donations from local organizations and businesses; this money was used to match a mini-grant from SGP. The Borough has since added the remaining money from the 125th celebration into the account for future projects of Revitalize Montgomery.
Thank you for your time, comments, and interest in Revitalizing Montgomery!
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Built Environment & Visitor Readiness
The Revitalize Montgomery Committee has been working with the Susquehanna Greenway Partnership to identify needs and interests within the Borough that will help to make Montgomery an even better place to live, work and play. The following were priorities set in November of 2011.
1. Improve visual image by getting rid of “the black” dirt. a. The committee determined that this was predominantly a result of a coal-based anti-skid
material the Borough was using. A presentation of cleaner alternatives was presented to Council, who took action and stopped using that material.
2. Develop a plan to enhance a sense of arrival into Montgomery. a. A gateway tree planting plan was developed, and funding was secured for purchasing the
trees. Seven (7) trees were planted in November 2012, and 58 additional trees will be planted in the spring of 2013. (Additional volunteers are welcome to assist with planting.)
b. The Borough Shade Tree Commission was re-activated to provide long-term planning and oversight to the proposed and existing tree canopy in the Borough.
Moving into 2013, members of the Steering Committee feel that it is very important to encourage you as residents, to share your ideas and desires for the revitalization of Montgomery.
19. What words (adjectives) would you use to describe the experience of traveling through
Montgomery? Do these words accurately describe what it is like to live and work in Montgomery?
20. What image / identity do you want to present to visitors and prospective new residents? What prevents that image from taking shape?
21. What is Montgomery’s heritage…what is your unique story to be told?
22. How has your heritage impacted the pattern of development that exists today?
23. What are your most prized buildings? What words would you use to describe Montgomery’s architectural character?
24. How does your built environment relate to being a river town?
25. What is Montgomery’s image/identity? a. What could be done to improve it?
i. Identify top 2 priorities for change
Things you may be asked…
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How did the Revitalize Montgomery Committee start? -it began with the Regional Main Street program. When that program was coming to a close, The Susquehanna Greenway Partnership (SGP) brought technical assistance to Montgomery through their Susquehanna Greenway River Towns program. SGP has been actively providing technical assistance to this group using funding from a variety of sources, including state grants from PaDCNR. While the Borough has been very supportive of this group, there has been no cost to the Borough for this technical assistance. Where did the money come from for purchasing the trees? -the committee solicited donations from local organizations and businesses; this money was used to match a mini-grant from SGP. The Borough has since added the remaining money from the 125th celebration into the account for future projects of Revitalize Montgomery.
Thank you for your time, comments, and interest in Revitalizing Montgomery!
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Natural Environment & Sustainable Development
The Revitalize Montgomery Committee has been working with the Susquehanna Greenway Partnership to identify needs and interests within the Borough that will help to make Montgomery an even better place to live, work and play. The following were priorities set in November of 2011.
1. Improve visual image by getting rid of “the black” dirt. a. The committee determined that this was predominantly a result of a coal-based anti-skid
material the Borough was using. A presentation of cleaner alternatives was presented to Council, who took action and stopped using that material.
2. Develop a plan to enhance a sense of arrival into Montgomery. a. A gateway tree planting plan was developed, and funding was secured for purchasing the
trees. Seven (7) trees were planted in November 2012, and 58 additional trees will be planted in the spring of 2013. (Additional volunteers are welcome to assist with planting.)
b. The Borough Shade Tree Commission was re-activated to provide long-term planning and oversight to the proposed and existing tree canopy in the Borough.
Moving into 2013, members of the Steering Committee feel that it is very important to encourage you
as residents, to share your ideas and desires for the revitalization of Montgomery.
26. What are Montgomery’s biggest environmental challenges? (Pollution? Flooding? Access?)
27. What are Montgomery’s greatest environmental assets?
28. What are your most valued public spaces? Parks, recreation areas, scenic vistas… (Where do you like to take out of town guests?)
29. Is it important for Montgomery to have direct access to the Susquehanna River? Why or why not?
30. How could a stronger connection with and to the River bring benefits to Montgomery?
…to the region?
31. What additional uses would you like to see for the Borough’s river frontage? (walking trail, water trail camping, picnicking, x-country skiing)
32. Are there any groups (or resources) which it might help us to coordinate with to identify/address environmental needs? Examples:
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Black Hole Creek Watershed Association: Becky Sanguedulce Audubon Society: offer bird watch clinic, or bluebird box building class
33. What is Montgomery’s image/identity? a. What could be done to improve it?
i. Identify top 2 priorities for change
Things you may be asked…
How did the Revitalize Montgomery Committee start? -it began with the Regional Main Street program. When that program was coming to a close, The Susquehanna Greenway Partnership (SGP) brought technical assistance to Montgomery through their Susquehanna Greenway River Towns program. SGP has been actively providing technical assistance to this group using funding from a variety of sources, including state grants from PaDCNR. While the Borough has been very supportive of this group, there has been no cost to the Borough for this technical assistance. Where did the money come from for purchasing the trees? -the committee solicited donations from local organizations and businesses; this money was used to match a mini-grant from SGP. The Borough has since added the remaining money from the 125th celebration into the account for future projects of Revitalize Montgomery.
Thank you for your time, comments, and interest in Revitalizing Montgomery!
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Chapter 4: Project Planning
Introduction to Project Planning Although your community may want to jump right into project implementation, it is essential to plan for
future projects before any on the ground work is started. Working on projects without a plan of action
can lead to confusion, project delays, and possibly an erosion of community support for your
organization or revitalization effort. A good place to start is to create a five year strategy that outlines
all the projects your community would like to see completed over that period of time. This document
acts as a guide so projects don’t part company with what your vision statement sets forth. More
detailed strategic plans can be created for each fiscal year and can contain more detail on projects,
project tasks, budgets, etc.
Be sure to engage with your state, county and local agencies, as they have experienced staff, can provide
an objective point of view, and often have knowledge of other projects that may relate to yours. (See
Tab 6 for a list of partner agencies.)
Creating a Five Year Plan Creating a five year plan may sound daunting but much of the work should already be completed from
your community visioning process. Your community’s vision for the future should be the basis for all
future projects. The basic structure for a five year strategy is as follows: 1) introduction; 2) an
executive summary; 3) organizational information including a mission statement, history, and values; 4)
SWOT analysis (strengths, weaknesses, opportunities and threats study); 5) your vision statement; 6)
plan development process and purpose; 7) proposed outcomes with specific criteria for evaluating
success; 8) plan narratives; and 9) a summary.
Proposed outcomes can range from job/business creation and retention, increased property values,
economic self-sufficiency, improved image, and increased pedestrian traffic.
More specifically, a River Town may want to:
Improve riverfront parks, trails and river access.
Make the community more bike and pedestrian friendly.
Create connections from downtown and residential areas to the river.
Use green infrastructure to improve the attractiveness of the community while protecting
water quality.
Provide ample recreation opportunities.
Proposed outcomes will be different for each community and will directly correlate to your
community’s vision for the future.
Once the strategic document is completed, work plans can be created from the proposed outcomes.
Chapter 5 covers work plans and how they are created. These work plans can be generalized and
included in the five year plan summary. Every year your organization should take that year’s proposed
plan and expand upon it and begin to see what projects will fit into your yearly budget. Besides budgets,
it’s also important to assess if your community will have the volunteers and other help needed to take
on specific projects.
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SGP Scopes of Work The following pages contain several sample scopes of work that the SGP is able to carry out in your
community. These have been developed as general guidance, and will need to be tailored to suit each
community based the specifics of what they want to accomplish and to what extent they are already
functioning as a Susquehanna Greenway River Town. More detailed information is available including
documents that represent sample outcomes/products of completed projects (see Jersey Shore Planning
Document and Project Profile Sheet in Tab 6, and the green infrastructure documents at the end the
current Tab).
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Susquehanna Greenway River Town Program
Techincal Assistance Program
Being a River Town – instead of Being a Town with a River
Goals: working with designated Susquehanna Greenway River Town (SGRT) Team…
- Community members and river enthusiasts with diverse interests are working together to
make the river a vital part of community life.
- Ways to improve connections between the downtown and the river are identified both
physically and economically.
- A Community vision statement for reconnecting with the river is created.
- One project is agreed upon as a priority for implementation.
- The Community understands what ‘next steps’ are required to realize the priority project.
- The town is unified around a project to reconnect the downtown to the river, and
understands what needs to be done to make it happen.
Targeted Results and Project Deliverables: There is a renewed appreciation for the river as an asset for community revitalization.
1. Materials needed for meetings will be provided (agendas, maps, markers, draft reports, etc.)
2. An electronic format (CD) and 20 printed copies of the final summary report will be provided that includes:
a. comments from focus group meetings (held with community members and river enthusiasts with varied interests)
b. a reference map showing locations of community assets and problem areas, with specific projects identified for improvement
c. a table of potential projects for improving the connection between the downtown and the river
d. a benefit statement for each potential project
e. a strategy outlining “next steps” for making the highest priority project happen
f. a project profile/promotion sheet to convey the project purpose and solicit community support
g. templates for postcards, agendas, facilitator guidance, and workplan sheets
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Project Task (*) indicates Team Meeting (**) indicates Public Meeting
Product/Result Primary Responsibility
Timeframe DCNR Request
Cash Match
Non-Cash Match
Total
1 *Meet with SGRT team. Discuss a strategy for creating a river-based community vision. Brainstorm the many ways people ‘use’ the river, and list any organizations or groups of river enthusiasts with contact persons noted. Using an aerial map of the community, have people identify places or features that are points of interest relating to being a river town. Note the condition of these features - good, fair, bad, ugly, etc.
A contact list of river enthusiasts, and maps showing river town assets and problem areas.
SGP-RLO and SGRT team
$400-$500
2 **Meet with small groups (up to 6 ) that represent a cross-section of the community including: various river enthusiasts, senior citizens, youth group, downtown merchants, law enforcement. Organize groups according to their interests in the river. Ask questions such as: What do you like best about having a river in your town? What is your biggest challenge regarding river usage? Do you feel connected to the downtown? As a downtown merchant do you feel connected to the river?...it’s users? What do you recommend for improving these situations? Fill in the blanks…”I am a ___________, and I have an interest in seeing ______________ change”.
Focus group participants feel validated, and we better understand their interests and concerns. Summary of comments is assembled and distributed.
SGP-RLO and SGRT team
$2,000-$3,200
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RL will summarize comments and distribute to the SGRT team.
3 *Meet with SGRT team and focus group members to go on a community ‘walk-about’. Have them show what they are proud of/ want to remove / change / enhance.
a. Assign someone to take photographs and someone to take field notes.
b. RL will summarize comments and suggest potential projects
Specific areas for focused improvement/enhancement are identified. Key points of interest are photographed and noted on a map.
SGP-RLO and SGRT team
$450 – 600
4 Develop a conceptual strategy map locating areas for focused improvement/enhancement (using base mapping provided by local or county resources). Prepare a table with a narrative summary of noted projects and benefits.
Conceptual strategy plan showing identified project locations with a table of projects and their community benefits.
SGP-RLO $1,000-$1,400
5 Discuss project with local government representative.
Update is given and support for project sought.
SGP-RLO and SGRT rep.
$200
6 *Meet with SGRT team to review summary comments, map, table and narrative. Organize an Open House event for sharing ideas and building support for the project.
a. Decide how people will be made aware of the event, and assign people to make contacts. (see Media Contact Org. chart)
b. Identify two potential dates and locations. Assign persons to confirm availability.
SGRT team has an understanding of how to strengthen their connections to the river. Potential open house dates, locations, and public notification methods, are identified. Persons are assigned tasks/deadlines for planning the meeting.
SGP-RLO $400 - $600
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7 **Host an open house event – if possible at a location near the river (pavilion?). Provide an overview of the goals set for being a river town, and the benefits and opportunities identified by the SGRT team. Encourage discussion to generate feedback and new ideas.
a. Invite people to become members of the team.
b. Regional Lead will prepare summary of feedback and distribute to SGRT team
The public has a better understanding of what can be gained by renewing their connection to the river. People see mapped projects where this could occur. Input is provided to assist the SGRT team with prioritizing projects. General public support has begun and opposition issues have been identified.
SGP-RLO and SGRT team
$550-$750
8 *Meet with SGRT team to review the summary of public comments and determine what if any changes need to be made to the project list and map.
a. Prioritize projects and select one project to move forward.
A prioritized list of projects is developed and one priority project is identified.
SGP-RLO and SGRT team
$350-$450
9 Develop a brief narrative summary of projects and their benefits. Using base mapping provided by local or county resources create a ‘reference’ map showing project locations.
A draft River Town map showing identified project locations with supporting narrative.
SGP-RLO $1,000-$1,200
10 *RL will assist the SGRT team to define project goals and a project purpose statement. Identify individuals, organizations, businesses, and agencies that might value the ‘purpose’ of this project.
Project goals and purpose statement are defined. A list of potential project partners is created.
SGP-RLO and SGRT team
$350-$450
11 Team members will contact potential partners to share project information and determine what type of support they would be interested in providing. RL will research potential programs and funding sources for the project.
Partners are engaged and assisting in developing local funding for the project.
SGRT team and SGP-RLO
$150-$300
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12 RL will outline the “Next Steps” needed for the project to be realized; this should include funding agencies, grant programs, and ‘grant-matching’ opportunities for leveraging funds. (See attached Project Implementation Strategy guidance) *Meet with SGRT team to review “Next Steps” and organize information for a project promotion sheet.
Implementation strategy is outlined and data is gathered for developing a project promotion sheet.
SGP-RLO and SGRT team
$450-$550
13 Develop a project promotion sheet to communicate your project purpose and to solicit community support. This will include a brief project description:
a. What is the project purpose, and where will it take place?
b. What are the expected outcomes and benefits?
c. How much will this cost, and where will the money come from?
d. Who will write and manage grants?
e. Who will help to raise local match money?
f. Will the project be phased? g. Who will own and manage this
project? h. When will construction to be
completed?
A project promotion sheet for conveying the project’s purpose and soliciting political and financial support.
SGP-RLO $600-$800
14 **Presentation to local governing body at a public meeting.
Build consensus for strategy and obtain formal support from local government.
SGP-RLO and SGRT team
$600
15 Printed materials, maps, CD, postage. $400-$600
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16 Meetings: * six (6) with the SGRT team **two (2) public meetings/events and up to six (6) focus group meetings.
Review data, seek feedback, and build public support.
SGP-RLO and SGRT team
included above
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Susquehanna Greenway River Town Program
Techincal Assistance Program
Green Infrastructure – What would that look like in my River Town?
Goals: working with designated Susquehanna Greenway River Town (SGRT) Team…
- The community understands what green infrastructure (GI) is, and how it could benefit
them as a river town.
- Citizens have a renewed interest to improve the quality of storm water flowing to the river.
- Citizens take an objective look at their town and identify specific locations where GI could
be beneficial.
- One Green Infrastructure project is agreed upon as a priority that should be completed.
- An implementation strategy outlining ‘next steps’ is developed for the priority project.
Targeted Results and Project Deliverables: The town is committed to a Green Infrastructure (GI) project and understands what needs to be
done to make it happen.
1. Materials needed for meetings will be provided (agendas, maps, markers, draft reports, etc.)
2. An electronic format (CD) and 20 printed copies of a final summary report that includes:
a. examples of built GI projects
b. a table of potential GI projects for their town, ranked in order of priority
c. a benefit statement for each potential GI project
d. a reference map showing locations of the potential projects
e. a strategy outlining “next steps” for making the highest priority project happen
f. a concept plan and initial budget for project marketing and planning purposes
g. a project profile/promotion sheet to convey the project purpose and solicit community support.
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Project Task (*) indicates Team Meeting (**) indicates Public Meeting
Product/Result Primary Responsibility
Timeframe DCNR Request
Cash Match
Non-Cash Match
Total
1 *Meet with SGRT team. Show examples of green infrastructure (GI) that have been built in other communities. (See Green Infrastructure handout) Discuss the benefits of GI, and the significance relative to being a river town. Using an aerial map of the community, have people identify storm water concerns and areas where they think GI would benefit their town. Identify any key people that would be decision makers or have essential input in this process. Assign individuals to reach out and invite these people to participate.
SGRT team understands GI concepts and what it might look like in their town. Areas for possible GI projects are noted on a map. Key persons are invited to be part of this process.
SGP-RLO and SGRT team
$450-$550
2 Regional Lead (RL) will field view areas noted on map and make suggestions for which types of GI applications could be appropriate.
a. Prepare a table of recommended projects and a map showing project locations.
b. Contact key persons to discuss initial concepts and ideas and gauge support for moving forward.
Additional potential sites may be identified by the Regional Lead, and site specific GI applications will be identified. A table of potential projects with a project reference map is developed.
SGP-RLO $1,000-$1,400
3 *Meet with SGRT team to review updated map and recommendations for GI applications. Take a walking/driving tour of the identified sites and help the team
SGRT team has an understanding of what GI would look like in the community. Potential public meeting dates, locations, and public
$400-$600
47
visualize what the changes might look like. Organize a public meeting or open house to share the team’s ideas and build community support for green infrastructure.
a. Decide how people will be made aware of the event, and assign people to make contacts. (see Media Contact Org. chart)
b. Identify two potential dates and locations. Assign persons to confirm availability.
notification methods, are identified. Persons are assigned tasks/deadlines for planning the meeting.
4 **Host a public meeting/open house event – if possible at a location near the river (pavilion?). Provide an overview of green infrastructure concepts, benefits, and applications recommended by the SGRT team. Encourage discussion to generate feedback and new ideas.
a. Invite people to become members of the team.
b. Regional Lead will prepare summary of feedback and distribute to SGRT team
The general public has a better understanding of GI including community benefits. People can see where this could happen, and what it might look like. Input is provided to assist the SGRT team with prioritizing projects. General public support for GI projects has begun, and opposition to GI has been identified.
SGP-RLO and SGRT team
$550-$750
5 *Meet with SGRT team to review the summary of public comments and determine what if any changes need to be made to the project list and map.
a. Prioritize projects and select one project to move forward.
A prioritized list of projects is developed and one priority project is identified.
SGP-RLO and SGRT team
$350-$450
6 Develop a brief narrative summary of projects and their benefits. Using base mapping provided by local or county
A draft GI map showing identified project locations with supporting narrative.
SGP-RLO $1,000-$1,200
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resources create a ‘reference’ map showing project locations.
7 **Present project progress at a public municipal meeting. Seek municipal support for proceeding to plan the priority project.
Community support for project is sought and any opposition is identified.
SGP-RLO and SGRT rep.
$250-$350
8 RL will review NWI maps, submit PNDI and PA 1-Call for design notifications, for the priority project. *Field view and analyze selected priority project site with SGRT team.
a. Identify areas of concern and highlight opportunities for enhancement
Identification of site conditions that may serve as obstacles and site features that present opportunities for enhancement.
SGP-RLO and SGRT team
$450-$550
9 RL will develop a conceptual layout plan of proposed improvements.
a. An opinion of cost will be developed
Concept plan and preliminary budget of priority project is prepared.
SGP-RLO $2,000-$2,400
10 *RL will assist the SGRT team to define project goals and a project purpose statement. Identify individuals, organizations, businesses, and agencies that might value the ‘purpose’ of this project.
Project goals and purpose statement are defined. A list of potential project partners is created.
SGP-RLO and SGRT team
$350-$450
11 Team members will contact potential partners to share project information and determine what type of support they would be interested in providing. RL will research potential programs and funding sources for the project.
Partners are engaged and assisting in developing local funding for the project.
SGRT team and SGP-RLO
$150-$300
12 RL will outline the “Next Steps” needed for the project to be realized; this should include funding agencies, grant programs, and ‘grant-matching’ opportunities for leveraging funds. (See
Implementation strategy is outlined and data is gathered for developing a project promotion sheet.
SGP-RLO and SGRT team
$450-$550
49
attached Project Implementation Strategy guidance) *Meet with SGRT team to review “Next Steps” and organize information for a project promotion sheet.
13 Develop a project promotion sheet to communicate your project purpose and to solicit community support. This will include a brief project description:
a. What does this project propose to do, and where will it take place?
b. What are the expected outcomes and benefits?
c. How much will this cost, and where will the money come from?
d. Who will write and manage grants?
e. Who will help to raise local match money?
f. Will the project be phased? g. Who will own and manage this
project? h. When will construction to be
completed?
A project promotion sheet for conveying the project’s purpose and soliciting political and financial support.
SGP-RLO $600-$800
14 Printed materials, maps, CD, postage. $400-$600
15 Meetings: * six (6) with the SGRT team **three (3) public meetings/events.
Review data, seek feedback, and build public support.
SGP-RLO and SGRT team
included above
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Susquehanna Greenway River Town Program
Techincal Assistance Program
Public Riverfront Access – Creating a Project that Builds Public and Private Support
Goals: working with designated Susquehanna Greenway River Town (SGRT) Team…
- Citizens explore how they use the river and/or want to use the river front.
- Identify a site with potential to provide river access or assess an existing public site that
needs to be improved.
- Define what improvements are needed and/or desired and the associated costs.
- Build public support and identify partners for building the project.
- Outline a Plan of Action for completing the project
Targeted Results and Project Deliverables: The town has a plan for creating a public riverfront that meets their community needs.
1. Materials needed for meetings will be provided (agendas, maps, markers, draft reports, etc.)
2. An electronic format (CD) and 20 printed copies of a final summary report that includes:
a. A summary of public comments for guiding future decisions
b. A list of needed/desired riverfront improvements ranked according to priority
c. A conceptual site plan of the riverfront improvements noting features
d. An initial budget for project marketing and planning purposes
e. An action plan outlining “next steps” for the project
f. A project profile/promotion sheet to convey the project purpose and solicit community support.
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Project Task (*) indicates Team Meeting (**) indicates Public Meeting
Product/Result Primary Responsibility
Timeframe DCNR Request
Cash Match
Non-Cash Match
Total
1 *Meet with SGRT team to discuss their ideas for river front improvement.
a. How do people currently use the river?...what would you like to add?
b. Is there currently public river access?... is it adequate? …if not, what needs to change?
c. What key people should be part of this conversation?
Identify any key people that would be decision makers or have essential input in this process. Assign individuals to reach out and invite these people to participate. Using an aerial map of the riverfront, identify areas of interest and concern. Show how people walk/bike/drive to the river; indicate any publically owned land.
SGRT team determines initial level of need. Key persons are identified for seeking input.
SGP-RLO and SGRT team
$450-$550
2 Meet to plan a community picnic / forum for discussion about riverfront use and improvements.
a. Decide how people will be made aware of the event, and assign people to make contacts. (see Media Contact Org. chart)
b. Identify two potential dates and locations. Assign persons to confirm availability.
Potential public meeting dates, locations, and public notification methods, are identified. Persons are assigned tasks/deadlines for planning the meeting.
SGP-RLO $450-$550
3 **Host a public picnic/open forum event – if possible use a pavilion in an existing public park located near the river. Provide an overview of SGRT teams desire to improve public riverfront
The general public is informed about the SGRT team intentions and they provide valuable information regarding how the river is
SGP-RLO and SGRT team
$550-$750
52
access. Encourage discussion to generate feedback and new ideas.
a. Break out into small groups for discussion based on how people use the river (i.e. boaters, fishers, birdwatchers, etc.)
b. Using aerial maps of the riverfront, identify how people walk/bike/drive to the river; indicate any publically owned land.
c. Have groups report highlights of their conversation to all attendees.
d. Invite people to become members of the team.
Regional Lead will prepare a summary of comments, an updated map, and a table of potential improvements; distribute to SGRT team
used, how they would like to use the riverfront, safety concerns, etc. General public support for river front improvements has begun, and opposition to this work has been identified. Areas for possible improvement projects and areas of concern are noted on a map. Potential projects are identified.
4 *Meet with SGRT team to review the summary of public comments and determine what if any changes need to be made to the project list and map.
a. Prioritize improvements for potential phasing of project.
A prioritized list of projects is developed.
SGP-RLO and SGRT team
$350-$450
5 RL will develop a brief narrative summarizing the existing riverfront conditions and the benefits of the proposed improvements. Using base mapping provided by local or county resources create a ‘sketch plan’ map showing locations of improvements with notes.
A sketch plan with an overlay of desired improvements is created with supporting narrative.
SGP-RLO $1,000-$1,200
53
6 **Present project progress at a public municipal meeting. Seek municipal support for proceeding to plan the priority project.
Community support for project is sought and any opposition is identified.
SGP-RLO and SGRT rep.
$250-$350
7 RL will review NWI maps, submit PNDI and PA 1-Call for design notifications, for the defined riverfront area. *Field view and analyze project site with SGRT team.
a. Identify areas of concern and highlight opportunities for enhancement
Identification of site conditions that may serve as obstacles and site features that present opportunities for enhancement.
SGP-RLO and SGRT team
$450-$550
8 RL will develop a conceptual plan labeling proposed improvements.
a. An initial opinion of cost will be developed
Concept plan and preliminary budget is prepared.
SGP-RLO $1,700-$2,900
9 *RL will assist the SGRT team to define project goals and a project purpose statement. Identify individuals, organizations, businesses, and agencies that might value the ‘purpose’ of this project.
Project goals and purpose statement are defined. A list of potential project partners is created.
SGP-RLO and SGRT team
$350-$450
10 Team members will contact potential partners to share project information and determine what type of support they would be interested in providing. RL will research potential programs and funding sources for the project.
Partners are engaged and assisting in developing local funding for the project.
SGRT team and SGP-RLO
$150-$300
12 RL will outline the “Next Steps” needed for the project to be realized; this should include funding agencies, grant programs, and ‘grant-matching’ opportunities for leveraging funds. (See attached Project Implementation Strategy guidance)
Implementation strategy is outlined and data is gathered for developing a project promotion sheet.
SGP-RLO and SGRT team
$450 - $550
54
*Meet with SGRT team to review “Next Steps” and organize information for a project promotion sheet.
13 Assist SGRT team to identify and plan the tasks necessary for project completion. Outline an Action Plan for the project using the PDC Workplan form.
$500 - $800
14 Develop a project promotion sheet to communicate the project purpose and to solicit community support. This will include a brief project description:
a. What does this project propose to do, and where will it take place?
b. What are the expected outcomes and benefits?
c. How much will this cost, and where will the money come from?
d. Who will write and manage grants?
e. Who will help to raise local match money?
f. Will the project be phased? g. Who will own and manage this
project? h. When will construction to be
completed?
A project promotion sheet for conveying the project’s purpose and soliciting political and financial support.
SGP-RLO $600-$800
15 Printed materials, maps, CD, postage. $600-$800
16 Meetings: * six (6) with the SGRT team **three (3) public meetings/events.
Review data, seek feedback, and build public support.
SGP-RLO and SGRT team
included above
55
Green InfrastructureCreating Healthy & Sustainable Communities
Green Infrastructure is an approach that communities can choose to maintain healthy waters,
provide multiple environmental benefits and support sustainable communities. Unlike single-
purpose gray stormwater infrastructure, which uses pipes to dispose of rainwater, green
infrastructure uses vegetation and soil to manage rainwater where it falls. By weaving natural
processes into the built environment, green infrastructure provides not only stormwater
management, but also flood mitigation, air quality management, and much more.
Benefits of Green Infrastructure
Green Infrastructure provides functions and values that address both natural and human needs,
helps to protect and restore naturally functioning ecosystems, provides a framework for future
development, and fosters diverse ecological, social, and economic functions and benefits.
y Enriched habitat and biodiversity
y Maintenance of natural landscape processes
y Cleaner air and water
y Increased recreational and transportation opportunities
y Improved health
y Better connection to nature and sense of place
Well-planned green space has also been shown to:
y Increase property values
y Decrease the costs of public infrastructure and public services (when designed in conjunction
with stormwater management and water treatment systems)
y Reduce the cost to taxpayers of disaster relief and flood damage repair by purchasing
threatened properties and creating greenways in the floodplain
Implementation
Stormwater runoff is a major cause of water pollution in urban areas. When rain falls in
undeveloped areas, the water is absorbed and filtered by soil and plants. When rain falls on our
roofs, streets, and parking lots, however, the water cannot soak into the ground. In most urban
areas, stormwater is drained through engineered collection systems and discharged directly into
nearby water bodies. The stormwater carries trash, bacteria, heavy metals, and other pollutants
from the urban landscape, degrading the quality of the receiving waters. Higher flows can also
cause erosion and flooding in urban streams, damaging habitat, property, and infrastructure.
Green Infrastructure uses vegetation, soils, and natural processes to manage water and create
healthier built environments. At the scale of a city or county, green infrastructure refers to the
patchwork of natural areas that provides habitat, flood protection, cleaner air, and cleaner water.
At the scale of a neighborhood or site, green infrastructure refers to stormwater management
systems that mimic nature by soaking up and storing water.
For more information contact:
Trish Carothers, Executive Director, Susquehanna Greenway Partnership201 Furnace Road
Lewisburg, PA 17837
570-522-7259
www.susquehannagreenway.org
The Susquehanna Greenway is an
evolving corridor of interconnected
parks, trails, river access points,
conserved areas and river
communities, linking people to
the natural and cultural treasures
of the Susquehanna River and its
West Branch. It is nearly 500 miles in
length, making it our state’s largest
greenway.
The Susquehanna Greenway
balances the needs of generations
today and tomorrow; conserves
the environment for all living
things; and creates healthy and
successful communities, wide-
ranging recreation, and economic
prosperity. The Greenway celebrates
the Susquehanna River as a place
of timeless value, shared memories
and experiences – a place to use and
enjoy and to treasure always.
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Downspout Disconnection
Downspout disconnection refers to the rerouting of rooftop drainage
pipes to drain rainwater to rain barrels, cisterns, or permeable
areas instead of the storm sewer. Downspout disconnection stores
stormwater and/or allows stormwater to infiltrate into the soil. This
simple practice may have particularly great benefits in cities with
combined sewer systems.
Example
y Milwaukee Downspout Disconnection
Web Sites
y Mid-America Regional Council
y Blue Water Baltimore
Rainwater Harvesting
Rainwater harvesting systems collect and store rainfall for later use.
When designed appropriately, rainwater harvesting systems slow and
reduce runoff and provide a source of water. These systems may be
particularly attractive in arid regions, where they can reduce demands
on increasingly limited water supplies.
Examples
y Technicians for Sustainability: Water Harvesting
y New York City Rain Barrel Giveaway Program
Web Sites
y Rainwater Harvesting at North Carolina State University
y American Rainwater Catchment Systems Association
Rain Gardens
Rain gardens (also known as bio-retention or bio-infiltration cells)
are shallow, vegetated basins that collect and absorb runoff from
rooftops, sidewalks, and streets. Rain gardens mimic natural hydrology
by infiltrating and evapo-transpiring runoff. Rain gardens are versatile
features that can be installed in almost any unpaved space.
Benefits
y Bio-retention Literature Review
y Urban Design Tools: Bio-retention
Examples
y Burnsville, MN Stormwater Retrofit Study
y 12,000 Rain Gardens
Web Sites
y Rain Gardens for the Bays
y Rain Garden Network
y Rain Garden Design Templates
Planter Boxes
Planter boxes are urban rain gardens with vertical walls and open or
closed bottoms that collect and absorb runoff from sidewalks, parking
lots, and streets. Planter boxes are ideal for space-limited sites in dense
urban areas and as a streetscaping element.
Benefits
y See Rain Gardens and Green Streets
Examples
y Michigan Avenue Streetscape
y Philadelphia Water Department
Web Sites
y (See Rain Gardens and Green Streets)57
Bio-swales
Bio-swales are vegetated, mulched, or xeriscaped channels that provide
treatment and retention as they move stormwater from one place to
another. Vegetated swales slow, infiltrate, and filter stormwater flows.
As linear features, vegetated swales are particularly suitable along
streets and parking lots.
Benefits
y Performance of Engineered Soil and Trees in a Parking Lot Bio-swale
(PDF)
y Water Quality Benefits of Grass Swales in Managing Highway Runoff
(PDF)
Web Sites
y University of New Hampshire Stormwater Center
y See Rain Gardens and Green Streets
Permeable Pavements
Permeable pavements are paved surfaces that infiltrate, treat, and/
or store rainwater where it falls. Permeable pavements may be
constructed from pervious concrete, porous asphalt, permeable
interlocking pavers, and several other materials. These pavements
are particularly cost effective where land values are high and where
flooding or icing is a problem.
Factsheets
y EPA Stormwater Menu of BMPs: Pervious Concrete also Porous
Asphalt & Pavers
Benefits
y Long-Term Stormwater Quantity and Quality Performance of
Permeable Pavement Systems (PDF)
y Reducing Urban Heat Islands: Cool Pavements (PDF)
Web Sites
y National Ready Mix Concrete Association: Pervious Concrete
y Interlocking Concrete Pavement Institute
y National Asphalt Pavement Association: Porous Asphalt
Green Streets and Alleys
Green streets and alleys integrate green infrastructure elements into the
street and/or alley design to store, infiltrate, and evapo-transpire stormwater.
Permeable pavement, bio-swales, planter boxes, and trees are among the
many green infrastructure features that may be woven into street or alley
design.
Factsheets
y EPA’s Green Streets: A Conceptual Guide
y Sustainable Complete Streets
Benefits
y Portland Vegetated Curb Extension Flow Test Report
Examples
y Seattle Public Utilities Natural Drainage Projects
y Syracuse Green Street: Concord Place
y The Chicago Green Alley Handbook (PDF)
Web Sites
y Low Impact Development Center: Green Streets
y Green Street Initiatives Around the United States
y Creating a Successful Green Street Program
Green Parking
Many of the green infrastructure elements described above can be
seamlessly integrated into parking lot designs. Permeable pavements can
be installed in sections of a lot and rain gardens and bio-swales can be
included in medians and along a parking lot perimeter. Benefits include
urban heat island mitigation and a more walkable environment.
Factsheets
y EPA Stormwater Menu of BMPs
y Minnesota Urban Small Sites BMP Manual
y EPA Green Parking Lot Resource Guide
Benefits
y EPA Case Study: Bio-retention Applications
y Reducing Urban Heath Islands: Cool Pavements (PDF)
Examples
y Toronto Design Guidelines for Greening Surface Parking Lots (PDF)
Web Sites
y EPA Experimental Stormwater Parking Lot
y Nonpoint Education for Municipal Officials (NEMO) Planning for
Stormwater: Parking Lots
58
Land Conservation
Protecting open spaces and sensitive natural areas within and adjacent
to cities can mitigate the water quality and flooding impacts of
urban stormwater while providing recreational opportunities for city
residents. Natural areas that are particularly important in addressing
water quality and flooding include riparian areas, wetlands, and steep
hillsides.
Factsheets
y Using Smart Growth Techniques as Stormwater Best Management
Practices
y EPA’s Protecting Water Resources with Higher Density Development
Benefits
y The Conservation Fund: Benefits of Green Infrastructure
y Greenways & Blueways
Examples
y Green Seams: Flood Management in Milwaukee
y Alachua County Green Infrastructure Investment Program (PDF)
Web Sites
y EPA Healthy Watersheds Initiative
y The Conservation Fund
y The Trust for Public Land
The content for this document is excerpted from the U.S. Environmental Protection Agency website.
Green Roofs
Green roofs are covered with growing media and vegetation that
enable rainfall infiltration and evapo-transpiration of stored water.
Green roofs are particularly cost effective in dense urban areas, where
land values are high, and on large industrial or office buildings where
stormwater management costs may be high.
Factsheets
y EPA Stormwater Menu of BMPs
y Charles River Watershed Association (PDF)
y Portland Ecoroofs
Benefits
y EPA’s Green Roofs for Stormwater Runoff Control
y The Monetary Value of the Soft Benefits of Green Roofs
Examples
y King County Green Roof Case Study Report
y Green Roof and Wall Projects Database
Web Sites
y Green Roofs for Healthy Cities
y Portland Ecoroof Program
and cities can all participate in the planting and maintenance of trees throughout the urban environment.
Factsheets
y EPA Stormwater Menu of BMPs (PDF)
y NEMO Fact Sheet: Control Stormwater Runoff with Trees (PDF)
Benefits
y Sustainable Cities Institute: Benefits of the Urban Forest
Examples
y Chicago Trees Initiative
y Philadelphia Water Department: Stormwater Tree Trench
Web Sites
y Watershed Forestry Resource Guide
y i-Tree: Tools for Assessing and Managing Community Forests
y US Forest Service: Urban and Community Forestry
Urban Tree Canopy
Many cities set tree canopy goals to restore some of the benefits provided by trees. Trees reduce and slow stormwater by intercepting precipitation in their leaves and branches. Homeowners, businesses,
59
JERSEY SHORE, PA
MORE GREEN MORE VITAL!
The Jersey Shore River Town Revitalization Team March 2013
60
61
This booklet presents new ideas developed by The Jersey Shore River Town Revitalization Team (JSRTRT) for building the Susquehanna Greenway in Jersey Shore, Lycoming County, Pennsylvania and for bringing new vitality to our wonderful historic riverfront town. The JSRTRT was established by the Borough of Jersey Shore to advocate for and implement special projects that improve community design, enhance the environment, and foster economic development. Its goal is to improve town life and Jersey Shore’s appeal to Susquehanna Greenway users and area visitors. Anyone interested in enhancing the environmental quality and public use potential of the Jersey Shore area, including streets, parks, open spaces and the riverfront is welcome to join in the activities of JSRTRT.
62
JERSEY SHORE RIVER TOWN REVITALIZATION OPPORTUNITIES JSRTRT has set a goal to make the Borough a greener town—a model Susquehanna Greenway river town. JSRTRT invites area residents to join in its activities to help implement projects that will improve Jersey Shore’s image and the quality of life for its residents. A mix of green infrastructure projects have been identified through a series of meetings and site walks to further these goals and to make Jersey Shore a better place to live, work, play and visit. These are listed, summarized and ranked in order of priority in this booklet which also provides a framework for implementing these projects over time. These projects address needs that all communities have:
Manage stormwater runoff efficiently Minimize water pollution from surface water runoff Beautify downtowns and neighborhoods Create safe places and connections for walking and bicycling Stimulate urban reinvestment and economic development
What is green infrastructure? Green infrastructure is a term used to describe an array of products, technologies, and practices that use natural systems—or engineered systems that mimic natural processes—to enhance overall environmental quality and provide utilitarian benefits. Green infrastructure techniques use soils and vegetation to infiltrate, evapotranspirate, and/ or recycle stormwater runoff. When used as components of a stormwater management system, green infrastructure practices such as green roofs, porous pavement, rain gardens, and vegetated swales can produce significant environmental benefits. In addition to more effectively retaining and infiltrating rainfall, these technologies can simultaneously help filter air pollutants, mitigate urban heat and reduce energy demands while also providing aesthetic and natural resource benefits. What is low impact development? Low impact development (LID) integrates stormwater management with site-design. Within this framework, LID design is used to create a hydrologically functional site that mimics predevelopment conditions. Rather than rely on costly and conventional conveyance and treatment systems, LID addresses stormwater through a variety of small, cost-effective landscape features located on site. LID is versatile. It incorporates design techniques that infiltrate, filter, evaporate, and store runoff close to its source. It can be applied with good results to new development, urban retrofits, and revitalization projects. How can green infrastructure benefit Jersey Shore?
1. Delayed and Reduced Stormwater Runoff Green infrastructure reduces stormwater runoff volumes and reduces peak flows into waterways by using the natural retention and absorption capabilities of vegetation and soils. By increasing the area of pervious ground cover, green infrastructure techniques increase stormwater infiltration rates to also reduce the volume of water entering combined or separate sewer systems.
2. Enhanced Groundwater Recharge The natural infiltration capabilities of green infrastructure technologies can improve the rate at which groundwater aquifers are replenished. This is important because groundwater is essential to maintain normal base flows in streams like Lawshe Run and the River. Enhanced groundwater recharge also helps boost the supply of drinking water for public and private uses.
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3. Reduced Stormwater Pollutants Green infrastructure techniques infiltrate runoff close to its source and help prevent pollutants from being transported to nearby surface waters. Once runoff is infiltrated into soils, plants and microbes can naturally filter many pollutants commonly found in stormwater.
4. Reduced Sewer Overflow Events Using the natural retention and infiltration capabilities of plants and soils, green infrastructure limits the frequency of sewer overflow events by reducing runoff volumes and delaying stormwater discharges.
5. Increased Carbon Sequestration The plants and soils that are part of the green infrastructure approach serve as sources of carbon sequestration, where carbon dioxide is captured and removed from the atmosphere via photosynthesis and other natural processes.
6. Urban Heat Mitigation and Reduced Energy Demands Urban heat islands form as towns replace natural land cover with dense concentrations of pavement, buildings and other surfaces that absorb and retain heat. This displacement of trees and vegetation minimizes their natural cooling effects. By increasing urban green space and vegetation, green infrastructure can help mitigate urban heat islands and reduce energy demands.
7. Improved Air Quality Green infrastructure facilitates the incorporation of trees and vegetation in urban landscapes which can contribute to improved air quality. Trees and vegetation absorb certain pollutants from the air through leaf uptake and contact removal. If widely planted, trees and plants can cool the air.
8. More Wildlife Habitat and Recreational Space Greenways, parks, urban forests, wetlands and vegetated swales are all forms of green infrastructure that provide wildlife habitat and increased access to recreational space.
9. Improved Human Health Studies show that vegetation and green space have a positive impact on human health. Research also shows that the presence of trees, plants and green spaces is linked with reduced crime and violence, a stronger sense of community, and improved academic performance.
10. Increased Property Values Case studies suggest that green infrastructure can increase surrounding property values. Converting unsightly or abandoned lots into clean and green landscapes has favorable economic impacts in downtowns and residential neighborhoods.
LET’S GREEN-UP JERSEY SHORE!
This booklet includes photo panels illustrating the mix of green infrastructure ideas promoted by JSRTRT. JSRTRT has made a list of green infrastructure projects for doing in Jersey Shore which are described and summarized in the following pages. Also included is the Susquehanna Greenway Partnership’s fact sheet on green infrastructure systems with related website links. Green thinking can improve the quality of life for Jersey Shore residents and enhance the Greenway visitor experience. Green towns are vital towns. Let’s Green-Up Jersey Shore!
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GREEN INFRASTRUCTURE PROJECTS
1. Natural Resource Protection Restore floodplains to natural conditions, enhance riparian buffers to stabilize stream and river banks, improve water quality, diversify habitat, and provide stewardship and educational opportunities. Engage volunteers in natural resource protection projects and related educational activities that demonstrate the ecological and economic value of restored floodplains.
A. Lawshe Run-Pfoust Run— restore the Lawshe Run-Pfoust Run floodplain in the
Borough Park. Regrade stream banks to gentle side slopes. Plant riparian landscape buffers using native plant species to increase infiltration and stormwater storage, decrease the velocity of storm event flows, stabilize banks and reduce erosion, and diversify habitat for birds and small mammals.
B. Susquehanna River—develop a program to control invasive plant species (Japanese Knotweed, Tree of Heaven) and re-establish native vegetation on the riverbank. Install interpretive signs about invasive species and the benefits of restoring native riparian buffers.
C. Environmental Education—develop a public school-public education program to create multi-generational understanding of the Jersey Shore hydrological cycle, the importance of local natural resource protection, and the relationship between green infrastructure, low impact design, and water quality. Provide interpretive signs in public spaces to explain the green infrastructure improvements installed.
2. Compact Infill Development
Develop greenway-related business opportunity zones to meet year round visitor needs for food and beverage service, rest rooms, souvenirs, outdoor equipment and clothing, etc.
A. Wylie Street Shops—develop a collection of small eateries and connected shops at the intersection of Wylie and Allegheny streets and along Wylie Street generally between McClintock Alley and Hazel Alley.
B. Main Street-Front Street Shops and Lodgings—develop a collection of eateries, connected shops, and B&B-style lodgings along Main and Front streets generally between Allegheny and Smith streets to serve the needs of tourists and greenway users.
3. Green Streets—Complete Streets
Green Street facilities manage stormwater runoff as a resource rather than a waste. Green Streets are landscaped street side planters or swales that capture stormwater runoff and allow it to soak into the ground as soil and vegetation filter pollutants. This replenishes groundwater supplies that feed fresh, cool water to the river. Green Streets also make attractive streetscapes that connect business districts, neighborhoods, parks and schools. Complete Streets are streets for everyone. They are designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. Complete Streets make it easy to cross the street, walk to shops, and bicycle to school or work. They make it safe for people to walk to and from town destinations. There is no single design for Complete Streets; each one is unique and responds to its community context. A Complete Street may include sidewalks, bike lanes (or wide paved shoulders), special bus lanes, comfortable and accessible public transportation stops, frequent and safe crossing opportunities, median islands, accessible pedestrian signals, curb extensions, narrower travel lanes, roundabouts, and more.
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Complete Streets design is recommended for implementation the following street segments:
A. Seminary Street—Pine Creek Rail Trail Terminus to N. Main Street B. Allegheny Street—Depot Street to Main Street C. Smith Street—Wilson Street to Front Street D. Thompson Street—Mount Pleasant Avenue to Front Street E. Locust Street—Jersey Shore Middle School to Front Street F. Cemetery Street—Jersey Shore Elementary School to S. Main Street G. Wylie Street—Seminary Street to Hazel Alley H. McCanna Drive—Wylie Street to Thompson Street I. Broad Street—Cemetery Street to Seminary Street J. Main Street— Cemetery Street to Seminary Street K. Front Street—Allegheny Street to Locust Street
4. Off-Street Parking Lots
Green parking lots reduce runoff that is discharged into waterways by using permeable paving and natural drainage landscapes. Alone or together, these two strategies can be used to meet water quality and landscape requirements. Permeable pavements include pavers, grid systems, porous asphalt and porous concrete. When installed over a drainage storage bed, these permeable pavements allow rain to infiltrate through the voids of the permeable surface. Beneath the permeable surface, runoff storage is achieved and/or infiltration occurs where soil permits. Natural drainage landscapes include bio-swales, rain gardens, and bioengineered planting strips that can improve water quality and reduce runoff. Bio-swales are open, linear channels that filter stormwater as the water flows through vegetation to the discharge point. Rain gardens are shallow depressions in the landscape and are designed to hold and infiltrate runoff. Bioengineered planting strips are similar to bio-swales but they include an infiltration component. All systems include an overflow system such as a perforated pipe or a raised overflow device to convey excess drainage to another system or discharge point. Natural drainage landscapes can help reduce the volume of runoff generated from parking lots and filter, infiltrate and store runoff for slower discharge. Existing landscape features such as planters and landscape strips can be converted to natural drainage landscapes.
A. Borough Ordinances—adopt and enforce green parking design standards and guidelines for new parking lot development and parking lot retrofits.
B. McClintock-Main Municipal Parking Lot—develop a model green parking lot to demonstrate implementation of green parking standards and guidelines.
C. Downtown-Private Parking Lots—inventory privately owned downtown parking facilities and establish goals and priorities for parking lot retrofitting. Establish incentives for parking lot retrofitting-greening, including parking and circulation design that reduces pavement by prioritizing parking efficiency over individual property boundaries.
D. Municipal Swimming Pool Parking Lot—retrofit design to achieve green infrastructure objectives in connection with planned repair-replacement cycle.
E. Elementary-Middle School Parking Lots—retrofit designs to achieve green infrastructure objectives in connection with planned repair-replacement cycles.
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5. Stormwater Management Restore floodplain stormwater-holding capacity.
A. Borough Ordinances—adopt and enforce a model stormwater management
ordinance to foster the implementation of best practices. B. Pfoust Run Pond—work with the Jersey Shore School District to analyze the impact
and potential for disconnecting Jersey Shore Elementary School roof drainage from the Borough storm sewer system and redirecting it to Pfoust Run Pond and the restored Pfoust Run floodplain.
C. Pennsylvania Canal—determine the feasibility for restoring a section of the historic canal for stormwater detention between Thompson and Cemetery streets.
D. Lawshe Run-Pfoust Run Floodplain—where feasible, restore segments of the Lawshe Run and Pfoust Run floodplains by re-grading to increase storage capacity and installing native riparian landscaping for bank stabilization.
E. FEMA Lots—inventory existing no-build town lots to determine green infrastructure best practices for combined stormwater management and public use, e.g. urban forestry, rain gardens, low-impact parking, town commons, etc.
6. Parks and Pathways
A. Pine Creek Trail-Riverfront Complete Street Connector—develop a Complete
Street to connect the existing trail terminus to the riverfront, providing an inviting experience for bikers, pedestrians, and motorists, including a tree canopy, designated walking and biking paths, and integrated green stormwater facilities.
B. Lawshe Run-Pfoust Run Nature Trail—restore the floodplain along these streams in the Borough Park (See 1-A). Develop a parallel nature path to experience riparian plants and wildlife within the restored floodplain. Provide interpretive signs to educate the public about the natural functions of floodplains.
C. Hazel Alley Overlook— develop a rest area at the wooded rise along Hazel Alley between Wylie Street and the playground. This area offers scenic views of the Bald Eagle Mountain and a mature tree canopy that provides an inviting setting for picnicking as an extension of the Wylie Street eateries.
D. Riverfront Gateway Park—redesign the combined area of Smith Street and the adjacent Borough parking lot between Main and Front streets to establish a park-like gateway to the river access site and riverfront boardwalk. Incorporate green parking infrastructure and create a pedestrian-friendly connection between Gazebo Park and the riverfront to create a new public open space corridor for town and riverfront events.
E. Riverfront Boardwalk—develop an accessible riverfront walkway and overlook structure(s) along Front Street to provide pedestrian destinations and points for scenic river and landscape viewing.
F. Pennsylvania Canal Towpath Spur Trail—develop a spur trail from Thompson Street to Cemetery Street along the restored segment of the Pennsylvania Canal. Provide interpretive signs to educate the public about the canal and its significance in the history of Jersey Shore.
G. Gazebo Park-Riverfront Loop Trail—develop a loop trail connecting Borough Park to the riverfront through residential neighborhoods. This trail would begin at the Borough Pool green parking lot and extend south along the Pfoust Run nature trail to the Thompson Street Complete Street to the Front Street Complete Street-Riverfront Boardwalk to the Riverfront Gateway Park to Gazebo Park to the Smith Street Complete Street to the Pfoust Run footbridge and return to the Borough Park and Green Parking Lot at the Borough Pool site.
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H. Borough Park-Campus “Safe Route” Connector—Provide a “safe route to school” pedestrian/bike friendly pathway with enhanced street crosswalks along McCanna Drive between Hazel Alley and Thompson Street and between Thompson Street and Locust Street (through Middle School property) to connect to the sidewalk system at the Elementary and High Schools.
GREEN INFRASTRUCTURE PROJECTS FOR JERSEY SHORE
REF. NO.
PROJECT TYPE CODE
PROJECT NAME DESCRIPTION RANK
1-A EH/SW Lawshe Run-Pfoust Run
Floodplain Restoration Small stream floodplain restoration demonstration project within Borough Park.
1
1-B EH Susquehanna River Invasive Species Control
Reestablish native vegetation and develop a program to control invasive plant species.
2
1-C EH Environmental Education Develop school programming and provide interpretive signs on public land.
3
2-A ED Wylie Street Shops Develop greenway-rail trail shops and eateries. 2
2-B ED Main-Front Street Shops and Lodgings
Develop greenway-rail trail shops, eateries and lodgings. 1
3-A GS Seminary Street Design and build Green/Complete Streets 1 3-B GS Allegheny Street Design and build Green/Complete Streets
4 3-C GS Smith Street Design and build Green/Complete Streets
5 3-D GS Thompson Street Design and build Green/Complete Streets
7 3-E GS Locust Street Design and build Green/Complete Streets
10 3-F GS Cemetery Street Design and build Green/Complete Streets
11 3-G GS Wylie Street Design and build Green/Complete Streets
2 3-H GS McCanna Drive Design and build Green/Complete Streets
8 3-I GS Broad Street Design and build Green/Complete Streets
9 3-J GS Main Street Design and build Green/Complete Streets
3 3-K GS Front Street Design and build Green/Complete Streets
6 4-A SW Off-Street Parking Ordinance Adopt and enforce green design standards
and guidelines. *
4-B SW Downtown Municipal Parking Lots
Develop a model green parking lot to demonstrate green standards and guidelines.
1
4-C SW Downtown Private Parking Lots Inventory lots and establish goals, priorities and incentives for parking lot greening.
3
4-D SW Municipal Pool Parking Lot Retrofit using green infrastructure as part of the repair-replacement cycle. 2
4-E SW Elementary-Middle School Parking Lots
Retrofit using green infrastructure design as part of a planned repair-replacement cycle.
4
Project Type Codes Stormwater Management (SW) Environmental Enhancement (EH) Green Street (GS) Off-Street Trail (T) Economic Development (ED)
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GREEN INFRASTRUCTURE PROJECTS FOR JERSEY SHORE REF. NO.
PROJECT TYPE CODE
PROJECT NAME DESCRIPTION RANK
5-A SW Stormwater Management
Ordinance Implement Borough stormwater management/ green infrastructure ordinance.
*
5-B SW Pfoust Run Pond Explore potential for school downspouts and parking lots to discharge runoff to Pfoust Run Pond.
4
5-C SW Pennsylvania Canal Restore between Cemetery St. and Thompson St. with potential for stormwater storage.
3
5-D EH/SW Lawshe Run-Pfoust Run Floodplain Restoration
See 1-A. 1
5-E SW Borough-owned No-build Lots Inventory and analyze for green infrastructure opportunities. 2
6-A T Pine Creek Trail-Riverfront Trail Connector
Complete Street connector between the Pine Creek Rail Trail and riverfront. 1
6-B T Lawshe Run-Pfoust Run Nature Trail
Borough Park nature trail along restored floodplain. 7
6-C T Hazel Alley Overlook Wylie Street-connected scenic viewing-picnic area along Lawshe Run. 4
6-D T Riverfront Gateway Park New public gateway park-green parking at Smith Street between Main and Front streets.
2
6-E Riverfront Boardwalk-Scenic Overlook(s)
Accessible riverfront pathway and structure(s) for scenic viewing. 3
6-F T Pennsylvania Canal Towpath Spur Trail
Spur historic site trail connector-interpretive signage adjacent to Complete Streets.
8
6-G T Borough Park-Riverfront Loop Trail
New Complete Street, off-street trail-green parking destination for walking and bicycling.
5
6-H T Borough Park-Campus “Safe Route” Connector
New “safe route to school” pathway and intersection crosswalk enhancements.
6
TOP RANKED PROJECTS IDENTIFIED The following three projects were ranked highest among the top ranked projects listed within each of the above six project groupings. Implementing these projects is a goal of the Jersey Shore River Town Revitalization Team within a 3-5 year timeframe for accomplishment. 1-A EH/SW Lawshe Run-Pfoust Run
Floodplain Restoration Small stream floodplain restoration demonstration project within Borough Park.
1
2-B ED Main-Front Street Shops and
Lodgings Develop greenway-rail trail shops, eateries and lodgings. 1
3-A GS Seminary Street Design and build Green/Complete
Streets 1
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Chapter 5: Work Plans
Introduction Now that your community has established a vision with community support, it’s time to begin planning
future projects. This process should begin with a review of any existing plans that may already exist for
your community and adopt/integrate what is applicable into your plan. (Refer to your Planning
Documents Inventory at the end of Tab 1.) Meet with your County Planners, regional representatives
from PaDCNR/PennVEST /PennDOT/ DCED, and in applicable your Regional /Metropolitan Planning
Organization (RPO/MPO) to coordinate your vision with their plans, and to gain understanding of on-
going or proposed initiatives.
Example: your vision is to “green your streets”. By coordinating with your DCED representative
and PennDOT liaison, upcoming street improvement projects can give consideration to
incorporate trees, bike paths and green infrastructure into their plans.
Throughout the visioning process, a number of issues and opportunities were identified. These issues
and opportunities are aspects of your community that can be improved or built upon. Any number of
projects may have been identified in connection to these issues and opportunities. Ideally, these
projects are prioritized during the community visioning process.
It is time now to break these projects up into obtainable and doable objectives. Goals should follow the
SMARTER method: Specific, Measurable, Achievable, Relevant, Time-sensitive, Evaluated and
Recorded. First, goals should be specific and measurable because your community organization should
be working within its vision and want to gauge its revitalization efforts. Goals should be relevant to
your community and their needs. And your projects should be evaluated and recorded so your
community can look back on its progress. There is always room for improvement and having a record
of past projects will allow your community to see what did or did not work well.
With the vision statement in hand, distill specific goals your community has identified in connection to
the priority projects that have been identified. These goals are the basis for a work plan. Each project
needs to have a work plan in order to track its progress and ultimate outcome. When creating a
specific work plan, start with stating the overall goal. This goal, for example, could be to have an
accessible river front. To improve river access in your community, a few things may need to be done.
There may be an underutilized boat launch or your community may have buildings with their backs
facing the river. These issues could be translated into objectives such as improve river launch facilities
or encourage businesses related to river recreation along the river front. From these objectives,
priorities are set. For this example, priorities may be to construct a launch ramp or contact local
businesses to discuss business opportunities on the back side of their businesses (See Figure 5.1).
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Figure 5.1: Work Plan Flow Chart
Steps to Create a Work Plan A work plan is a document which keeps track of a project and its outcomes (See example at end of this
Tab). Each work plan should have the components included below. Key aspects include an assigned
committee who is in charge of the project, stated goals and measurements, timelines and budgets, and a
task list. The task list ensures that all project aspects are covered and held accountable to an individual
or group. As seen in the work plan example provided, the River Town Team is the acting oversight
committee and specific members or groups are held accountable for certain aspects of the project.
Project assignments can also involve volunteers and people outside the River Town Team.
A key part of any work plan is to state your project, the goal or goals, and how project success will be
measured. Projects and goals should be distilled from your community’s vision statement. In other
words, you should be able to connect any project back to a statement or understanding found in the
vision statement. The information initially filled into the work plan template should be agreed upon by
the community and should reflect the concerns and needs of your group at large.
Additional Steps
As your community begins to create a five year strategy the work plan template (included at the end of
this Tab and on the CD) will become a valuable tool. From your community’s five year plan, smaller and
more detailed yearly plans need to be created to ensure your community’s revitalization does not take
decades to complete. A possible scenario of not using work plans may include a long drawn out
revitalization process and eventually the erosion of community support and interest. Although
community revitalization should happen over time with community support and input, it’s important to
keep a realistic time line in mind and have projects completed that the community can experience and
value to keep the revitalization effort moving forward.
PrioritiesPrioritiesObjectivesObjectivesGoalsGoals
Accessible
Riverfront
Accessible
Riverfront
Improve river launch area
Improve river launch area
Construct new launch ramp
Construct new launch ramp
Install signage for river launch Install signage
for river launch
encorage new businesses on
riverfront
encorage new businesses on
riverfront
Contact local businesses for
support
Contact local businesses for
support
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Additional Resources Work Plan Coordination & Maintenance
Pennsylvania Downtown Center
http://www.padowntown.org/programs-services/outreach-and-technical-assistance/work-plan-
coordination-and-maintenance
Developing Work Plans
Department of Education and Early Childhood Development
http://www.education.vic.gov.au/school/principals/community/Pages/partnershipdevelop.aspx
Developing and Organizing a Work Plan
Indianapolis Neighborhood Resource Center
www.inrc.org/Assets/docs/workbook/3_workplan.pdf
A Step by Step Process for Strategic Planning (process is applicable to any project)
Strategic Plan Builder, LLC
http://www.strategicplantool.com/Tool.htm
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Figure 5.2: Example Work Plan Table and format adapted from Pennsylvania Downtown Center (PDC)
River Town Program
Committee: River Access Team Goal: Create more a more accessible riverfront Project: River Launch Date: March 1, 2013 Budget: Project lead: River Town Team Measurement
1:
Construct concrete ramp for river access
2:
Increase river use by 50%
3:
Have 3 positive media mentions
(Note: these tasks are just for the initial step in the process.)
TASK: Public Meeting Start End
Goal /
Outcome
Projected
$
Actual
$ Funding Sources Responsible Comments
Contact local organizations for support
3/13 4/13 Enlist 10 new sponsors
0 0 River Town team
Photograph potential access area
3/1/13 3/10/13 Catalog existing conditions
0 0 River Town team
Contact local high school for potential interested student groups
3/10/13 4/1/13 Engage at least one youth group in the project
0 0 Robert Nature club will attend meeting
Compile list of media contacts, deadlines, etc.
3/10/13 3/17/13 Timeline set for advertising
0 0 Barbara Share with Susan ASAP
Contact meeting venues, create announcements, prepare photo displays.
4/1/13 4/10/13 Posters ready for announcing meeting.
$500 0 Staples printing donation
Susan, Donald and Trudy
Send thank you.
Media contacted 4/11/13 4/13/13 Announcement $300 $248 General Fund Barbara
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Hold community information meeting
4/25/13 4/30/13 Record public interests and concerns.
0 0 Fire Company donated use of meeting hall.
River Town team
Send thank you.
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Committee:
Goal:
Project:
Date:
Budget:
Project lead:
Measurement 1:
2:
3:
Start End Projected $ Actual $ Responsible CommentsTASK LIST
River Town Program
TOTAL
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Chapter 6: Project Implementation
Introduction
There are many funding options available for your community. This section covers some of the more
well-known funding sources that are offered by the state and federal government. In addition, there is
also information about other fundraising efforts that can make your community’s vision come to life.
Some of these traditional fundraising efforts include pledge cards, community events, and finding
community partners (such as local businesses).
Local Fundraising
Depending on the size and scope of your project, you may be able to raise all the funding and resources
needed within your local community. However, regardless of the size of your project, getting local buy-
in and pledges of support will be critical to the success of your project. Even when grant funding is
available from foundations or governmental sources, local cash match is often required. Local support
not only shows prospective funders that your community is invested in the project, it also helps
residents and businesses to have a sense of ownership in the project – which provides benefits long after
the dollars have been spent.
Remember the top reason that people give a contribution is because they were asked! The second
reason is that they believe in the work you are doing.
Below are some ideas for ways to help garner support for your project.
Conceptual Illustrations of Project
A picture is worth a thousand words. Having conceptual illustrations of the final project will help
potential donors understand what you are asking them to invest in. These illustrations can be
used in project profiles, displays, PowerPoint presentations, and grant requests.
Project Profile
A good way to start your fundraising efforts is by creating a project profile (see examples at the
end of this tab). Think of the project profile as an investment prospectus that you will give to
potential investors and donors. It should:
describe your project
state the project goals, objectives and benefits
include conceptual illustrations of the final project
list the steps to implement the project
describe the resources needed
acknowledge local sponsors and donors
Presentation to Civic Organizations
Some of your best allies and potential donors will be the civic organizations and churches that
already exist in your community. The members of these organizations are people that give of
their time to make positive change. It is best to engage representatives of these organizations in
your River Town Team and visioning process from the start. When you have a specific project
you are advancing, reach out to the entire membership of these organizations with
presentations about your project. Clearly explain how an investment in your project is an
investment in a better community.
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Face to Face Meetings with Potential Donors
As mentioned above, the top reasons people make charitable contributions is because they
were asked and they believe in your cause. Another fundraising truism is that people give to
people they know. Get community leaders that are well known in your town involved in your
fundraising campaign as solicitors. Have them make a list of their contacts that would have an
interest in your project. Prepare your solicitors for making face to face meetings with their
contacts where they will explain the project and ask for support.
Fundraising Letters
Draft a fundraising letter that explains your project and its benefits to potential donors. Ask
your civic organizations if they will mail this to their members. Find other sources of names and
addresses of prospective donors and send this letter to them along with a pledge card.
Pledge Cards
Creating a simple pledge card like the one at the end of this tab is a way to ask for a
commitment of support at the time you meet with a potential donor. They can also be included
in fundraising letters.
Fundraising Events
If you have people that like to organize events, a fundraising event may be a way to raise money
and increase the visibility of your project. One caution is that you need to plan the event
carefully to ensure that you do not spend more money on the event than you take in. One way
to control costs is to solicit in-kind donations and event sponsorships. Before undertaking an
event, create an event committee of dedicated volunteers so that all the work of planning and
conducting the event doesn’t fall on just a few people.
The type of event you choose should reflect the same values that are the basis of your project.
You could put on a 5k run, a historic home tour, or work with downtown merchants on events
in your downtown business district. Your imagination sets your limit.
State Level Funding Programs
There are various state level funding options available for your community. This section covers some of
the more well-known funding sources that are offered by the state government.
Peer to Peer Technical Assistance Program
Peer-to Peer grants are awarded to help municipalities improve their park, recreation and
conservation services through a collaborative process. Projects are accomplished through
contracts with experienced park, recreation and conservation professionals from nearby
communities who will work closely with local leaders. Examples may include projects that form
new intergovernmental recreation and park agencies - which is a high priority for the
Department of Conservation and Natural Resources (DCNR); improving management of a
specific facility like a community center, trail or pool; conducting an overall management
assessment of an agency’s park and recreation services; park and recreation board training and
development, etc. This program has recently expanded to include technical assistance to river
towns. http://www.dcnr.state.pa.us/cs/groups/public/documents/document/dcnr_017038.pdf
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Keystone Communities Program (KC)
The Keystone Communities (KC) Program’s new approach offers four designation types and
four grant types that can be independently awarded. These four programs include the following:
Main Street Program, Elm Street Program, Enterprise Zone Program, and the Keystone
Community Designation Program. An applicant for a planning grant, a development grant, or
accessible housing funding does not have to first seek (or ultimately be seeking) a designation
status in one of these programs. Any community may apply and receive designation or grant
funding in whatever order the community deems appropriate depending on its local needs and
circumstances.
The KC Program is designed to encourage the creation of partnerships between the
governmental (public) and private (non-governmental) sectors in the communities that jointly
support local initiatives such as the growth and stability of neighborhoods and communities;
social and economic diversity; and a strong and secure quality of life. The Department of
Community and Economic Development (DCED) strongly encourages community-based
organizations, public agencies, business leaders, private developers, financial institutions, and
private citizens to work in partnership with local government to develop a comprehensive
approach to address community development and housing needs. These partnerships can and
will create more attractive places to live, and will encourage business and job expansion and
retention in Pennsylvania.
http://www.newpa.com/sites/default/files/uploads/Community_Affairs_And_Development/Keyst
one_Communities/KeystoneCommunities_Guidelines-2011.pdf
Main Street Program
The Keystone Main Street Designation is one of two types: a single municipality implementing
the Four Point Approach in one downtown, or two or more municipalities partnering to
implement the Four Point Approach in two or more downtowns (within a specific geographic
region). Notably, DCED has added a fifth point - organizational sustainability – to the National
Trust Model. This point can be satisfied by identifying and documenting a sustainable funding
stream that will employ the full time manager for either type of Main Street Designation.
Benefits of the Main Street Program include the following:
Technical assistance and training for the Main Street manager, the local board and
committee members through the Department’s consultant in all areas of planning and
implementation of the Main Street Program.
Networking opportunities with other Pennsylvania Regional Main Street grantees.
Eligible to apply for and to receive an Implementation grant.
Eligible to receive an initial Keystone Façade Grant for up to $50,000 for year one.
Eligible to receive additional grants of $50,000 each over the designation period (five
consecutive years), provided there is a documented demand for the funds and the Main
Street organization is able to demonstrate the expenditure of prior awarded façade
funds.
Priority consideration for Keystone Communities Development Project funding.
Businesses located within the designated downtown are eligible to apply for 25%
Enterprise Zone Tax Credits under the Neighborhood Assistance Program.
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Elm Street Program
The Keystone Elm Street Designation encourages communities to integrate a Main Street or
downtown revitalization program with a neighborhood renewal strategy for a residential
neighborhood adjacent to the commercial district. This program utilizing the Elm Street Five
Point Approach is designed to provide assistance and resources to those mixed use residential
areas in proximity to central business districts to further enhance the downtown area and to
improve the viability of older neighborhoods. Notably, DCED has added a sixth point -
organizational sustainability. This point can be satisfied by identifying and documenting a
sustainable funding stream that will employ the full time manager for the Keystone Elm Street
Designation.
Benefits of being having an Elm Street neighborhood include the following:
Technical assistance and training for the Elm Street manager, the local board and
committee members through the Department’s consultant in all areas of planning and
implementation of the Elm Street Program
Networking opportunities with other Pennsylvania Elm Street grantees
Eligible to apply for and to receive an Implementation grant
Priority consideration for Keystone Communities Development Grant funding
Keystone Communities Enterprise Zone (EZP)
The Keystone Communities Enterprise Zone Designation Program (EZP) addresses the
deteriorated, distressed and blighted industrial and manufacturing areas within a specific
designated area. The purpose of the program is to improve standards of living by revitalizing
these areas, attracting new businesses to the area, and creating job opportunities. Keystone
Enterprise Zone Communities must establish a Five-Year Strategic plan, consistent with these
guidelines and demonstrate financial sustainability by identifying and documenting the funding
stream that will employ the full time Enterprise Zone coordinator.
Benefits of this program include the following:
Priority consideration for other DCED grants and business development loan funds
Eligible businesses located within the zone may apply for Enterprise Zone Revolving
Loan Fund grants for up to $350,000 per project during the designation period
Eligible businesses located within the zone may apply for 25% Enterprise Zone Tax
Credits under the Neighborhood Assistance Program
Eligible businesses located within the zone receive priority consideration when bidding
on state government contracts
Eligible to apply for and receive an Implementation Grant.
Keystone Community Designation Program
The Keystone Community Program provides a designation for communities wishing to
undertake an alternative approach to revitalization that may include one or more of the aspects
of the Main Street, the Elm Street or the Enterprise Zone approaches as defined above.
The applicant must present a specific Five-Year Strategy to DCED that is consistent with
program activities. Financial sustainability of the local organization is required and can be
demonstrated by the employment of a full-time manager or coordinator who spends at least
60% of his/her time implementing the Five-Year Strategy (with the balance of time spent on
other related projects/activities).
80
Benefits of this program include the following:
Technical assistance and training for a manager, and local board and committee
members if undertaking a Main Street or Elm Street effort, in all areas of planning and
implementation
Networking opportunities with other Pennsylvania designation managers; eligible to
apply for an Implementation Grant on a case by case basis;
Priority consideration for Keystone Communities Development Grant funding if
connected to a Main Street or Elm Street physical improvement
Businesses and other organizations located within the boundaries of the designation are
eligible to apply for 25% Enterprise Zone Tax Credits under the Neighborhood
Assistance Program. These tax credits can be applied against most state business taxes
for the value of improvements made to properties.
Discovered and Developed in PA Program (D2PA)
The Discovered in Pennsylvania, Developed in Pennsylvania program is devoted to increasing
economic opportunity in the Commonwealth by seeding innovative ideas that promote
entrepreneurship, technology transfer, business outreach, and increased capacity. This program
favors groups that are focused on economic revitalization. In addition, funds from this program
can be used for marketing and education initiatives for within your community. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/discovered-and-developed-
pa-program-d2pa
Greenways, Trails and Recreation Program (GTRP)
Act 13 of 2012 establishes the Marcellus Legacy Fund and allocates funds to the Commonwealth
Financing Authority for planning, acquisition, development, rehabilitation and repair of
greenways, recreational trails, open space, parks and beautification projects using the
Greenways, Trails and Recreation Program (GTRP). Grants can range anywhere up to $250,000
but requires a local match. Communities with less than 5,000 people only need a 20% match,
while larger communities need 50%. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/greenways-trails-and-
recreation-program-gtrp
Growing Greener II
Growing Greener II provides Main Street and Downtown Redevelopment Grants to
municipalities and nonprofits to help a community's downtown redevelopment effort, focusing
on the improvement of downtown sites and buildings. The eligible projects may include
approaches that assist in business development and/or public improvements in core
communities. The grant amount can vary but most range between $250,000 and $500,000. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/growing-greener-ii
Industrial Sites Reuse Program (ISRP)
Grant and low-interest loan financing to perform environmental site assessment and
remediation work at former industrial sites. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/industrial-sites-reuse-
program-isrp
Watershed Restoration and Protection Program (WRPP)
Act 13 of 2012 establishes the Marcellus Legacy Fund and allocates funds to the Commonwealth
Financing Authority for watershed restoration and protection projects. The overall goal of the
Watershed Restoration and Protection Program (WRPP) is to restore, and maintain restored
stream reaches impaired by the uncontrolled discharge of nonpoint source polluted runoff, and
81
ultimately to remove these streams from the Department of Environmental Protection’s
Impaired Waters list. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/watershed-restoration-and-
protection-program-wrpp
Neighborhood Assistance Program (NAP)
Tax credit program to encourage businesses to invest in projects which improved distressed
areas. A project must serve distressed areas or support neighborhood conservation. Projects
must fall under one of the following categories: affordable housing programs, community
services, crime prevention, education, job training or neighborhood assistance. http://www.newpa.com/find-and-apply-for-funding/funding-and-program-finder/nap2013
Anchor Building Program
The Anchor Building Program, funded by DCED provides grant and grant-to-loan funds to
restore historic buildings that reflect a unique community history. Communities or
organizations that secure an Anchor Building grant can receive the money as a grant then loan
the money to interested parties within the community with a low interest rate. The “Anchor
Building Fund” is designed to stimulate new and emerging business investment within or in
proximity to “Anchor Building” projects.
DCED give priority to buildings in eligible communities that exceed 10,000 square feet, are
underutilized or vacant, and are considered historically and/or culturally important to the
community. The grants can be awarded to local municipal governments, redevelopment
authorities, and certain Main Street programs that are financially and organizationally stable.
Grant amounts can vary up to a maximum of $250,000. More information can be found at
the following website: http://infoassist.panpha.org/docushare/dsweb/Get/Document-
13221/Communities%20Program%20Guidelines.pdf
Hometown Streets/Safe Routes to School
The Hometown Streets/Safe Routes to School Program is an offshoot of the federal
Transportation Enhancement (TE) program in Pennsylvania. This initiative focuses funds on
projects that help revitalize existing communities (Hometown Streets Program) and on projects
that improve walking routes to elementary and secondary schools (Safe Routes to School
Program).
Ten percent of the funding distributed to states through the federal Surface Transportation
Program is set-aside for the Transportation Enhancements Program. Funding from this program
focuses on projects that are often outside the realm of standard highway or transit
improvements such as bicycle facilities, pedestrian and bicycle safety and education activities,
streetscape improvements, and acquisition of historic sites and commercial buildings. http://www.newpa.com/sites/default/files/uploads/CommunityRevitalization_Ebook_FNL.pdf
Useful References and Sample Plans
Lancaster, PA green infrastructure plans
http://www.co.lancaster.pa.us/toolbox/cwp/view.asp?q=617221
http://www.saveitlancaster.com/resources/green-infrastructure-plan/
Tactics for Effective Community Projects
http://walksteps.org/tactics-categories/
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Potential Partners and Support Agencies - County Conservation Districts (http://pacd.org/your-district/find-your-district/)
- Department of Community and Economic Development (http://www.newpa.com/community/)
- National Park Service Chesapeake Bay Gateways Network (http://www.baygateways.net/grants.cfm)
- Penn State Cooperative Extension www.extension.psu.edu
- Pennsylvania Department of Conservation and Natural Resources
(http://www.dcnr.state.pa.us/brc/aboutus/)
- Pennsylvania Downtown Center (http://www.padowntown.org/about/contact-us)
- Pennsylvania Fish and Boat Commission (http://fishandboat.com/grants.htm)
- Pennsylvania Historical and Museum Commission
(http://www.portal.state.pa.us/portal/server.pt/community/phmc_home/1426)
- PENNVEST( http://www.pennvest.state.pa.us/portal/server.pt/community/about_us/9320)
- PA Department of Environmental Protection www.depweb.state.pa.us
- Pennsylvania Environmental Council - www.pecpa.org
- Pennsylvania Land Trust Association – conserveland.org
- U.S. Environmental Protection Agency www.epa.gov
- Local Colleges and Universities – river related research projects and/or interns make great partners
- Hospitals and Medical Groups
- Trail and Recreation Groups
- Sportsmen’s Groups (fishing, trapping, hunting)
- Lions, Rotary and Garden Clubs
- Local and Regional Foundations
- Private Individuals and Businesses
- Penn State Cooperative Extension www.extension.psu.edu
- PA Department of Environmental Protection www.depweb.state.pa.us
- Pennsylvania Environmental Council www.pecpa.org
- Pennsylvania Land Trust Association conserveland.org
- U.S. Environmental Protection Agency www.epa.gov
Details of Specific Partners and/or Programs If the following entities have missions and programs that align with the goals of your community, it is
highly recommended that you get familiar with these entities and their programs, and establish working
relationships with their local representatives. Successful funding of projects will require balanced phased
projects that seek funding from a variety of sources - leveraging varied sources that can be used to
match one another – thereby reducing the financial impact to the local residents.
This list represents partners not only for funding, but for the continued support in terms of
programming, planning and project development. Year-to-year funding streams are subject to change
and program focuses will shift. For this reason it is essential to develop relationships with local
representatives, and maintain contact to keep them apprised of on-going efforts. This is a key
component of building consensus for your project and fostering successful, long-term partnerships for
achieving implementation success.
Alliance for the Chesapeake Bay: The Alliance has a focus on collaboration to address issues that affect
the Bay and its streams and rivers; to engage, educate, partner and inspire by working with other
organizations, communities, businesses and individuals. Focus includes on-the-ground restoration
activity including their ‘BayScaping’ program, ‘Forestry for the Bay’, riparian planting restorations, and
establishing Stormwater Audit programs. Donna Morelli, Director of PA Office (717) 737-8622.
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Chesapeake Bay Gateways Network (CBGN): Operating within the National Park Service, CBGN
promotes and develops experiences that celebrate the diversity of the Chesapeake Bay through the
Chesapeake Bay Gateways Network – a system of over 160 parks, refuges, museums, historic
communities and water trails in the Bay watershed. Each of these sites tells a piece of the vast
Chesapeake story. For a comprehensive guide to the Gateways Network, visit
http://www.nps.gov/cbpo/index.htm
Chesapeake Bay Gateways and Watertrails Network (CBGN) financial assistance awards are intended
to assist projects at designated Gateways. Awards assist designated Gateways in implementing high-
quality public access, stewardship and interpretive and educational projects that advance the following
Network goals:
provide public access to special places and resources within the watershed
help people understand the Chesapeake Bay Watershed through its special places and stories
enhance conservation stewardship and motivate people to support Bay restoration efforts
Recent CBGN grant cycles funded varied projects including stewardship and conservation efforts, water
trail planning and development, education, and historic interpretation. Current funding is limited to
projects that relate to national trails in the Chesapeake Bay watershed. In 2010, the National Park
Service (NPS) ONLY accepted financial assistance applications for projects at Gateways that advance the
development of the Captain John Smith Chesapeake National Historic Trail (CAJO), Potomac Heritage
National Scenic Trail (PHNST), Star-Spangled Banner National Historic Trail (STSP), and/or national
recreational trails within the Chesapeake Bay watershed (i.e. Susquehanna River Water Trail).
The Chesapeake Bay Foundation (CBF): has a mission to Save the Bay, and keep it saved, as defined by
reaching a 70 on CBF's Health Index. CBF’s vision is that the Chesapeake Bay and its tributary rivers,
broadly recognized as a national treasure, will be highly productive and in good health as measured by
established water quality standards. The result will be clear water, free of impacts from toxic
contaminants, and with healthy oxygen levels. Riparian buffers that serve as natural filters on both the
land and in the water will provide resilience to the entire Chesapeake Bay system and serve as valuable habitat for both terrestrial and aquatic life. http://www.cbf.org/page.aspx?pid=387.
Pennsylvania Department of Conservation and Natural Resources (PaDCNR): PaDCNR provides
advisory and funding support through variety of programs including the following:
C2P2 Community Recreation and Conservation: These grants fund municipalities & nonprofit
organizations to plan for, acquire, develop &/or rehabilitate public park, recreation, open space,
greenway, trail & conservation areas & facilities. Grants are due in mid-April.
https://www.grants.dcnr.state.pa.us/LearnMore.aspx?GrantProgramId=19
DCNR C2P2 Pennsylvania Recreational Trails: These grants help develop & maintain
recreational trails & trail related facilities for motorized & non-motorized recreational trail use,
& to purchase equipment for those purposes. Eligible applicants include federal & state agencies,
local governments & nonprofit & for profit organizations. Match requirements are a minimum of
20% from the applicant. Grants are due in mid-April.
https://www.grants.dcnr.state.pa.us/LearnMore.aspx?GrantProgramId=20
DCNR C2P2 Technical Assistance: Grants to develop/promote/conduct training/education
programs; prepare & distribute technical assistance/education manuals/brochures/videos or
otherwise provide for training & education of professionals & the general public on local, county,
regional or statewide issues concerning recreation, park, conservation, natural areas, open
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space, greenways & trails. Grants are due in mid-April.
https://www.grants.dcnr.state.pa.us/LearnMore.aspx?GrantProgramId=26
DCNR (C2P2): Peer-to-Peer Program: Peer-to-Peer grants are awarded to help municipalities
improve their park, recreation and conservation services through a collaborative process.
Projects are accomplished through contracts with experienced park, recreation and
conservation professionals from nearby communities who will work closely with local leaders.
Examples may include projects that form new intergovernmental recreation and park agencies
(which is a high priority for DCNR); improving management of a specific facility like a
community center, trail or pool; conducting an overall management assessment of an agency’s
park and recreation services; park and recreation board training and development, etc. This
program has recently expanded to include technical assistance to river towns. The applicant
must provide at least a ten percent (10%) local cash match. Non-cash match is not accepted for
Peer-to-Peer projects.
https://www.grants.dcnr.state.pa.us/LearnMore.aspx?GrantProgramId=75
Federal Transportation Enhancements: Transportation Enhancements were included in the Intermodal
Surface Transportation Efficiency Act (ISTEA) in 1991 to provide funding for a broad array of projects
designed to “maximize the potential of transportation to invigorate communities.” These funds could be
applied to design and development of park improvements that relate to surface transportation, including
rehabilitation of transportation structures such as canals, non-motorized trails, telling the ‘transportation
history story’ using the Susquehanna River, etc.
Environmental Protection Agency (EPA): includes grants for environmental education, sustainable rural
development, and green infrastructure that links land use and water. The Bay Program has several
different grants available throughout the year for projects in the Chesapeake Bay watershed.
http://www.epa.gov/
Community Development Block Grant (CDBG): technical assistance for federal designated municipalities
for any type of community development (i.e. universal accessibility, safe walking/trails, etc.)
http://portal.hud.gov/hudportal/HUD?src=/program_offices/comm_planning/communitydevelopment/pro
grams
U.S. Fish and Wildlife Service Conservation Planning Assistance (USFWS): Pennsylvania has a Partners
for Fish and Wildlife Program that can assist schools with wetland, stream, riparian or grassland habitat
projects. USFWS Pennsylvania Field Office, State College, PA, (814) 234-4090.
http://www.fws.gov/habitatconservation/cpa.html
Natural Resource Conservation Service, Wildlife Habitat Incentive Program (WHIP) (Federal funds):
This is a US Department of Agriculture program administered through county Soil Conservation District
Field Offices. The program funds up to 75% of costs for grassland, wetland or reforestation projects.
Visit the Wildlife Habitat Incentive Program page:
http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/financial/whip/
Pennsylvania Fish and Boat Commission (PFBC):
The PFBC has several programs that could assist be applied to the Fort Halifax Park. The Technical
Assistance Program (TAP) provides site assessment/evaluation, design, and project oversight for stream
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bank stabilization projects that also create habitat for aquatic species. Contact: Tyler Neimond, PA Fish
& Boat Commission Habitat Manager, [email protected]. Additionally, planning and development
grants are available for developing a canoe/kayak access to the Susquehanna River (Water Trail); this site
is located within an area currently targeted by the PFBC for additional river access development.
http://www.fish.state.pa.us/mpag1.htm
PennDOT: State Funds are set aside to support projects that exhibit Smart Transportation principles
through the Pennsylvania Community Transportation Initiative (PCTI) program and is currently soliciting
applications for this funding. Each eligible project may receive funds for the pre-construction and
construction phases. Additional information regarding the program, including the PCTI application and
guidebook can be accessed at: www.smart-transportation.com/pcti.html (this website also lists projects
previously funded through the PCTI program).
http://www.dot.state.pa.us/internet/web.nsf/PennDOTHomepage?OpenFrameSet
PENNVEST: The Pennsylvania Infrastructure Investment Authority (PENNVEST) supports various Green
projects including the installation of porous pavement, green roofs, and other approaches to managing
wet-weather runoff. Street tree and urban forestry programs, installation of riparian buffers and
wetlands, downspout disconnection programs to eliminate storm water from combined sewer systems,
and nutrient credit trading. (PENNVEST serves as central counterparty and clearinghouse for auction
transactions. Credit buyers and sellers will be contracting with PENNVEST thereby reducing risk for
buyers and sellers, which in turn should help create a stable nutrient credit trading market in
Pennsylvania.) For regional assistance (717) 783-8618.
http://www.portal.state.pa.us/portal/server.pt/community/about_us/9320
Pennsylvania Department of Environmental Protection (PaDEP): The Environmental Education Grants
Program provides funds for curriculum development and enhancement. Phone: (717) 772-1828.
http://www.depweb.state.pa.us/portal/server.pt/community/dep_home/5968
Pennsylvania Historical and Museum Commission (PHMC): The PHMC is the official historical agency of
the Commonwealth of Pennsylvania, offering both technical guidance and development funding through
many programs. The Keystone Recreation, Park and Conservation Fund provides funding for the
Keystone Historic Preservation Grant Program, which funds projects that identify, preserve, promote
and protect historic and archaeological resources. The application submission deadline is March 1, 2012.
For program information, contact Karen Arnold, program manager at (717) 783-9927 or
[email protected]. Keystone Historic Preservation Program - Application Deadline March 1, 2012.
http://www.portal.state.pa.us/portal/server.pt?open=512&mode=2&objID=1426
Department of Community and Economic Development (DCED): The Cultural Preservation Assistance
Fund provides funding to support activities that positively stimulate the local and regional economy by
promotion, sponsoring and/or operating museum programs, cultural festivals, fairs and events to
promote the local tourism industry. By enhancing quality of life factors, communities are made more
attractive to business relocation. http://www.dced.state.pa.us/systems-and-websites/
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Legislative Initiative Grants: Once referred to “Walking-Around-Money” (WAM). These grants are
available through local State Representatives and Senators and can be used to address special projects
within the respective Legislative or Senatorial Districts.
Pennsylvania Recreation and Park Society: this organization hosts a website with information about
funding resources for park and recreation programs, and provides valuable training relative to park
programming and maintenance. For more information visit: http://prps.org/
County Funds: County resources that can be applicable to river town projects include County work
release labor, Hotel Tax funds, County Economic Development Funds, and where applicable County
Gaming Funds and Act 13 Funds.
County Conservation District: District offices often have tree seedling sales that can be combined with
efforts of local environmental/conservation groups to provide riparian buffer planting and reforestation
opportunities. Districts and also play a lead role in the development of green storm water facilities and
water quality improvement projects. http://pacd.org/your-district/find-your-district/
Indiana University of Pennsylvania (IUP): the Archaeological Services of IUP is a research center based in
the Anthropology Department and the College of Humanities and Social Sciences. They provide
technical assistance to agencies as diverse as the Pennsylvania Historical and Museum Commission, the
Pennsylvania Department of Transportation, Indiana County, township planning commissions, the
Pennsylvania Department of Environmental Protection, the National Park Service, the U.S. Army Corps
of Engineers–Pittsburgh District, and the Allegheny National Forest. They are fully staffed to conduct
field and laboratory projects with personnel computers; GPS units; and geophysical instruments,
including Ground Penetrating Radar, magnetometers, gradiometers, magnetic susceptibility instruments,
and electrical resistivity; a Nikon Total Data Station; and Arc View and Map Info software mapping
packages. http://www.iup.edu/
Millersville University: The Archaeology program at Millersville University is dedicated to learning and
understanding the role that Lancaster County and Colonial Pennsylvania played in the context of the
larger colonial Atlantic World by way of ethical archaeological excavation, historical analysis and
documentary research. http://www.millersville.edu/academics/hmss/archaeology/index.php
Susquehanna Colloquium: A partnership of the Nature and Human Communities Initiative and the
Susquehanna River Heartland Coalition for Environmental Studies; they research, document and share
the region’s cultural and environmental heritage. Current projects include: submitting a proposal to the
National Park Service to extend the John Smith National Chesapeake Waterways Trail to Cooperstown,
NY; “Stories of the Susquehanna Valley,” a multi-media educational series about the history of the
Susquehanna Valley; and oral histories of Native American heritage. Katie Faull (Bucknell Professor of
German and Humanities), Alf Siewers (Bucknell University English Professor), David Minderhout
(Professor Emeritus of Anthropology, Bloomsburg University).
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Albert Schweitzer Environmental Youth Award (Federal funds): presented annually to individuals or
groups of students between the ages of 12 and 18, who have worked in the community to effect positive
environmental change. Phone (203) 697-2741, e-mail [email protected], or write to: Albert Schweitzer
Institute for the Humanities, P. O. Box 550, Wallingford, CT 06492-0550.
Captain Planet Foundation (Federal funds): The mission of the Captain Planet Foundation is to fund and
support hands-on, environmental projects for children and youths. Our objective is to encourage
innovative programs that empower children and youth around the world to work individually and
collectively to solve environmental problems in their neighborhoods and communities.
http://captainplanetfoundation.org/
National Gardening Association (Federal funds): Each year the National Gardening Association awards
300 Youth Garden Grants that include an assortment of quality tools, seeds, garden products and more.
http://www.garden.org/
Corporations and Foundations: various private funding sources are available to apply to your project,
including corporations and foundations. Money is sometimes available through endowments, donations,
or grants.
Private Donors and Non-governmental Organizations (NGOs): Supporters of your project including
individuals, businesses, and civic groups will be important resources for moving initiatives forward and
pursuing grass roots fund raising.
Natural Biodiversity: Invasive species control is an important aspect of site conservation. The
organization Natural Biodiversity (Johnstown area) has been very successful in organizing citizens to
monitor for and remove invasive plants along riparian corridors. They have a website at
www.naturalbiodiversity.org. Another approach is to set up a Cooperative Weed Management Area
(CWMA) dedicated to controlling the population of an invasive species. For more information on
CWMA’s visit http://www.weedcenter.org/weed_mgmt_areas/wma_overview.html. There is a recently
formed group doing this type of work in the Sinnamahoning area; Jim Zoschg is the coordinator
Toyota Tapestry Grants (Federal funds): Offer grants for K-12 science projects.
http://www.nsta.org/pd/tapestry/
Stewardship Partners
Appalachian Trail Conservancy is a volunteer-based organization dedicated to the preservation and
management of the natural, scenic, historic, and cultural resources associated with the Appalachian Trail,
in order to provide primitive outdoor-recreation and educational opportunities for Trail visitors.
http://www.appalachiantrail.org
Pennsylvania Land Trust Alliance (PALTA) is an umbrella organization for conservancies and land trusts
throughout the State. They can assist you with finding your local land trust, and have excellent resources
on their website. http://conserveland.org/
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Susquehanna River Trail Association has a mission to promote environmentally responsible recreation
on the Susquehanna River and its islands, encouraging resource awareness, stewardship, and
conservation. SRTA is a potential partner to ‘adopt’ river camping sites for maintenance and stewardship
within the Middle Region of the water trail. http://www.susquehannarivertrail.org
Trout Unlimited (Local Chapter) has a mission to conserve, protect and restore North America's
coldwater fisheries and their watersheds. Their vision is that…by the next generation, Trout Unlimited
will ensure that robust populations of native and wild coldwater fish once again thrive within their
North American range, so that our children can enjoy healthy fisheries in their home waters.
http://www.tu.org/
Twin Valley Conservation Group is a Charitable Organization focused on Water Resource, Wetlands
Conservation and Management. c/o Arlie Steigman 1698 Enders Rd., Halifax, PA 17032-9620.
Site Sustainability Resources
Alliance for the Chesapeake Bay, Donna Morelli, Director of PA Office (717) 737-8622
Better Models for Development in Pennsylvania, Ideas for Creating More Livable and Prosperous
Communities, by Edward T. McMahon and Shelley S. Mastran
Black Rock Sanctuary Interpretive Trail (educational), Chester Co., PA
Central Park, Doylestown, PA- Stephanie Mason, manager
Chesapeake Bay Foundation, Tom Parke, education and programming (717) 234-5550
Creating Sustainable Community Parks - http://www.dcnr.state.pa.us/brc/publications/index.aspx
Green Infrastructure, Linking Landscapes and Communities: Mark A Benedict and Edward T. McMahon
Harriet Wetherill Park, Plymouth Township, Montgomery County, PA
Milton S. Hershey School, Hershey, PA
Natural Biodiversity
PADCNR, Jessica Sprajcar | Natural Resource Program Specialist, (717) 214-7511
Duff’s Park Native Wildflowers and Trees – Westmorland Co., PA
PA Fish and Boat Commission Headquarters, Harrisburg, PA
PA Trees; http://www.patrees.org/trees-reduce-stormwater
Pennsylvania Land Choices, An Educational Guide; Pennsylvania Department of Conservation and
Natural Resources in partnership with the Pennsylvania Land Trust Association.
Pennsylvania Game Commission, planting warm season grasses and habitat enhancement.
Restoring Ecological Health to Your Land; Steven I. Apfelbaum and Alan Haney
TreeVitalize: http://www.treevitalize.net/RiparianBuffer.aspx
Warwick Township Parks – Dan Zimmerman, manager
Yellow Creek State Park – Ken Bisbee, Park Manager (724) 357-7913
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Project Implementation Strategy – Next Steps
Now that you have selected a priority project, it is time to set a strategy to implement it. The following
steps are offered as guidance, noting that the sequence of the process may vary.
(Note: the examples below are taken from a project proposing the floodplain restoration of two small
runs located within a Borough Park.)
1. Assess your group and your roles in this project.
Make simple statements about who you are (or interest you represent) and what you hope the
project will accomplish. This will help everyone to see what role they play in the project – and
what key persons may be missing. (for example…)
o As a neighbor, I would like to see flooding of my back yard reduced.
o As a councilman, I would like to see mowing costs reduced in the park.
o As an environmentalist, I would like to see less erosion / siltation in these streams, and
habitat for songbirds improved.
2. Set project goals and objectives for the project. Based on the statements you have created identify
outcomes that you want your project to achieve, and identify what will be done to achieve them.
Goals need to be specific and tangible. (e.g. re-grade stream banks to provide additional flood
storage capacity on Borough-owned land.)
3. Using your collective statements, create a ‘project statement’ that identifies: an existing problem,
what your project will do to provide a solution to the problem, and how you propose to accomplish
it. This will help you define what the project is and what issue will be addressed. It will also provide
a meaningful ‘purpose’ for the project which can assist you to rally public support and funding.
Re-grade stream banks to increase flood storage capacity within the Borough park, and re-
plant with native shrubs/warm season grasses/wildflowers to reduce mowing and improve
habitat for songbirds.
4. Assess your opportunities and constraints for project completion. How do your goals match up to
your resources? As a group, it is important to understand your internal strengths and weaknesses,
so you can determine who is still needed on your team to assist with implementation.
Are there opportunities and/or threats related to project completion? If so, what additional
support is needed to make this successful?
Who are the key partners in your community that can assist in getting this project
implemented? (i.e. Are there businesses/industries that would contribute? Does the
County Conservation District have a program for stream stabilization? Do local colleges
require students to perform service projects? Is there a local contractor that would be
willing to provide some in-kind service or use of equipment?)
Create a list of any new potential resources and reach out to see if they want to be a
project partner.
5. Identify a champion for your project. Considering all of the people in your community, who is in the
best position to rally support for this project? Types of support to consider include public opinion,
political, and financial support. Identify this key person, define what role you need them to play, and
when they accept the role support them in their efforts. Your Champion is not to be a workhorse
carrying the weight of the project – they are your “cheerleader”- with the right connections and
power to bring people together for this common cause.
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6. Develop a project profile/promotion sheet that you can use to communicate your project purpose
and to solicit community support. This should include:
A brief project description answering…
i. What does this project proposed to do, and where will it take place?
ii. What are the expected outcomes and benefits of the project?
iii. How much will this cost, and where will the money come from?
iv. Who will write and manage grants?
v. Who will help to raise local match money?
vi. Will the project be phased?
vii. Who will own and manage this project?
viii. When do you anticipate construction to be completed?
Acknowledgment of your partners and include donor/sponsorship benefits and recognition
received.
(show your appreciation for their contributions and maybe inspire new support)
7. Share your information with the media throughout the process. This informs your community of
your intentions, and sparks interest in what you propose to do. If the public is familiar with your
project early in its development, it may help to open doors when you are seeking partners and
financial support.
8. Develop a work plan for implementation. Start by identifying tasks that will need to be
accomplished, assign deadlines for completion, and then assign people to carry them out. Detailed
work plans help you to see what ‘step’ is dependent on another, and how if one item shifts it can re-
shuffle your entire timeline. This type of ‘Critical Path Planning’ is extremely useful for overseeing
the individual tasks and managing the overall project. (See appendix for a Work Plan Form prepared
by Pennsylvania Downtown Center (PDC)
9. List site specific work elements and develop an initial cost estimate that includes engineering design
services, permitting, materials and construction. (Municipal Engineers and/or local contractors may
be able to assist with this task.)
10. Phased implementation is often necessary for projects. Perhaps you only have funding for 60% of
the total budget… or maybe it is not feasible to have the entire area disturbed at one time. By
breaking a large project into smaller phases it can make implementation of the project more
manageable. The following are points to consider when deciding if you want to phase your project:
Understand that there is some cost savings associated with having a contractor do all of the
work at one time, as he will not have to return and re-mobilize equipment on a job site.
Each phase should represent a complete/useable project that meets your project goals and
objectives. For example, you could re-grade and re- vegetate each Run as a separate phase.
Upon completion of phase 1 you would have one Run re-graded for flood capacity
enhancement and re-vegetated with native species.
11. Research potential funding partners and programs based on the community benefits that your
project will provide. Identify grant deadlines, criteria, and scoring/ranking system. Determine who
will assemble the needed information and prepare any grant applications that you may submit.
Develop a chart of potential funding sources with grant application deadlines listed.
The following are some categories of partners/programs to consider:
County Planning Department – they may know of funding opportunities or similar projects
in neighboring municipalities where collaboration would assist both projects.
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County Conservation Districts may be able to offer technical assistance.
Chesapeake Bay Stewardship Fund and the U.S. Fish and Wildlife Service, Cooperative
Conservation Initiative or Partners for Fish & Wildlife Program support erosion reduction
and bank stabilization.
The U.S. Environmental Protection Agency has grant programs for water quality
improvement.
PA Department of Conservation and Natural Resources has grant programs supporting the
development of trails, parks, river access, tree planting and land conservation.
PennDOT has a program for bikes/trails/non-motorized transportation alternatives.
PennVEST programs support utilizing green infrastructure in communities to address water
runoff and quality issues.
The Progress Fund promotes downtown re-development and revitalization.
Pennsylvania Historical and Museum Commission protects historical resources and
promotes local/state heritage.
The Chesapeake Bay Gateways Network supports the development of river access points
and education.
Regional Visitors Bureaus and Tourism Promotion Agencies support projects that promote
the area and increase visitors.
Industries often have corporate giving programs; check websites.
Foundations can be found locally as well as through national sponsors.
Susquehanna Greenway website for additional funding sources.
http://www.susquehannagreenway.org/project-funding
12. Identify any local cash match required for completing your project and who will help to raise these
funds. Once you have set a target amount you can begin to organize a capital campaign. Start with
your project statements and anticipated benefits. What individuals or organizations do you know
with values or missions that align with your project purpose?
Create a list of people and organizations complete with contact information, and identify
anyone from your team with a personal connection.
Develop a message for your request so there is consistency throughout the campaign; this is
when your project promotion sheet will prove helpful.
Send letters of request for support, suggesting what might be purchased for various levels of
contribution. (i.e. a $100 donation will purchase one tree seedling and 2 shrubs) Assign
people to follow up with a phone call to answer any questions that people may have.
Whenever possible, make personal appearances for requests – this is especially true with
organizations, which often look for guest speakers for their monthly meetings.
Be prompt in sending thank you cards, adding a personal signature and message.
Remember to celebrate your success! Keep the media informed of your progress and acknowledge
your supporters throughout the process – even after small goals have been reached. You want to keep
team members motivated and the community to feel included in the project and be vested in its success.
Please keep the Susquehanna Greenway Partnership informed of your progress. We would like to
promote your River Town and share your success stories in our newsletter. If you need help with
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completing any of these ‘Next Steps’, contact the SGP for more information about our Technical
Assistance Program.
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Project Plans
The North Branch Canal Trail has been identified as an early-
implementation project for the Susquehanna Greenway and
would create a regional recreation asset for building healthier river
towns. The trail will provide public access along the river corridor
between Danville and Bloomsburg in a high-quality natural
environment with beautiful views of forest, fields, ridges and the
river. The trail will connect visitors to the river’s rich heritage – as
the history of transportation is written across the landscape –
with remnants of the North Branch PA Canal.
Goals
The goal of the project is to create a 10-mile trail along the route of the old Pennsylvania Canal that will:
• provide pedestrians and bicyclists a place to exercise along the Susquehanna River’s scenic landscapes
and learn about the region’s heritage
• link the communities of Danville, Catawissa and Bloomsburg
• link disconnected riverfront parks and neighborhoods
• include directional, orientation, and interpretive signage to help users enjoy the trail experience
The first phase of construction will build a trail between Danville and Catawissa. This trail will be a single-
track hiking trail – targeting use by hikers, trail runners and mountain bikers. The intent is to get people
using the trail corridor and seeking additional trail improvements in the future.
Benefits
• Businesses like to locate in communities that have a high quality of life for their employees, including outdoor recreation. The Trail will be a driver for sustainable economic development in Columbia and Montour counties.
• The Trail will enhance property values and encourage reinvestment in the downtowns and neighborhoods of Bloomsburg, Catawissa, Danville and Riverside.
• The Trail will attract tourism dollars and stimulate the growth of trail-related businesses.
• Residents will have the opportunity to lead more active and healthy lives.
• By connecting people to the natural and cultural resources along the river, they will become better stewards of their environment.
North Branch Canal Trail
PROJECT PROFILE
Connecting People to Nature
The Susquehanna Greenway is an
evolving corridor of interconnected
parks, trails, river access points,
conserved areas and river
communities, linking people to the
natural and cultural treasures of
the Susquehanna River and its West
Branch. It is nearly 500 miles in length,
making it our state’s largest greenway.
The Susquehanna Greenway balances
the needs of generations today and
tomorrow; conserves the environment
for all living things; and creates healthy
and successful communities, wide-
ranging recreation, and economic
prosperity. The Greenway celebrates
the Susquehanna River as a place of
timeless value, shared memories and
experiences – a place to use and enjoy
and to treasure always.
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For more information or to become a sponsor contact:
Trish Carothers, Executive Director,
570-522-7259
www.susquehannagreenway.org
The Susquehanna Greenway
Partnership is a leading champion for
the Susquehanna River Watershed. We
advocate for public and private efforts
to connect people with our natural
and cultural resources, and promote a
sustainable and healthy environment.
Background
Work on the North Branch Canal Trail began in 2005. A feasibility study was completed
in 2009 with partial funding from the Pennsylvania Department of Conservation and
Natural Resources (DCNR). During the last two years a property survey was completed for
the SEDA-COG Joint Rail Authority property and a land donation has been negotiated.
In the seven years of project planning – a significant amount of funding and volunteer
effort has been directed towards the project. The Montour Area Recreation Commission
(MARC), SEDA-COG and the Susquehanna Greenway Partnership are committed to
making good on the promise of the North Branch Canal Trail and seeing the project
through to completion.
Project Schedule and Costs
The following Strategic Actions have been identified to move the North Branch Canal Trail towards
implementation. We are seeking to build a broad and diverse partnership to acquire the land, perform
the necessary regulatory review and permitting, establish design guidelines, and construct the North
Branch Canal Trail.
• Real Estate Land Appraisal – ($5,000)
• National Pollution Discharge Elimination System (NPDES) Permitting for the Trail – ($12,000)
• Legal and Land Transfer Fees – ($1,000)
• Bucknell University - engineering of bridge and stream crossings (Donated In-Kind Services)
• Design / Build Trail Construction Documents - ($20,000)
• Danville Trail Head Parking, Interpretation Area and River Overlook Construction - ($35,000)
• Land Clearing, Drainage and Single-Track Trail Construction - ($175,000)
• Build local and state partnership
Funding Partners
• Pennsylvania Department of Conservation and Natural Resources
• Montour Area Recreation Commission
• Susquehanna Greenway Partnership
• Merck
• Geisinger
• Montour County
• Columbia County
• Columbia Montour Visitors Bureau
• Community Banks
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Jersey Shore Public River Access
PROJECT PROFILE
Connecting People to the West Branch Susquehanna
The Susquehanna Greenway is an
evolving corridor of interconnected
parks, trails, river access points,
conserved areas and river
communities, linking people to the
natural and cultural treasures of
the Susquehanna River and its West
Branch. It is nearly 500 miles in length,
making it our state’s largest greenway.
The Susquehanna Greenway balances
the needs of generations today and
tomorrow; conserves the environment
for all living things; and creates healthy
and successful communities, wide-
ranging recreation, and economic
prosperity. The Greenway celebrates
the Susquehanna River as a place of
timeless value, shared memories and
experiences – a place to use and enjoy
and to treasure always.
Project Description
The historic town of Jersey Shore is located within
PA Wilds along the scenic West Branch of the
Susquehanna River just downstream from the
confluence with Pine Creek. The town’s location
and identity are entwined in its river heritage, yet
there is no public access to connect with the rich
resources of the river. The Susquehanna Greenway
Partnership is working with community leaders in
Jersey Shore to develop a safe public river access that
offers recreational opportunities for boating, fishing,
swimming and sightseeing.
The West Branch Susquehanna River Water Trail is
a National Recreation Trail (NRT) and was recently
put on National Geographic’s list of Best Adventure
Destinations for 2012! This boat launch will provide
the only public access in a 17-mile section of the West
Branch Water Trail. The public access will also provide a
link to the West Branch from the Pine Creek Rail Trail that has been extended to downtown Jersey Shore.
The Pine Creek Rail Trail was named one of the top ten hiking and biking trails in the world by USA Today.
By embracing its role as a gateway for recreational and heritage tourism Jersey Shore has an opportunity
to determine its future as a vibrant and sustainable community. The river access will provide improved
visual access to the river for residents and visitors, and increase the number of people that visit the
downtown business district.
Goals
y Promote sustainable economic development through recreational and heritage tourism.
y Increase physical activity in the outdoors and personal well-being.
y Increase personal connections to the Susquehanna to foster environmental stewardship.
y Improve access to the river for firefighting equipment.
Benefits
y Residents will have the opportunity to lead more active and healthy lives. They will be drawn
to the riverfront, which will increase foot traffic in downtown Jersey Shore.
y Businesses like to locate in communities that have a high quality of life for their employees,
including outdoor recreation.
y The River Access will enhance property values, encourage reinvestment in downtown
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For more information or to become a sponsor contact:Dennis Buttorff, Mayor, Jersey [email protected]
or
Trish Carothers, Executive Director, [email protected] 570-522-7259
www.susquehannagreenway.org
The Susquehanna Greenway
Partnership is a leading champion for
the Susquehanna River Watershed. We
advocate for public and private efforts
to connect people with our natural
and cultural resources, and promote a
sustainable and healthy environment.
Jersey Shore and be a driver for sustainable economic development.
y The River Access will attract tourism dollars and stimulate the growth of tourism-related
businesses.
y By connecting people to the natural and cultural resources along the river, they will become
better stewards of the environment.
Project Plans
y Acquire land via purchase, donation, and 25-year easement/lease agreements. Complete design/
engineering/permitting needed for bidding and constructing the project.
y Prepare site by removing concrete/rebar from the river bed and invasive species on riverbanks.
y Improve access drive by widening, resurfacing, guide rail, and providing a turn-around at the bottom.
Construct a concrete boat launch including stabilized surfacing and concrete curbing.
y Stabilize riverbank with Ready Wall/piling and stone rip rap at the river’s edge to reduce erosion.
Construct a pervious stone parking lot for boat trailer parking without impacting existing public parking.
y Provide accessibility for viewing the river, and ADA compliant surfaces adjacent to the water and ADA
parking signage/pavement markings.
y Develop signs for water safety and orientation, parking, and acknowledgement of donors.
yPlant native trees and perennials/shrubs will improve habitat, reduce the quantity of stormwater runoff,
provide carbon sequestration, and shade/cool runoff before it reaches the river.
Pledged and Prospective Project Sponsors
Anadarko
C & E Containers
Chesapeake Bay Gateways Network
Chesapeake Conservancy
David Schultz
EXCO Resources (PA)
Hotel Manor Restaurant & Hotel
Jersey Shore Area Lioness Club
Jersey Shore Borough
Jersey Shore Moose Lodge 214
Jersey Shore State Bank
Jersey Shore Steel Company
Jim & Betty Allen
Klein & Rizzo Certified Public Accountants
Nittany MinitMart
Norcen Industries, Inc.
Oakes Insurance, Inc.
PA Dept. of Conservation and Natural Resources
Pennsylvania General Energy
Pete and Linda Schultz
Process Control Specialties, Inc.
Rauchtown-Nippenose Lions Club
The Raup Family in Memory of John D. Raup
Santino’s Italian Cuisine
South Avis Realty
Susquehanna Greenway Partnership
Susquehanna Trailways
The Richard R. Motter Insurance Agency
Tom and Sarah Gehret
West Pharmaceutical Services
Williamsport-Lycoming Community Foundation
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Conceptual Renderings for Jersey Shore River Access Front Street River Access - Before and After
View from Route 44 Bridge – Before and After
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Chapter 7: Celebrating Success
Introduction As your community experiences milestones such as creating a vision statement, project completions, or
organization anniversaries, it is important to take the time to recognize the volunteers, staff, and local
organizations that have helped your organization’s cause. Recognizing local volunteers and organizations
will help garner community and organizational support and participation in your revitalization efforts.
The simple fact is that people like to be recognized and people like see their community succeed.
Whether your community throws a community wide celebration or an awards ceremony, people will
see your organization as an entity that values community support and some may even feel compelled to
pitch in if they had not before.
How to Celebrate Success Locally One of the most common ways to celebrate and recognize the work of people in your community is to
hold a community celebration. The size and scope of a community celebration can vary. Some
communities may choose to have a simple award ceremony at a local park or they may choose to have a
larger event with food and activities throughout a day or entire weekend. Different events could include
a river trip, historic walking tour, parade, a 5K fun run, or even a triathlon of paddling, running and
biking. The options are endless and every community should find the celebration event that fits their
character and purposes.
Develop a working relationship with your local media, keeping them apprised of the incremental
successes that lead to project completion. This keeps the general public informed of your progress, and
acknowledges the commitments made by volunteers, donors and sponsors. Media should include TV,
radio, newspapers and electronic / social media. A great resource with guidance on promoting your
project is the DCNR Grantee Communication Kit found at:
http://www.dcnr.state.pa.us/brc/elibrary/resourcesta/index.htm
Recognizing Volunteers We all like to have a pat on the back when we get a task or project competed. When working with
volunteers, this is especially important. Giving volunteers visible appreciation needs to include
recognition of the following: the importance of the job, the quality of the performance, and the person
or group that performed the job. This doesn’t mean pouring on praise when it’s not deserved but
instead giving credit where credit is due.
Recognizing volunteers should take place when it is earned as well as in formal and informal situations.
When a volunteer or group shows great success at completing a task or project, this is a good time to
recognize their efforts. Formal and informal recognition is important too. Formal recognition is when a
person or group is presented with an award or have a celebration in their honor. Informal recognition
takes place whenever someone in a leadership role sees significant work or accomplishments and
verbally appreciates it.
There are a variety of ways to recognize volunteers. Some ways you might recognize volunteers are:
Give personal thanks or praise either on the spot or by telephone
write a note of appreciation or praise
encourage participation in team planning
celebrate outstanding individual and/or group accomplishments
have special recognition programs
recognize individuals in front of people who are important to them
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Like community celebrations, methods of recognizing volunteers can also be creative and numerous.
Your community organization may choose to adopt one of the options described in this manual or
develop their own. In any case, these celebrations or ceremonies should instill meaning and value for
your volunteers and hopefully keep them on board for the long haul.
Regional Recognition Programs River Town Awards Program (In Development)
Volunteers of the Year Awards – recognizing committed volunteers that ‘make things happen’.
Sustainability Advancement Award – acknowledgement of a river town that has taken
productive steps toward implementing green infrastructure, promoting non-motorized
transportation, or re-investing in their core community and/or downtown.
Rockin’ on the River – community recognition for actively engaging a significant percentage of
their local population with the river.
Other Resources University of Arkansas Division of Agriculture - 4-H Volunteer Leaders’ Series
http://www.uaex.edu/other_areas/publications/PDF/4HCE7.pdf
Great general overview of why you should recognize volunteers
International Students Inc. - Recognizing Volunteers in Ministry
http://www.isivolunteers.org/recognizing-volunteers.html
Contains list of volunteer recognition ideas
Pinterest – Unique Recognition Gifts and Ideas
http://pinterest.com/mgwomenoftoday/recognizing-volunteers/
Unique gifts to recognize volunteers
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Appendix
1. Detailed Steps for Becoming a Susquehanna Greenway River Town
2. River Town Resolution
3. River Town Bylaws
4. Outreach Agenda
5. Sample Meeting Agendas
6. Sign In Sheet
7. River Town Team Member Job Description
8. Sample Bylaws for River Town Organization
9. Media Contact Information Form
10. Open House Agenda
11. Small Group Facilitator’s Guide
12. DCNR Peer-to-Peer Training Manual
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Detailed Steps for Becoming a Susquehanna Greenway River Town Every river town has special qualities and circumstances that are unique to their community. The process of becoming a Susquehanna Greenway River Town (SGRT) will vary accordingly from town to town. It is with this understanding that the following information is provided, to be used as a tool to guide you through the River Town designation process.
Outreach to Communities The Susquehanna Greenway Partnership (SGP) has a goal creating a 500-mile interconnected greenway of vibrant river towns, parks, trails and conserved areas that link people to the natural and cultural resources of the Susquehanna. Our intent is to bring investment back into our core communities by making them more attractive places to live, work and play, while helping to conserve productive farmland, forests and natural resources. As a means for achieving this goal SGP and its Regional Leads provide technical assistance to river towns within the Susquehanna Greenway. Our work is focused on creating greener, more attractive and prosperous River Towns by building the capacity of community leaders to vision, plan, and construct projects that make their community more bike, pedestrian, boat and business friendly. These projects may include riverfront parks and trails, river access points, tree plantings, park or streetscape beautification, interpretive signs and promotion. We begin by talking with County Planners to learn from them about on-going planning and projects in river towns and to introduce them to the Susquehanna Greenway River Town program. Another goal of this discussion is to identify communities to be recommended as potential SGRT candidates; several key persons in each community are also identified. A meeting will then be set to bring these river town leaders and County Planning staff together to learn more about how the SGP and river towns can work together to revitalize communities and build the greenway. (see end of Tab 8 for “Outreach Agenda”) At this initial meeting the SGP will share a brief power point presentation to overview the SGRT program (see SGP flash drive for “Outreach PowerPoint”). Attendees will be asked to share information about their community, and to indicate whether they believe the river town program would be beneficial to them at this time. Copies of the following Susquehanna Greenway River Town materials will be provided (see end of Tab 1):
application form questionnaire / assessment form community leader identification form
planning documents inventory form municipal resolution
Within one week of the meeting SGP will provide attendees minutes of the meeting and follow up correspondence to share ‘next steps’ – as noted below.
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1. Getting Started
Begin by reading the Susquehanna Greenway River Town brochure and application. If this inspires you to seek formal Susquehanna Greenway River Town designation your next step is to answer the following questions:
What makes your river town special? What is your town’s story, and how does it relate to the river? What do you hope to gain by having Susquehanna Greenway River Town
designation?
Who will be your “champion” for local Greenway River Town projects? These questions are much easier to answer when discussed with key community ‘leaders’. (Leaders in this sense are the “movers and shakers” in your town, i.e. the motivated and passionate people that seem to be involved in community events and organizations.) Be sure that you include someone who represents your local government, so that they can serve as your liaison for garnering municipal support. When you have compiled a list of these key people, invite them to explore these questions over a cup of coffee or a bite to eat. As a group you are likely to discover more interesting answers, generate more interest for community improvement, and possibly recruit allies for moving forward. When your group has reached a consensus with their ideas, the Susquehanna Greenway Partnership (SGP) and the Regional Lead for your area would love to hear your answers! We will assist you in organizing a broad-base of support for your team, and provide guidance tools for organizing information. If you are interested in proceeding, the SGP will offer to make a presentation to the local governing body to introduce the program and to gauge local support. Your governing body will be asked to pass a resolution adopting the four (4) Susquehanna Greenway River Town Principles, and to make a commitment to implement two or more River Town projects or activities each year. (The resolution for becoming a Susquehanna Greenway River Town will be presented ahead of time for their review.) If there is a favorable response the process will continue to move forward.
2. Gathering Information
In addition to the general questions noted above, the SGP has developed additional tools for organizing specific information about a river town’s on-going project and current organizational capacity (see end of Tab 4 and Tab 8).
River Town Application Form Planning Document Inventory Community Leader Identification Form
These documents will record more specific information about your town, which will help both you and the SGP to better assess where you are in the process of becoming a Susquehanna Greenway River Town and if priority projects for your community have already been identified. This information should be completed by your core group of community ‘leaders’, and any new people interested in providing insight. This information should be reviewed for completeness and accuracy by a County Planner and a representative of local government.
3. Submitting the Application
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A formal application for becoming a Susquehanna Greenway River Town can be submitted when the following have been completed:
SGRT application form and the following attached documentation (see Tab 1): o Planning Document Inventory o Community Leader Identification Form (with committed team members and a
“champion” identified) o Municipal Resolution o Letters of Support
4. River Town Designation Celebration If your application is approved, your community will receive designation as a Susquehanna Greenway River Town. SGP will work with your community to develop press releases and plan a designation celebration. Your community will receive two River Town signs and will become eligible for additional technical assistance from SGP by applying Peer-to-Peer consulting grants from PA DCNR. These Peer grants are designed to assist you in planning how to accomplish your Greenway projects and help you to prepare for seeking larger grants. SGP will also work with you to promote your community on the www.susquehannagreenway.org website.
5. Community Compilation Report and Map Background information about the community will be researched and organized by the Regional Lead working with community leaders. Information will include an overall map of the community (“as seen from a hot air balloon”), a narrative about the community’s regional context, a brief historical overview, socio-economic and demographic data from the most recent census (population-, housing-, employment-, income-, people in poverty-, industry- characteristics, and economic status.) The report will be used to help inform decision making by the River Town Team.
6. River Town Meeting Series River Town Team Meeting #1 The objective of this meeting is to assess your team structure, and to have a dialogue to identify your existing community character and future potential. (See Tab 8-Appendix, for both Sample Meeting Agendas and a sample Sign-In Sheet.) The list of community ‘Leaders’ will be reviewed to determine if there is adequate diversity to properly represent the community’s character. This is a critical factor for success, since varied perspectives add depth to the SGRT team, and as ideas progress into projects it will offer you a broader base of constituents from which you can draw support. Be sure to include someone who represents your local government, as they can serve as your liaison. Team members should suggest people to balance the group, and then assign someone to follow up and invite them to the next meeting. Ideally there will be a team of 10-15 members who regularly attending meetings and are actively involved in carrying out the work of the Team.
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Someone from this list will need to serve as the “champion” for your cause – someone who passionately pursues solutions and works well with people. Being the champion does not mean that they have to shoulder the majority of work, but they will be the cheerleader to rally additional support and keep things on track with good organizational skills. The Regional Lead will present highlights from the background information and the regional context overview. Then, while gathering around the community map, everyone will discuss and locate features that impact your community:
Negative features that are unsafe or detract from the town image Elements that need to be replaced and areas with potential as points of interest
Features that represent your Town’s identity that should be promoted. Your Town’s connections to the River (existing and potential).
Once this information has been documented, a public meeting will be scheduled so that your ideas can be shared with the community-at-large for review, feedback, and additional input. This step is essential, as it will engage more people in the process, interject diverse points of view, and promote broad-based ownership and support as you move forward. This is also an excellent opportunity to identify additional people that should be included on your River Town Team. The following will be accomplished prior to adjourning Meeting #1:
Mapping of key features, with notations indicating significance to community. Methods for public notification of the meeting are identified, with people assigned
tasks for investigating associated costs, size limitations, and dates that announcements need to be completed (in order to be delivered by the appropriate date). NOTE: this may impact the earliest possible date for holding the public meeting (see Tab 8-Appendix for Media Contacts Form).
o Mail post cards (or include in sewer/water bill) o Newspaper o Radio spots/interviews o Television ‘community bulletin boards’ o Facebook and/or webpage o Church bulletins
Two potential dates and locations for the public meeting are identified (assign someone to confirm availability). Select a site that is:
o Free for public use o Accessible to all persons o Has a large meeting space, but also has the capacity for organizing several
small groups around tables o Consider public spaces other than local government buildings, as some
people may associate this as a governmental meeting and not attend. Recommendations include: School cafeteria – use this as an opportunity to engage school district
administration and students Community center Fire hall Church or social club
Public Meeting #1: Community Visioning
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The objective of this meeting is to introduce the general public to the River Town program, present the maps with the River Town Team’s initial ideas for community improvement, complete the community assessment tool, and discuss what the vision for this community should include. We will record public comments, which will be used by the Team to develop vision statements to guide community revitalization (see Tab 4 for Community Assessment Tool and Tab 8 for Open House and Public Visioning Meeting Agendas and Small Group Facilitators guide.) The Regional Lead will provide an agenda for this meeting and facilitate the presentation and large group discussion. The initial group discussion will explore…
What is your dream for our community? What would you like to see change?
What kind of community do we want to create? What do you see as the community's major issues or problems? What do you see as the community's major strengths and assets? What do you think should be the purpose of the SGRT Team? Why should these issues be addressed? What would success look like?
Having answered the questions above, attendees will break out into 4 smaller groups that focus on the following topics:
Business and Economics Downtown Community Life The Environment
The River Town Team members will assist with facilitating and recording these group discussions, using a Community Assessment tool and guidance document for facilitating the focus group discussions. Upon completion of the assessment tool the four groups will reunite and report highlights of their discussions to the larger group. Within seven (7) days of the meeting, group facilitators will summarize their notes and provide them to the Regional Lead. This information will be collated, summarized, and distributed to the River Town team by the Regional Lead, and the next River Town Team Meeting will be scheduled. River Town Team Meeting #2 The objective of this meeting is to review the public comments, set goals and develop visioning statements for revitalization. The Regional Lead will develop a draft of community goals based on information gathered to date. The SGRT Team will discuss and revise the goals as appropriate. Using these goals as a foundation, community vision statements will be drafted. These statements will be positive in nature and will provide guidance for growth and revitalization of the river town. (see Tab 3 page 8 for Model Vision Statements)
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Representatives of the SGRT Team will present these vision statements at the next public meeting of the local governing board. Feedback will be noted a reported back to the entire Team at the next meeting. Team members will each develop a list of potential projects that could help to realize the vision statements. River Town Team Meeting #3 The objective of this meeting is review individual lists of projects, field view and note comments about the key community features, and select an area of high priority. The Regional Lead and SGRT Team will walk/bike/drive around the community and talk about what they find special or what needs to be improved. As people talk about what they see as an asset or area for improvement, someone needs to be assigned to take photos of the area in discussion. These photos can then be used as a visual reference at the next meeting. At the close of the meeting the group will suggest potential projects for revitalization, and reach consensus on their highest priority area. For the next meeting the Regional Lead will develop project type codes and brief descriptions of the specific projects. The projects will be organized in a table showing the projects’ name, reference number, type, and a brief description. A conceptual map showing the potential projects’ locations will be prepared for reference. River Town Team Meeting #4 The objective of this meeting is to view the draft map and list of projects, and vote to prioritize them by project type. Projects will be reviewed by type and ranked in order of importance to the community. Then it will be important to reach consensus regarding which of the highest ranked projects should be the top priority. These decisions should reflect the public comments, goals, and vision statements established, as well as feasibility of completing the project. Once a top priority project has been selected, a list of potential partners will need to be recommended. It is important to remember that partners provide varied types of support beyond funding. Who in your community can provide:
The skill set for organizing the project Tools / equipment / operators Labor Materials Knowledge about your project
Funding support The information generated to date will be organized by the Regional Lead to provide a small narrative booklet to serve as a strategy tool for guiding the SGRT Team as they move forward. (See model strategy document)
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River Town Team Meeting #5 The objective of this meeting is to review the draft strategy plan and discuss an implementation strategy and next steps for completing the selected project. The strategy plan will be reviewed, and suggestions for revisions will be noted. The Regional Lead will be responsible for any revisions. This final document will serve as a guidance tool for advancing future revitalization projects toward implementation. Now that a priority project has been selected, the Regional Lead will assist with developing an Implementation Strategy as ‘next steps’ for project completion. You will need to recruit partners to support your project, so it is helpful to prepare a project profile sheet to communicate the following:
Project description What are the expected outcomes and benefits of the project? Who will own and manage the project? Who are the key partners that can assist with the project? What are the required work elements?
How much will the project cost? How will the project be phased into feasible components? What funding sources are available for this projects Who will write and manage grants Who will help to raise local match money
(see Tab 8-Appendix for Implementation Strategy / Next Steps) A work plan template that was developed by the Pennsylvania Downtown Center (PDC) will be presented as a useful tool for organizing and/ prioritizing tasks, setting deadlines, and balancing workload. (see form in Tab 6). The Regional Lead will give a general overview of how to complete this plan:
Begin by brainstorming tasks that need to be completed for the project to move forward. Next, people and deadlines are assigned for completion of tasks. As the process progresses some tasks are dependent upon others, so tasks will be listed in chronological order - and expect the order of tasks to shift several times during the process. This is a very helpful tool for project implementation, as it not only organizes priority tasks, but it allows everyone to see if the workload is balanced. SHARING THE WORK IS ESSENTIAL –in order to keep all people feeling useful, and to prevent others from being overloaded. By following your work plan you can track progress and monitor your success in incremental steps. This can be especially rewarding when working on large projects that take a long time to complete. Meeting these incremental goals can provide satisfaction along the way, and make large projects seem less daunting.
Public Meeting #2: Implementation Strategy and “Next Steps” The strategy plan will need to be presented to the municipality at one of their public meetings. This provides an opportunity for the community to see your progress, to build support for your project, and seek formal acceptance by the local governing body. Continue to use local media to keep the public updated on your progress, and to celebrate.
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RESOLUTION SUPPORTING DESIGNATION AS A SUSQUEHANNA GREENWAY RIVER TOWN
RESOLUTION NO. _____
WHEREAS the Borough/City/Town of ________________(insert name) has responsibilities for
planning and implementing projects that promote and develop safe and walkable communities, bike trails, community parks, river access points, recreation facilities, conservation of open space, protection of water resources, historic preservation, and the creation of sustainable economic development; and
WHEREAS the Borough/City/Town of ________________(insert name) recognizes the
Susquehanna River as one of our region’s greatest assets to attract growing businesses and improve the quality of life of residents; and
WHEREAS the Borough/City/Town of ________________(insert name) supports underlying
principles of the Susquehanna Greenway Partnership’s River Town Revitalization Program, including: Respect and work with the nature of the Susquehanna River
Connect with the River (physically, visually and spiritually) Involve people with the River and with their River Town Recognize that economic development favors River Towns; and
WHEREAS the Borough/City/Town of ________________(insert name) affirms the larger goals
of the Susquehanna Greenway River Town Revitalization Program, including: Connect people to nature, the river, community open spaces, and the
downtown by making the community more pedestrian, bike and boat friendly.
Promote civic pride by providing stewardship opportunities.
Improve community life by making sustainable decisions.
Tell your Town’s story in a way that stirs imaginations.
Meet the needs of visitors in your town so they feel welcome and choose to
return.
Engage with the Susquehanna Greenway Partnership for support of these
efforts.
NOW, THEREFORE BE IT RESOLVED THAT the ________________(insert Borough/City/Town name):
1. Desires formal designation by the Susquehanna Greenway Partnership as a Susquehanna Greenway River Town.
2. Seeks to establish and maintain mutually beneficial relationships with the Susquehanna Greenway Partnership and enhance connections to the Susquehanna River.
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3. Agrees to create or assign a “River Town Revitalization Team” comprised of community residents and municipal officials to work with SGP on green infrastructure and community revitalization projects.
4. Supports local and regional efforts to protect and improve the water quality of the
Susquehanna River, including that planning documents and governing ordinances contain provisions for sustainable land use and the protection of the River and its riparian areas.
5. Agrees to collaborate with our River Town neighbors to promote and market the
Susquehanna Greenway as an important recreational, natural and cultural resource. 6. Agrees to cooperate with the Susquehanna Greenway Partnership on the placement
and maintenance of the Susquehanna Greenway River Town signs. 7. Will work with the Susquehanna Greenway Partnership to help build and promote
the Susquehanna Greenway. DULY ADOPTED on (insert date)_______________________________________________
WITNESS: __________________________________ _________________________________ Borough Council President Secretary WITNESS: __________________________________ _________________________________ Susquehanna Greenway Partnership Secretary Board Chairperson __________________________________ _________________________________ Susquehanna Greenway Partnership Secretary Executive Director
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Sample - BYLAWS OF “YOUR RIVER TOWN”
ARTICLE I ORGANIZATION
1. Name of Organization: The name of this organization shall be “________________River
Town Team ). 2. Definition of Bylaws: These bylaws constitute the code of rules adopted by ___RTT for the
regulation and management of its affairs.
ARTICLE II PURPOSES OF THE ORGANIZATION
1. Purposes: ___RTT advocates for and implements special projects that improve community design, enhance the environment, and foster economic development in “Your Town” Borough and in the “Your Town” area. The Organization works with the Borough of “Your Town” and with allied organizations and governments to accomplish its purposes.
The specific purposes of the Organization are:
1) To stimulate community pride and facilitate civic action and municipal improvements in “Your Town” and the “Your Town” area.
2) To encourage and facilitate public-private cooperation and coordination of activities to combat community deterioration and improve the physical environment and social welfare of “Your Town” and the “Your Town” area.
3) To organize, sponsor, and coordinate activities and events which celebrate river heritage, promote “Your Town” and the “Your Town” area, enhance its image, and encourage community participation.
4) To educate and inform citizens on topics of interest and concern to “Your Town” and the “Your Town” area, and to facilitate citizen involvement in community improvement plans, programs, and projects, especially those that improve connections with the river.
5) To initiate and participate in the planning and implementation of environmental conservation, community and economic development strategies.
6) To develop projects to revitalize “Your Town” and the “Your Town” area and to preserve, restore, and enhance community heritage, environmental character, and vitality.
ARTICLE III BOARD MEMBERS
1. Definition of Board Members: The Board is the group of persons vested with control and
management of the business and affairs of the organization.
2. Appointment and Election of Members: The initial Board shall be appointed by the Borough of _________________. Thereafter, the full board shall have the power to elect Board Members by majority vote.
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3. Qualification of Board Members: The qualifications for becoming and remaining a Board Member are as follows:
1) Members must be residents of “Your Town” or the “Your Town” area, or 2) Members must be the owners of businesses, real estate, or have some other
vested interest in “Your Town” or the “Your Town” area.
4. Composition of the Board: The Board shall be representative of varied interests and constituencies and consist of no more than fifteen (15) members.
5. Terms of Board Members: All members shall be appointed for a period of one (1) year and may be re-appointed at their request by a majority vote of the Board.
6. Board Vacancies: After the members are seated, any vacancy occurring shall be filled by a majority vote of the Board. Any Board Member may nominate a candidate for membership.
ARTICLE IV OFFICERS
1. Roster of Officers: The officers of ___RTT shall be chosen from the Board Members and
shall be Chairperson, Vice Chairperson, and Secretary-Treasurer. 2. Selection of Officers: Each of the Officers shall be elected and appointed annually by the
Board Members. Each Officer will remain in office until a successor has been selected.
3. Chairperson: The Chairperson shall be the Chief Officer of the Board and shall oversee and control the affairs of the Board, preside at all meetings, and appoint all Committees. The Chairperson shall work with the Board to ensure that the priorities and initiatives of ___RTT are addressed by the Board in a timely and efficient manner.
4. Vice Chairperson: The Vice Chairperson shall become acting president of the Board in the absence of the Chairperson or in the event the Chairperson is unable to exercise the Chairperson’s duties.
5. Secretary-Treasurer: The Secretary-Treasurer shall keep the meeting and financial records of the Board.
ARTICLE V
REMOVAL OF MEMBERS AND OFFICERS
1. Termination of Board Members: Board Members shall be terminated upon receipt of written resignation or for cause detrimental to the Board as may be determined by the Board.
2. Removal Procedures: Any Member may initiate removal proceedings against another
Member. Reasons for removal shall be presented in writing to the Board at a regularly scheduled meeting. The vote to remove the Member will take place at the next regularly scheduled meeting. A two thirds vote of Board with a quorum voting shall be sufficient to remove a Member.
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3. Removal of Officers: Any Officer may be removed by two thirds vote of the Board whenever in their judgment the best interests of the Board will be served.
ARTICLE VI MEETINGS
1. Regular Board Meetings: Regular meetings of ___RTT will be held monthly on a day and
time to be determined by the Board. All regular meetings will be open to the public and include an allotted time for public input.
2. Community Meetings: At its discretion ___RTT may publicize and conduct communitywide
meetings. The purpose of such meetings shall be to inform citizens and stakeholders as to the progress of organization projects. This meeting may take the place of the regular Board meeting in the month that it occurs.
3. Special Meetings: A special meeting of the Board may be called by the Chairperson, or a number constituting a quorum of Members. Notice of the meeting shall be delivered to each member not less than forty eight (48) hours before the time of the meeting.
4. Quorum of Members: The presence in person of a simple majority of all Board members will constitute a quorum. The act of a majority of the Members present at a meeting at which a quorum is present will be the act of ___RTT .
ARTICLE VII
ORDER OF BUSINESS
1. Order of Business: At all meetings of ___RTT the order of business shall be as follows:
1) Establishment of a Quorum 2) Approval of Meeting Notes 3) Public Comments 4) Report of Chairperson 5) Reports of Standing Committees 6) Reports of Special Committees 7) Old Business 8) New Business 9) Adjournment
ARTICLE VIII COMMITTEES
1. Definition of Committees: The Board may have certain Committees each of which will consist
of one (1) or more Members. All Committees may include persons who are not Board Members of ___RTT .
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2. Appointment of Committees: The Chairperson, with Board approval, may designate and appoint Standing and Special Committees designed to transact certain business and further the goals of ___RTT . Special Committees may become Standing Committees with the consent of a simple majority of Board Members.
3. Committee Procedures: All Committees shall be responsible to and advise the Board on subject areas assigned. Meetings shall be determined by Committee Members. Committee Chairpersons shall keep and provide meeting records to Board Members upon request. Each Special and Standing Committee shall report to the Board at all regularly scheduled meetings.
ARTICLE IX
AMENDMENTS
1. Modification of Bylaws: These bylaws may be altered, amended, repealed, or added to by an affirmative vote of a majority of the Members of ___RTT , provided there has been a reading of the proposed amendments at the prior Board meeting. Written notification of the proposed amendment(s) shall be sent to all Board Members at that time.
ADOPTION OF BYLAWS
Adopted by “Your Town” Revitalization on ________________________________ At________________________, Pennsylvania.
“YOUR TOWN” REVITALIZATION
Chairperson
Secretary-Treasurer
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MEETING AGENDA ________ County Outreach Susquehanna Greenway Partnership River Town Initiative Location Information Sharing Meeting Date 1. Welcome and Introductions ............................................................................... Regional Lead
2. Susquehanna Greenway Mission ................................................................... Trish Carothers
3. The Susquehanna Greenway River Town Initiative ....................................... Regional Lead
Benefits of being a Susquehanna Greenway River Town River Town Application Process River Town Assessment River Town Resolution
4. Building Community Capacity for River Town Development ................... Regional Lead
Defining a River Town Team Community Visioning, Goals, and Objectives
1. What does it mean to be a Gateway to the Susquehanna Greenway Experiences?
2. Influence on Main Street and River Town Business Development Project Identification, Prioritization, Scoping, Partnerships, Funding
5. Comments and Questions ........................................................................................ Discussion
How could this program be beneficial to your community? What do you see as priority projects within the Greenway? How does this align with the County Act 13 Program? What have we missed?
6. Adjourn
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Green Infrastructure Meeting #1 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
2. What is Green Infrastructure & What Does it Look Like? .......... Regional Lead
3. Why Should I Care About Green Infrastructure? ...................... Regional Lead
General Benefits
Significance to a River Town
4. Who do We Need to Include in this Conversation? .............. Group Discussion
5. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Meeting #2 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
2. Review Draft Map of Projects ................................................. Regional Lead
3. Walking/Driving Tour to View Project Sites ......................... Group Discussion
4. Organize an Open House to Share Ideas ................................. Regional Lead
When and Where?
How Will We Let People Know? (Media handout)
5. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Meeting #3 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
2. Review of Public Comments ...................... Regional Lead & Group Discussion
3. Suggestions for Project Additions/Revisions ........................ Group Discussion
4. Prioritize and Rank Green Infrastructure Projects ...................... Regional Lead
5. Reach Agreement on First Priority Project ........................... Group Discussion
6. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Meeting #4 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
2. Field Trip to Project Site ......................................................... Regional Lead
What Challenges / Opportunities do we see?
What to Remove, Replace, Improve, or Add?
Any Concerns?
3. Organize an Open House to Share Project Idea .................. Group Discussion
When and Where?
How Will We Let People Know? (Media handout)
4. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Meeting #5 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
(Follow Generic Project Implementation Strategy – ‘Next Steps’)
2. Set Goals and Define Roles (Steps 1-2) .................................... Regional Lead
3. Develop a Project Purpose Statement (Step 3) .................... Group Discussion
4. Identify any Threats to the Project (Steps 4-5) .................... Group Discussion
Assess Team Strengths / Weaknesses
Who is Else is Needed to Make this Project a Success?
5. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Meeting #6 Agenda The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions .............................................. Local Representative
2. Review Implementation Strategy .................. Regional Lead/Group Discussion
Create and Action Plan for your Next Step
(see Sample Work Plan)
3. Organize an Open House to Update Progress and Build Support
Host before a municipal meeting
Confirm Meeting Date, Time, Place
How will you inform the public? (see Media Handout)
4. Adjourn/ Next Meeting Date ......................................... Local Representative
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Green Infrastructure Open House The “Your Town” River Town Team Susquehanna Greenway Revitalizing River Towns Initiative
Meeting Location: Date: Time: Agenda: 1. Welcome / Introductions…………………………...Local Representative
2. Overview of Green Infrastructure……………………… Regional Lead
3. The Significance and Benefits of Green Infrastructure to a River Town
……………………………………………………………Regional Lead
4. Initial Ideas of the River Town Team … Regional Lead & Team Members
5. Suggestions, Comments & Questions…………………Group Discussion
6. Invitation to Join the Team / Next Meeting Date…. Local Representative
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Team Meeting #____ Date: ___________________
Susquehanna Greenway River Town Initiative Location: _________________
Name & Organization Address Phone Email
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Media Contact Information
Newspaper #1: _________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Newspaper #2: _________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Radio Station #1:________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date/interview: ________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Radio Station #2:________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date/interview: ________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Television Station #1: ____________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
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Media Contact Information
Television Station #2: ____________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Webpage: _____________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Facebook Account: ______________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Other: ________________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
Other: ________________________________________________________________________ Contact Name: _________________________________________________________________ Phone: ________________________________________________________________________ Fax / e-mail: ___________________________________________________________________ Submission date: ________________________________________________________________ Cost: _________________________________________________________________________
Assigned to: ___________________________________________________________________
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DCNR Peer Grant Program Bureau of Recreation and Conservation
Peer Consultant Training Manual
July 2013
www.dcnr.state.pa.us/brc/elibrary/index/htm
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Table of Contents
Purpose of the DCNR Peer Grant Program 3
Historical Development of the DCNR Peer Grant Program 4
Peer Grant Program Basic Requirements 5
Peer Grant Approval Process 6
DCNR and Grantee Roles and Responsibilities 7
Peer Consultant Responsibilities, Roles and Keys to Success 9
Peer Contractual Issues 12
Public Engagement Process 14
Appendix A: Peer Grant Guidelines 17
Appendix B: Partnership Grant Administrative Instructions 23
Appendix C: Peer Consultant Agreement and Nondiscrimination/Sexual
Harassment Clause 29
Appendix D: Sample Budget, Timeline and Scope of Work 33
Appendix E: Public Participation Guide 38
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Purpose of the DCNR Peer Grant Program
The Peer Grant Program is a consulting technical assistance service coordinated by Bureau staff. The peer consultant, typically a park and recreation practitioner or conservation professional, is hired to help a municipality solve an existing problem or improve services in a specific area.
This service provides the grantee with the management-related technical services of an experienced professional who has extensive training, knowledge and experience in the issues related to the project. When the consultation is completed, the municipality will be provided with a course of action, a set of recommendations to help address the problem studied, and encouraged to consider and implement these recommendations. The final product will include a written report that must be approved by the Bureau and municipality.
Some benefits of the Peer Grant Program include:
1. This grant program provides an opportunity for DCNR to respond more quickly to helping communities solve complicated challenges and develop capacity for recreation, parks and conservation at the local level.
2. Since a community can apply for a Peer Grant any time of the year, technical assistance can be provided in a timely manner with more immediate results produced for the grantee.
3. The peer consultant is a professional with no connection to the community and thus is able to provide professional, unbiased assistance and direction.
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Historical Development of the DCNR Peer Grant Program The first peer project was conducted in Altoona City (Blair County) in 1992. The peer consultant was Susan E. Landis, executive director of the Lancaster Recreation Commission. The purpose of the project was to study the feasibility of forming a regional recreation commission. Within 18 months the 50+ year old Altoona Recreation Commission was disbanded (with considerable opposition) and Altoona City, Logan Township and the Altoona Area School District formed the Central Blair Recreation Commission.
Today the Central Blair Recreation Commission is going strong with seven full-time, two part-time and 45 seasonal staff. The Commission offers 30+ programs and has an annual budget of $746,000.
Since then the Bureau has awarded 100 peer grants with projects ranging from the creation of regional agreements (the majority of projects) to specific projects such as creating a shared website and data base for recreation programs; the evaluation and management of swimming pools, recreation centers and trails; and the development of conceptual park plans.
With today’s economic challenges support for traditional peer requests to explore the creation of regional recreation commissions is down. The Bureau has been examining the program’s use and is exploring other peer application projects such as advancing river town activity, providing additional grant management support for small communities, and developing stronger health and public recreation connections.
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Peer Grant Program Basic Requirements Apply Anytime – The Bureau accepts and considers peer grant applications at any time. We budget for about 8-10 projects annually. Grant funds are still contingent upon the availability and submission of an acceptable and eligible application.
Only Municipalities Can Apply – Peer grant funding comes from the Keystone Recreation, Park and Conservation Fund. Townships, boroughs, cities, and counties are eligible applicants, along with entities officially created by a municipality such as a council of government or a conservation district. Non-profits are not eligible applicants but should be encouraged to be strong participants.
Available Funding - A maximum grant award of $10,000 is available. The community must provide at least a 10% cash match (typically $1,000). The total project cost can exceed $11,000 but regardless of the total project cost the DCNR grant can only be up to $10,000.
Scope Tailored to Meet Expressed Needs – The current focus of the Peer Grant Program is to provide technical assistance at the local level to meet the needs of the recreation, park and conservation community. Each project is designed specifically for the community by Bureau staff, the peer consultant and the grantee/community.
There is no one-size fits all approach. What works in some communities may not work with others; or some key steps require more time. A successful peer consultant needs to be creative and flexible – there may be an approved scope of work but a new, better opportunity may present itself during the public process.
Typical Length – While the grant agreement will be for three years, peer projects should be completed in 12-18 months.
Eligible Activities Cost and Match – Grant funds can be used to pay for Bureau approved peer consultant’s time, travel expenses, subsistence costs, clerical support and printing. Payment of other professional services such as attorney fees will be considered on a case by case basis. Subsistence costs for meals, lodging and automobile mileage shall not exceed the rates allowed by the Commonwealth.
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Peer Grant Approval Process Below is an outline of the typical process that is followed when a municipality wants to apply for a peer grant. The process may be adapted depending upon the type of peer project, the needs of the applicant and the partnership that is being created for the project.
1. The community expresses a need for technical assistance to Bureau staff. Once the need has been identified the Bureau locates a peer consultant to lead and guide the project.
2. Bureau staff, typically our regional adviser, meets with community representatives to explain the peer grant program requirements and answer questions.
3. If the municipality appears interested in applying for a grant Bureau staff identifies a possible peer consultant to lead and guide the project.
4. A municipality connected with the future project submits the electronic grant application and identifies its representative who will serve as the local project coordinator.
5. Once the grant has been officially awarded there is an initial meeting with the community, the peer consultant and Bureau staff to begin the process of identifying the issues, needs and opportunities and developing a scope of work.
6. The peer consultant develops a draft contract, submits to both the municipality and DCNR for final approval. Once both parties approve the draft contract, the contract is executed between the peer consultant and municipality and a fully executed contract is sent to the assigned Bureau project manager.
7. Once the project is nearing conclusion the peer submits to the Bureau a draft of the final study report for review and approval. Following approval of the final report the Bureau provides the grantee instructions on how to close out the grant.
For more general information on the peer grant program please see the Peer-to-Peer Grant General Information and Guidelines in Appendix A.
For further information on administrative issues and please see the Partnerships Administrative Guidelines in Appendix B.
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DCNR and Grantee Roles and Responsibilities
DCNR Bureau of Recreation & Conservation Regional Staff
1. Typically is the first point of contact with the potential grantee. 2. Provides guidance on the development of the future project. 3. Helps the municipality define the project needs and articulate what type of
technical assistance will help them work toward a solution. 4. Notifies Central Office Staff that a municipality wishes to apply for a peer grant. 5. Assists the municipality with completing the grant application.
DCNR Bureau of Recreation & Conservation Central Office Staff
1. Matches the peer consultant to the project. 2. Schedules and conducts the initial meeting between the grantee and the peer. 3. Develops the contract between the peer and grantee. 4. Provides authorization to proceed when the project is ready to go. 5. Authorizes grant fund payments. 6. Manages the grant from the award through closeout. 7. Provides support and back-up for the peer consultant as needed. 8. Reviews the draft report and approves the final report.
Grantee
The municipality selected to be the grantee is responsible for submitting the grant application for the peer grant program through the DCNR e-Grants system. As the grantee, the municipality will be required to:
1. Serve as the signatory on the contract with the peer consultant. 2. Receive DCNR grant funds and pay the peer consultant. 3. Adhere to the terms and conditions of the DCNR grant agreement. 4. Identify one person (typically the municipal manager, president, mayor or
recreation board chair) as the local project coordinator, who will: a. Represent the grantee b. Administer the grant paperwork including completing the peer consultant
evaluation form c. Coordinates activities with the peer consultant and the Steering
Committee d. Report project progress back to Bureau staff
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A Good Local Project Coordinator
• Serves as the local sounding board • Knows his/her community well • Distributes agendas and meeting materials in advance • Takes meeting notes • Schedules and coordinates meeting details • Believes in the project goal • Troubleshoots when necessary, works behind the scenes • Keeps the peer consultant informed
Partnership Arrangements
On a case by case basis the Bureau may work with a lead organization to assist with specialized peer grant projects. The roles and responsibilities must be agreed to in writing. At a minimum, all peer consultant contracts and final reports must be approved by the Bureau. The approved partner organization should provide Bureau staff, both central and regional offices, quarterly updates.
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Peer Consultant Responsibilities, Roles, and Keys to Success The peer consultant is the person who actually does the bulk of the work for the grant project. Specific responsibilities include:
1. Creation of the scope of work, timeline and budget after listening to and consulting with the community and the project’s steering committee.
2. Completes all of the tasks identified in the scope of work. 3. Writes a summary report of the project that includes agreed upon deliverables.
Typically, the report describes existing conditions, the public participation process, findings, and provides detailed recommendations and an action plan for next steps.
4. Submits invoices to the grantee according to the terms established in the consultant agreement.
5. Provides a paid-in-full statement to the Bureau upon receipt of the final payment from the grantee.
Possible Roles
The peer consultant typically assumes the following roles when working on a peer project:
• Facilitator: o Municipalities can have difficulty making big decisions or changes without
outside help o Citizens are less willing to accept decisions made without their input o The peer consultant serves as an independent body o The peer consultant can create an atmosphere of cooperation o The peer consultant gets parties to look at the issues and address them
• Mediator: Attempts to reconcile contending parties • Educator: Provides the benefits of parks, recreation and conservation message • Communicator: Talks to recreation boards, elected officials, community leaders,
keeping all parties informed of the project’s activities and recommendations • Practitioner: Provides examples and personal experiences
Successful Peer Consultants
Typically, a peer consultant is an independent contractor. It is the peer consultant’s responsibility to receive permission from his/her full-time employer (if applicable), complete and maintain complete and accurate records, report taxable income to the appropriate agency, and carry adequate insurance.
The average peer grant project takes 12-18 months to complete the scope of work and the peer consultant may spend as much as 220+ hours during that time span working on the project. The job could involve extensive traveling, public and steering meeting
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attendance, conducting key person interviews and surveys, researching, gathering and analyzing information, and writing. The final report alone can take 40-50 hours to complete.
Organization, prioritization, scheduling, self-direction and task-focusing are important skills to have.
A successful peer consultant also needs to be an active listener - one who listens with undivided attention and can accurately give feedback which shows understanding of the meaning of what was said.
The peer consultant also needs to be able to guide groups of diverse people to work towards a common goal or direction.
The peer consultant must have good verbal and written communication skills.
Advice from Successful Peers
Three questions were asked of our “super peer consultants” (those who have successfully completed peer grant projects) and their responses are listed below.
1. What are the ingredients/components to a successful peer project?
a. Make sure the right people and all affected parties are represented and engaged in the project from the very beginning.
b. Elected officials and active decision makers must have an active role in the steering committee. If they don’t come to the meetings go to them.
c. Grantee and the community must really want to address the issues and are willing to share as much information as possible, accept input and assistance and take an active role in making needed changes.
d. A very clear scope of work is important. e. It is vital for the peer consultant to listen carefully and determine early in
the process what makes the best sense for a project. f. Be upfront and honest about the potential costs in the beginning. g. Be creative and flexible with the project as it proceeds. A peer consultant
may have a plan of attack but it seldom works out the way it was initially scoped.
2. What were the major challenges you have dealt with as a DCNR peer consultant and how were they addressed?
a. Often key members of the community leave political office, lose their jobs, become very ill, etc. during the project. It is critical to have two representatives from each entity and they should both be decision makers.
b. Communities want help and have aspirations to make changes but want it without a price tag. Leaders have to realize that having a recreation department with a director is almost always going to cost money and
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cannot be completely offset by programming/facility fees and charges. Implementation projects are going to cost money.
c. There are often many underlying issues in the community which the peer consultant has no prior knowledge of. It is good to try and get all that out in the open with the key person interview process. For example, who does not get along with who is important to know, and there may be “bad blood” between interested municipalities from years ago.
d. Sometimes an appointed steering committee wants the peer consultant to come in and help but the municipal staff does not want the input and does not wish to change.
e. At times the communities may try and demand too much of a peer consultant’s time, especially with items unrelated to the project. Remind them of the scope of work and focus on what needs to be accomplished.
f. It can be tough being a peer consultant because you don’t usually have your own “peer” or fellow professional with whom to discuss the project and solutions. It can be “lonely.”
3. What specific advice would you give to a first time peer consultant? a. A peer consultant must be self-motivated and self-driven. Many times the
peer consultant needs to keep the project on a schedule and keep it moving.
b. Don’t get bogged down in stuff you can’t control. c. Know when to change direction if you see the writing on the wall. d. Be flexible and positive at all times. Keep plugging away at the beginning. e. It’s important for steering committee members to develop trust in each
other, and that may take some time if they don’t know each other well. f. Get the steering committee members to talk. The more they talk the
better, because when they feel that they are being heard they are more likely to cooperate. If they don’t speak up you have no idea of what they think. Some peer consultants have had to force all voices to speak up, but found it was good to do so.
g. Treat everyone the same way and don’t get involved in politics or gossip. You need to stay impartial at all times.
h. It is helpful to write and provide regular status updates to the grantee as the project proceeds. It is easier to prepare the final report if you already have the background and findings written.
i. You will likely have a mental battle between providing professional park/recreation advise for issues that the community doesn’t necessarily ask for but clearly needs direction, and sticking to exploring issues with which they want help. “Stay in your lane.”
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Peer Contractual Issues
Peer Consultant Agreement
It is the responsibility of the peer to work with the Bureau Central Office Staff to develop the peer consultant agreement. The Bureau has a template to follow and it can be found in Appendix C. A complete agreement includes a Nondiscrimination/Sexual Harassment Clause, budget, timeline and the detailed scope of work. The agreement is executed (signed) by the authorized representative of the grantee and the peer consultant.
Budget
The current billable rate for DCNR peer grant projects is $50/hour. When the peer consultant develops the scope of work and budget all items need to show costs as a total of the hours spent by the peer consultant delivering each task. Appendix D, page 3 contains an example of a budget broken into separate tasks/work elements along with the total project cost.
Eligible costs for reimbursement include:
• Actual work on scope items • Mileage at the current state rate • Lodging & subsistence at the current state rate • Clerical support • Printing and postage • Other direct costs approved by DCNR before they are incurred
Timeline
The timeline shows the month and year that major task will be completed by. Appendix D, page 3 contains an example of a timeline that was used in a past project. Note how it is realistic and achievable.
Scope of Work
The scope of work includes all of the work tasks that need to be completed by the peer consultant. Although most scopes will contain common elements, especially when the overall project goals are similar to those of other project types, each scope needs to be tailored to the unique needs of each grantee.
Appendix D, pages1-3 contains a scope of work used for a past recreation-related project.
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Deliverables
The final, tangible product produced by the peer consultant is a summary report of the entire process that the grantee and peer consultant followed to develop the final recommendations and agreed upon deliverables.
A typical summary report should be concise, well-written and free of typographical, grammatical and formatting errors. The text should only contain a summary of the entire process that was followed along with the final recommendations and next steps for the grantee.
All supporting information, such as meeting minutes, survey results and detailed documentation should be placed in an appendix.
Here are the suggested final report contents and order:
1. Executive Summary 2. Introduction: Purpose of the Study and Process 3. Municipal Overview/Historical Analysis 4. Summary of the Public Engagement Process 5. Comparison/analysis of issues and opportunities 6. Recommendations: extensive discussion on the priority recommendations 7. Action Plan and Next Steps 8. Appendices
Typically DCNR will require three printed, bound copies of the final summary report and one electronic disk of the entire report not broken into separate files.
All deliverables must have the following citation on the acknowledgements page:
This project was financed in part by a grant from the Community Conservation Partnerships Program, Keystone Recreation, Park and Conservation Fund under the administration of the Pennsylvania Department of Conservation and Natural
Resources, Bureau of Recreation and Conservation.
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Public Engagement Process
The most important element in a DCNR planning or technical assistance grant is public participation in the project. There needs to be many opportunities to receive feedback from the community in order to insure that all constituents have an opportunity to provide input into the project.
The Center for Rural Pennsylvania has prepared an excellent publication that discusses citizen engagement and how community leaders (peer consultants) can develop a plan to ensure that the public is engaged in the project. The booklet Developing Effective Citizen Engagement: A How-To Guide for Community Leaders, can be found at http://www.rural.palegislature.us/documents/reports/Effective_Citizen_Engagement.pdf.
Another resource that could be applicable to river town advancement is America Walks’ publication Steps to a Walkable Community. Page 17 includes excellent information on how to target “Decision-Makers and Create a Champion”. Successful peer projects all had a champion.
Types of Community Engagement Techniques
The type of community engagement techniques used will depend upon the specific needs of the grantee. DCNR’s Public Participation Guide, found in Appendix F, shows that a minimum of two public meetings, the development of an active steering committee, and the use of key person interviews or a community survey to gather public comment and ideas should be done for a peer grant project.
Typical community engagement techniques used for DCNR peer grants projects include:
• Steering Committee. The purpose of the steering committee is to provide a forum for stakeholders to initiate dialogue and actively participate in the project. They communicate progress back to their governing bodies or group and provide a source of volunteer support for the peer. They usually meet monthly until the conclusion of the project. The steering committee should be representative of all stakeholders and naysayers, needs to include at least one elected official from every community, and must be approved by DCNR.
• Key Person Interviews. Interviews (in person, by phone, or email) are discussions with identified individuals who have specific knowledge or expertise with the situation that is being explored. Less expensive and time consuming than formal survey methods, the interviews provide the peer consultant with an opportunity to gather credible data as well as inform others in the community of the project and hopefully expand the support base.
• Surveys. Both traditional and electronic surveys are especially valuable when one is trying to gather statistically valid information and data. Traditional surveys are labor intensive, take time, effort and a level of expertise to develop and implement, and involve expenses not associated with other engagement
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techniques. The use of an electronic survey process such as Survey Monkey may be a more affordable option.
• Public Meetings and Hearings. These meetings are formal, structured public meetings held by municipalities, authorities, and other entities who want to make sure that the public has an opportunity to weigh in on the official statements and positions of those entities.
• Work Groups, Charrettes, Forums, Neighborhood Meetings. These are all less formal gatherings of the public, and are usually used to gather information from a specific demographic, geographical area or topic. Each has a slightly different purpose and function, and is an effective engagement process if used appropriately.
Good Partner Building and Change-Oriented Quotes
Time Spent in Green alleviates the Blues (regarding mental health benefits of parks.) Unknown
I cannot give you the formula for success, but I can give you the formula for failure - which is: try to please everybody. Herbert Bayard Swope
Finding good players is easy. Getting’ them to play together as a team is another story. Casey Stengel
Three legged stool: 1. A plan; 2. A municipal/elected official champion for the plan; 3. A coalition of support. All three are need to bring about change in a community. Unknown
Coming together is the beginning. Keeping together is progress. Working together is success! Henry Ford
It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership. Nelson Mandela
Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time. Thomas A. Edison
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Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence. Helen Keller
Never believe that a few caring people can’t change the world. For, indeed, that’s all who ever have. Margaret Meade
A small group of thoughtful people could change the world. Indeed, it’s the only thing that ever has. Margaret Meade
Any change, even a change for the better, is always accompanied by drawbacks and discomforts. Arnold Bennett
Photo credit: David Fraiser, 2013 Susquehanna Greenways Photo Contest Landscape Winner
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Appendix A
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Commonwealth of Pennsylvania Department of Conservation and Natural Resources (DCNR) Bureau of Recreation and Conservation (Bureau) COMMUNITY CONSERVATION PARTNERSHIPS PROGRAM
Peer-to-Peer Technical Assistance Projects General Information and Guidelines
1. Technical Assistance. Before submitting a grant application and developing your scope of work, please contact the Bureau's regional representative for your area of the Commonwealth to discuss your project (a map directory of regional representatives can be found in the Grant Program Requirements & Guidelines Section). Assistance will be provided through the regional representative to help further develop your project and submit an appropriate grant application. DCNR prefers to meet with a community before a Peer grant application is submitted to confirm that a peer project is the best course of action. A Recreation and Park Adviser will work with you to make this determination and develop a scope of work that meets your project needs and the Bureau’s requirements.
2. Objective of a Peer-to-Peer Project. A Peer project is a consulting service coordinated by Bureau staff. The peer consultant is typically a park and recreation practitioner or conservation professional who helps a grantee solve an existing problem or improve services in a specific area.
This service provides the grantee with the management-related technical services of an experienced professional who has extensive training, knowledge and experience in the issues related to the project. When the consultation is completed, the grantee will be provided with a course of action, a set of recommendations to help address the problem studied, and encouraged to consider and implement these recommendations. The final product will include a written report that must be approved by the Bureau and grantee.
PURPOSE: This document further explains DCNR's Peer to Peer Technical Assistance projects outlined in the Technical Assistance Section on the C2P2 grant website at www.dcnr.state.pa.us/brc/grants. The following general information and guidelines are provided to help determine if your community has a realistic and viable Peer-to-Peer (Peer) project. Please use this information to determine if a Peer project is the type of study needed or if your planning needs could be better met under another PITA project type. The Bureau will consider Peer applications at any time of the year.
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3. Peer-to-Peer Project Scope of Work. Eligible Projects: We have not specifically defined all the types of Peer projects eligible for
grant funding. Examples of eligible projects are provided below. If you have a pressing issue in your agency or municipality that does not fit into one of the noted categories, we encourage you to contact the Bureau to discuss your situation. Examples of potential projects include:
a) Exploring the possibility of developing a regional recreation and park effort/department.
b) Evaluating a recreation and park board’s efforts and providing board training. c) Evaluating the management of a major facility like a community center, a sports
complex, an ice rink, or a swimming pool. d) Undertaking conservation activities like establishing a conservancy or land trust. e) Developing a revenue sources management plan. f) Developing a regional trail maintenance and management plan.
Basic Requirements: For Peer projects, the Bureau does not have a required scope of work. We will expect, however, the planning process to include:
• substantial public participation using a variety of techniques; • an examination and analysis of the issues under study; and • a series of recommended actions to address studied issues.
Scope of Work and Cost Estimate: Your grant application must include a basic scope of work that generally covers what you would like the peer consultant to study (one or two pages in length). We have completed several Peer projects over the past few years and can provide sample reports and scopes upon request.
Regarding the cost estimate, we do not require a detailed breakdown of costs. When you contact the Bureau, we will help you determine the amount of grant funds that should be requested.
Project Selection and Eligible Costs.
g) The Bureau accepts and considers Peer applications at any time. If grant funds are available, such applications are reviewed and may be selected for funding based upon the following process:
i) A municipal representative must contact the Bureau to schedule a meeting of all interested parties. If, after this meeting, the municipality and the Bureau determine that a Peer project is appropriate, the municipality must submit a written request for funding consideration.
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ii) If grant funds are available, the Bureau will respond in writing that funds are available and request the municipality to complete a Peer-to-Peer grant application package.
iii) Following receipt of a completed grant application, a grant contract will be executed between the Bureau and the grantee. The Bureau’s role from this point is outlined in section 5 below.
h) A grant amount up to $10,000 is available for Peer-to-Peer projects. The community must provide at least a 10% local cash match. The total project cost cannot exceed $11,000. Applicants are encouraged to request the maximum amount and, if selected, funds will be used as needed. The Bureau reserves the right to decrease the grant amount.
i) Grant funds can be used to pay only the Bureau-approved consultant’s time, travel expenses, subsistence costs, clerical support and printing. The grantee is responsible for all other costs.
j) The Bureau will work with the grantee to select the appropriate peer consultant(s). Following the grantee’s approval of the proposed peer consultant(s), the grantee will be expected to enter into a contractual agreement with the consultant(s). Upon full execution of the grant contract with the Commonwealth and receipt of a written request, the Bureau can provide an initial payment of 25 percent of the approved grant amount. Subsequent payments will be on a reimbursement basis. Because of this reimbursement provision, the grant recipient will be required to provide the necessary interim financing to execute and complete the project. Final payment will be made after the Bureau approves the final written report and the peer consultant(s) is/are paid in full.
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4. Role of Bureau Staff. The Bureau will provide further technical assistance in the following manner:
a) Upon selection as a Peer-to-Peer project, a Bureau Recreation and Park Adviser will contact potential peer consultants in the recreation and park profession, or other professions as needed, to find an individual who is both qualified and available to provide consulting services for the project.
b) The Bureau will then arrange for a mutually agreeable meeting date between the municipality and the proposed consultant or consulting team. At that meeting, the problem solving approach, the proposed scope of work, expected products, and timetable will be reviewed and confirmed. This meeting will serve to reinforce and confirm the best course of action to address the problem and concerns of the grantee.
c) The Bureau will review and approve the contractual agreement between the municipality and consultant.
d) The Bureau reserves the right to request status reports from the consultant.
e) The Bureau must be sent a draft of the proposed findings and recommendations for review; and, the Bureau must approve the final report in order for the grantee to receive a final payment for the consulting services.
f) The Bureau will request the grantee to submit a 1-2 page “action plan”, following receipt of the final report.
Peer To Peer Study - Rev. 1/2010 MAP
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Appendix B
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DCNR-2012-Part
Part - GPM – 1 Rev. 4-12
COMMONWEALTH OF PENNSYLVANIA
DEPARTMENT OF CONSERVATION AND NATURAL RESOURCES
BUREAU OF RECREATION AND CONSERVATION
Partnership Grant Administrative Instructions
Purpose: To provide an overview of and guidance on post-award administrative instructions that are common to Partnership project grants. This information will help insure the successful processing of Partnership projects and to meet the DCNR grant agreement requirements. The term “grantee” is used to refer to the grant applicant that has been awarded a grant.
1. DCNR – Grantee Contracting Stage • DCNR sends a “notice-of-selection” letter to the grantee notifying them of approval and
funding amount. • The Bureau begins the process of executing the Grant Agreement. If grantees incur any
project costs prior to receiving a fully executed Grant Agreement, they do so at their own risk. After the grantee receives a fully executed Grant Agreement from the Bureau, grantees are eligible for and strongly encouraged to accept an advance payment of 50% of the grant amount. Payment forms are available online at: http://www.dcnr.state.pa.us/brc/elibrary/forms/index.htm
2. Local Project Coordinator The grantee provides the name of the Local Project Coordinator on the grant application. The Bureau considers this coordinator to be the official contact person on all matters related to the administration of the grant project. All official correspondence will be sent to the Local Project Coordinator. If the grantee’s Local Project Coordinator changes during the course of the project the grantee should provide the assigned Bureau Project Manager with written notification on grantee’s letterhead of the change, including the name, title, address, email, and daytime telephone number of the new Local Project Coordinator.
3. Bureau Project Manager The Bureau assigns a staff member to serve as the Project Manager to work with the grantee to successfully complete the grant project. It is the Bureau Project Manager’s responsibility to provide information and assistance to the grantee to ensure that the grant program requirements are met and the project can be successfully closed out. All correspondence and communications regarding the project should be directed to the Bureau Project Manager.
4. Application Review and Next Step Instructions Note: This stage can be concurrent with Grantee Contracting Stage.
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• The grantee receives a letter from the Bureau Project Manager providing application review comments, instructions, progress report and payment forms and other helpful handouts.
• The grantee, either by one-on-one consultation or telephone discussion with the Bureau Project Manager, reviews the project details and the grant process.
• Listed below are the typical steps that must be accomplished to receive Bureau
approval to proceed with the project.
o All concerns regarding the grantee’s grant application are addressed. o DCNR Grant Agreement is fully executed. o The grantee’s budget and, if applicable, non-cash services plan has been reviewed
and approved. o The project scope of work, time line, and deliverables have been reviewed and
approved. o General details on expected sub-agreements and other planning and/or
development requirements like certificate of title, bid documents, etc. (if appropriate) have been provided and approved.
5. Scope of Work, Budget, and Time Line Considering the amount of time that can occur between grant submission and final contracting and DCNR funded activity, most Partnership grantees will need to update their project scope of work, budget, time line and deliverables after receipt of these instructions. Any modifications or changes to the project must be pre-approved by the Bureau. Requests for changes to the approved scope of work, time line, deliverables, grant agreement period, or grant funds should first be discussed with the Bureau Project Manager and then submitted in writing on the grantee’s letterhead. In rare cases, it may be possible to request additional funding for cost overruns, but this is subject to the availability of funding. Grantees should consider the following when updating required documents.
• DCNR Grant Agreement Appendix A – This is the most critical document of the DCNR grant agreement. Organize the work by activity noted in Appendix A of the DCNR grant agreement.
o Example 1: Facilitate the development of the Smith Trail. In the scope, include details on specific activities like clearing title, obtaining easements, holding public meetings, etc. Deliverable: Provide a report outlining what specific activity occurred to further trail development.
o Example 2 -- advance heritage area development in the region. In the scope, indicate how this will be done, how it will help implement agency’s goals/objectives/management action plan and note expected measurable outcomes. Deliverable: Summary report outlining achieved results, including copies of newspaper articles, minutes, flyers, etc.
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• Ongoing work – for activity that is not expected to have a final product like a publication or a brochure, the grantee can provide a close out report that details activity benefits and achieved results. If there are several categories of work without specific products, these can be included in the same final close out report.
• Serving on boards/local committees – this type of work is eligible under a general work category like “advancing heritage area development;” however there should be purposeful activity. What is achieved by attending monthly meetings? What is agency’s role? What is the value-added activity?
• Billable rate – Since a large portion of Partnership Grant expenditures will be for In-House Professional Costs (Section VI of the Final Payment Form), personnel costs should be recorded as a “billable rate” which is equal to the employee’s established hourly wage rate as set by the grantee’s governing body or the employee’s hourly rate plus fringe benefits and operational overhead costs. Fringe benefits and overhead costs include but are not limited to employee insurance, retirement benefits, and paid time off. The “billable rate” must be preapproved by DCNR and occurs when DCNR provides approval to proceed for the project. See Section VI of the final payment form for additional details or contact project manager for specific questions on eligible costs.
• Mini-grants – If the grant includes funding for mini-grants, the Bureau Project Manager will include the Mini-Grant Management Procedures (1/1/2012) with these instructions. These grants require sub-agreements and should follow the requirements below.
• Sub-agreements – According to Article X of the DCNR grant agreement, DCNR must approve all sub-agreements to insure eligibility for the funding source and activity. We strongly recommend sub-agreements be submitted for approval PRIOR to execution. All sub-agreements must be submitted before DCNR will approve final payment and release the remaining 10% in eligible grant funds.
o Non-discrimination Clause -- All sub-agreements/subcontracts for mini-grants, and contractor/consultant contracts should include Appendix C of your grant agreement: Nondiscrimination/Sexual Harassment Clause. For a copy of the clause to reference and attach to sub-agreements, go to: http://www.dcnr.state.pa.us/brc/elibrary/forms/planningforms/index.htm. It is under “Other Forms.”
o Consultant Selection Process – The Bureau requires the competitive selection of consultants and the grantee to provide documentation that this requirement was met (bid tab, list of firms, justification for selection). If the grantee’s project includes the hiring of a consultant, refer to the Planning Project forms at: http://www.dcnr.state.pa.us/brc/elibrary/forms/planningforms/index.htm. This webpage includes guidelines and a template for request for proposals.
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6. Grant Payments Payment forms can be downloaded from this website: http://www.dcnr.state.pa.us/brc/elibrary/forms/paymentforms/index.htm. The final payment form automatically calculates the addition and prevents typical addition mistakes. Partnership grantees will likely use three forms. Payment forms can be emailed to the Bureau Project Manager. An original signature is not needed.
• Advance Payment: Non-profit organizations should use this form and can request a 50% payment. Once the grant agreement is fully executed, the Bureau can process the reimbursement request.
• Partial Payment: This request is used to receive an additional 40% of the grant amount. The Project Manager will approve this payment request once all requested documents are submitted, the grantee has received approval to proceed, and is close to depleting the advance payment. If significant time has elapsed from the grant start date, the Project Manager has provided notice to proceed, and costs have been incurred, the Project Manager may approve a 90% partial payment.
• Final Payment: The final 10% of the grant amount will be withheld until the grantee submits the Final Payment Request with all the required documentation for final close out. Once all the documentation is reviewed and expenditures are approved the final 10% will be reimbursed. Submitting a final payment form that is completed correctly will help insure prompt payment. Requests: o Organize project expenses based on the categories identified in the approved project
scope of work. o Expenses for mini-grants should be summarized under Section IX – Direct Costs. o Provide a separate accounting that summarizes the billing on each mini-grant
awarded. A sample accounting form is available upon request. o Provide a complete submission. A complete submission includes:
All deliverables noted in the approved project scope of work. A summary report. A completed Final Payment Form. Copies of any outstanding executed sub-agreement and requested documents
(certificate of title, bid details, etc.).
At the end of the project all deliverables and a final project report must be submitted within 60 days.
• Interest Income: Upfront grant payments and any interest or other income or accumulations generated via this grant must be separately identifiable in the accounting of funds received under the Grant Agreement. Grantee should invest and reinvest grant funds and any interest on other income or accumulations earned on such funds to gain the maximum yield. Subject to written approval of the Bureau, the grantee may use the interest or other income or accumulations earned on grant funds for grant activities. Income earned and expended shall be recorded as part of the closeout documentation. Any unused interest or other income remaining at the completion of project activities shall be returned to the DCNR.
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7. Progress Reports - During the project period the grantee will be required to provide six-
month progress reports on the project. The Bureau Project Manager will provide an electronic copy of this form (see #4). The Bureau requests the submission of an electronic copy; do not also submit a paper copy. Reports are due November 15th and May 15th.
8. DCNR Acknowledgement - Any reports and/or outreach materials produced with funding from this grant shall include the statement: “This {study/project/report/brochure} was financed in part by a grant from the Community Conservation Partnerships Program, the Environmental Stewardship Fund, under the administration of the Pennsylvania Department of Conservation and Natural Resources, Bureau of Recreation and Conservation.”
2011-2012 grant round 17 4/5/12
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Appendix C
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CONTRACT FOR PROFESSIONAL SERVICES
This Contract is made and entered into this _______ day of __________, 20[__], by and between the [Municipality], County, Pennsylvania (“[Municipality]”), and ____________________ _________________________________("Consulting Firm").
WHEREAS, the [Municipality] desires to have certain one-time professional consulting work performed involving [Insert here title or short description of work (same as used in RFP)];
WHEREAS, the [Municipality] desires to enter into a contract for this work pursuant to a Request for Proposals (“RFP") issued by [Municipality];
WHEREAS, the Consulting Firm desires to perform the work in accordance with the proposal it submitted in response to the RFP;
WHEREAS, the Consulting Firm is equipped and staffed to perform the work;
NOW, THEREFORE, the parties, intending to be legally bound, agree as follows:
THE CONSULTING FIRM WILL:
1. Provide professional consulting services in accordance with the RFP, its proposal in response to the RFP, and the Nondiscrimination/Sexual Harassment Clause, which is attached hereto and incorporated herein as Appendix A. [[Municipality] may add other appendices as appropriate.]
2. Obtain approval from the [Municipality] of any changes to the staffing stated in its
proposal. However, approval will not be denied if the staff replacement is determined by the [Municipality] to be of equal ability or experience to the predecessor.
THE [Municipality] WILL:
1. Compensate the Consulting Firm based on the actual hours worked and actual reimbursable expenses for a total amount not to exceed $_____________.
2. Provide the Consulting Firm with reasonable access to [Municipality] personnel, facilities, and information necessary to properly perform the work required under this Contract.
3. Except as provided in item 4 below, make payment to the Consulting Firm within 30 days after receipt of a properly prepared invoice for work satisfactorily performed. [Revise this provision to reflect actual payment arrangement agreed to.]
4. Make final payment of 10% of the funds available to the Consulting Firm under this Contract within 30 days after final product approval by the Department of Conservation and Natural Resources.
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IT IS FURTHER AGREED THAT:
1. All copyright interests in work created under this Contract are solely and exclusively the property of the [Municipality]. The work shall be considered work made for hire under copyright law; alternatively, if the work cannot be considered work made for hire, the Consulting Firm agrees to assign and, upon the creation of the work, expressly and automatically assigns, all copyright interests in the work to the [Municipality].
2. In the performance of services under this Contract, there shall be no violation of
the right of privacy or infringement upon the copyright or any other proprietary right of any person or entity.
In witness thereof, the parties hereto have executed this Contract on the day and date set forth above.
WITNESS: FOR THE [Municipality]: _________________________ ___________________________________ TITLE: ____________________________ WITNESS: FOR THE CONSULTING FIRM: _________________________ ____________________________________ TITLE:_____________________________
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NONDISCRIMINATION/SEXUAL HARASSMENT CLAUSE
The GRANTEE agrees: 1. In the hiring of any employee(s) for the manufacture of supplies, performance of work, or any
other activity required under the GRANT AGREEMENT or any subgrant agreement, contract, or subcontract, the GRANTEE, a subgrantee, a contractor, a subcontractor, or any person acting on behalf of the GRANTEE shall not, by reason of gender, race, creed, or color, discriminate against any citizen of this Commonwealth who is qualified and available to perform the work to which the employment relates.
2. The GRANTEE, any subgrantee, contractor or any subcontractor or any person on their behalf
shall not in any manner discriminate against or intimidate any of its employees on account of gender, race, creed, or color.
3. The GRANTEE, any subgrantee, contractor or any subcontractor shall establish and maintain
a written sexual harassment policy and shall inform their employees of the policy. The policy must contain a notice that sexual harassment will not be tolerated and employees who practice it will be disciplined.
4. The GRANTEE, any subgrantee, contractor or any subcontractor shall not discriminate by
reason of gender, race, creed, or color against any subgrantee, contractor, subcontractor or supplier who is qualified to perform the work to which the grant relates.
5. The GRANTEE, any subgrantee, any contractor or any subcontractor shall, within the time
periods requested by the Commonwealth, furnish all necessary employment documents and records and permit access to their books, records, and accounts by the DEPARTMENT and the Bureau of Minority and Women Business Opportunities (BMWBO), for the purpose of ascertaining compliance with this Nondiscrimination/Sexual Harassment Clause. Within 15 days after award of the grant, the GRANTEE shall be required to complete, sign and submit Form STD-21, the “Initial Contract Compliance Data” form. If the GRANTEE has fewer than five employees, or if all its employees are from the same family, or if it has completed the STD-21 form within the past 12 months, it may, within 15 days after award of the grant, request an exemption from the STD-21 form from the DEPARTMENT.
6. The GRANTEE, any subgrantee, contractor or any subcontractor shall include this
Nondiscrimination/Sexual Harassment Clause in every subgrant agreement, contract or subcontract so that those provisions applicable to subgrantees, contractors or subcontractors will be binding upon each subgrantee, contractor or subcontractor.
7. The Commonwealth may cancel or terminate the GRANT AGREEMENT and all money due or
to become due under the GRANT AGREEMENT may be forfeited for a violation of this Nondiscrimination/Sexual Harassment Clause. In addition, the DEPARTMENT may proceed with debarment or suspension and may place the GRANTEE, subgrantee, contractor, or subcontractor in the Contractor Responsibility File.
Based on Management Directive 215.16 amended (9/1/10)
DCNR-2012-Gen
Gen-GPM – 1 Rev. 2-12
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Appendix D
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Scope of Work-June 28, 2012
Greater Pottstown Regional Recreation and Parks Coordination Project
Project Purpose: To create a regional recreation and parks staff position, who will encourage active, healthy lifestyles for residents of the greater Pottstown area through support and coordination of municipal and school district recreation and parks facilities, services, activities and events.
Project Goals:
1. Determine the regional recreation and parks cooperation and coordination priorities among the members of the Pottstown Metropolitan Regional Planning Committee Ad Hoc Recreation Subcommittee.
2. Build upon the existing spirit of municipal cooperation and identify opportunities for collaborative efforts and sharing of resources to make the best use of existing park areas, recreation facilities and recreation programs.
3. Identify the roles and responsibilities of a regional recreation and parks staff position and develop a formula for funding the position.
4. Determine a managing agency to supervise the work of the regional recreation and parks position.
5. Meet the present and future recreation and parks needs of citizens by operating the region’s recreation and parks system effectively and efficiently through partnerships among the municipalities and school districts designed to minimize duplication of effort and maximize cost effectiveness. To achieve the project purpose and goals, the Peer Consultant will perform
the following scope of work:
Public Input
Identify the needs of each municipality and explore the region’s readiness to hire a staff person to strengthen recreation and parks services through regional efforts.
1. Seek out public input to identify municipal needs and priorities for recreation and
parks by: a. Conducting up to 4 project committee meetings. b. Conducting in-person or written survey interviews with 15 to 20 key
individuals. 2. Prepare a written summary of key person interviews and review it with the project
committee.
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3. Review the regional comprehensive plan and other municipal planning documents related to recreation and parks, including the Penn State Hamer Study from the Pottstown Area Health and Wellness Foundation (PAHWF).
Cooperation and Coordination Priorities
Determine the region’s priorities for recreation and parks cooperation and coordination.
1. Determine the most viable functional areas to consider for the work of the regional recreation and parks position, to include support of existing and development of new recreation programs and special events, grant writing and grants management, development of regional facilities, prioritization of capital improvements, standardized maintenance management, coordinated promotion, website and technology support, and joint scheduling and permitting of recreation facilities.
2. Set priorities by the opportunities for regional coordination that will best promote active living and provide the most benefit to the municipalities and school districts and their residents.
3. Obtain agreement among the municipalities on priorities.
Development of Regional Recreation and Parks Position
Identify the roles and responsibilities of a regional recreation and parks staff position and develop a formula for finding the position.
1. Develop a job description and salary level for the regional recreation and parks position.
2. Determine the level of funding needed to support the regional recreation and parks position over the first six years. Develop a formula that outlines the funding needed each year, with DCNR funds decreasing each year and Pottstown Area Health and Wellness Foundation (PAHWF) and municipalities’ funds increasing, and obtain approval from PAHWF and municipalities to provide this funding.
3. Determine how benefits will be provided for the regional recreation and parks position.
4. Determine the office location for the regional recreation and parks position. 5. Determine a managing agency to supervise the work of the regional recreation
and parks position. 6. Develop the structure of a regional recreation and parks committee of the
Pottstown Metropolitan Regional Planning Committee to oversee the managing agency’s contract.
7. Identify areas and obtain agreement on any needed in-kind contributions of each municipality and school district. In-kind contributions may include office location,
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park area and recreation facility use, clerical support, computer/office equipment use and so on.
8. Obtain formal approval from the municipalities and the Pottstown Metropolitan Regional Planning Committee to apply to DCNR for the Circuit Rider grant.
9. Submit application for Circuit Rider Grant. Final Report
Write a final report consisting of an executive summary of recommendations and a collection of the products from each section in an appendix.
1. Provide the following report copies: 1 hard copy and 1 CD of the draft final report to the project committee and 1 copy to DCNR for review and comment. The project committee will be responsible for making copies of the report or posting it on the Internet as desired. Upon completion of the review, provide 1 copy of the final report and 1 CD to the project committee and 3 copies and 1 CD to DCNR.
Time Line
July - September 2012: Public input September – November 2012: Development of regional recreation and
parks position November 2012 – February 2013: Obtaining approval of funding
amounts/Circuit Rider grant application March 2013: Final Report
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Budget Work Elements Hours Cost
1. Develop Scope and Contract /Project Administration 18 $ 720
2. Public Input 96 $3,840 Project Committee Meetings
Key Interviews and Meeting s
Review of Planning Documents
3. Set Regional Cooperation and Coordination Priorities 56 $2,240
4. Development of Regional Recreation and Parks Position 76 $3,040
5. Project Report Preparation 24 $960
6. Expenses (clerical help, copying, mileage @ $.48/ mile) $200
Total $11,000
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Appendix E
174
Commonwealth of Pennsylvania
Department of Conservation and Natural Resources (DCNR)
Bureau of Recreation and Conservation (Bureau)
COMMUNITY CONSERVATION PARTNERSHIPS PROGRAM
Planning Project
PUBLIC PARTICIPATION GUIDE
Purpose of the Public Participation Process
A critical element of any planning project is to determine the public's recreational needs and interests. Through a well-designed public participation process; the attributes, attitudes, beliefs and behaviors of community residents are identified. Also, involving residents in the beginning of a project assists with decreasing opposition and increasing volunteer participation. After years of funding planning projects, The Bureau has found that substantial public involvement at the planning stage increases the likelihood that recreation projects will go beyond the planning stage to implementation. These experiences have prompted the Bureau to require significant public participation throughout the planning process.
Through previously funded projects, we have found that public participation is important because it:
• Provides the community residents and community leaders an opportunity to voice their opinions;
• Informs the elected officials of citizen attitudes and needs; • Helps to express broad-based public support for the planning process and the plan proposals;
and, • Provides the general public and community leaders with an opportunity to support and be
involved with the execution of the plan.
Public Participation Techniques
Purpose: This guide explains the types of, and requirements for, public participation in planning projects. It should be used to determine the public participation techniques that will work best for your community and project. These techniques you use for your project will affect your project budget.
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There are many techniques that communities have used to involve their residents in a planning project. The Bureau encourages communities to be creative and try new approaches. Feel free to propose new approaches that you feel will work in your community. The Bureau requires that several means of public participation be used in the planning process; the most commonly used techniques include the following:
• A Study Committee • Advertised or promoted general public meetings • Key person interviews • A citizen survey • Provide an electronic copy of the draft plan on the grantee’s website (if available) for public
review and comment.
For most planning projects, the Bureau requires the creation of a study committee. Additional public participation requirements are detailed in the project specific General Information and Scope of Work Guidelines that are available from the Bureau.
Below is a discussion on the techniques outlined above:
1. Study Committee
The Bureau requires the creation of a Study Committee for the following reasons:
a. The Committee provides a structured decision-making resource for the planning process.
b. A variety of opinions from different interests reveal the most options and after a leader is selected the structure encourages open discussion.
c. Committee members often serve in a volunteer capacity.
In order to build a strong and successful Committee the grantee needs to consider the following recommendations:
a. Rarely should this committee include just current board members and/or grantee staff. Whether a local board is active or not, it is best to reach out to the community to find dedicated people who are willing to work on a separate, short-term project.
b. Seek out residents who believe in the project and are willing to make the time for it. c. It is important to have sufficient representation of the community’s park and recreation
needs and to build broad based support for the planning process, plan proposals and implementation. Consider including on the Study Committee, members who represent the following positions in the community:
• A few members from the park and recreation board, environmental council, etc. • At least one local elected official • At least one member from school district board or administration or faculty
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• A religious leader • One member from grantee’s staff (municipal manager, park and rec. dept., etc.) • One member of local or regional planning commission • Consider representation from the county/regional parks and recreation department
or other applicable county/regional agency • Representatives of the business community, i.e. chamber of commerce, real estate
developers, bankers etc. • Others to consider: students, youth sports groups, senior citizen groups, apartment
complex owners/operators, etc.
It is also important to have all major neighborhoods and areas in the community represented. The goal should be to provide a diverse base of individuals to assist in developing the plan so that all aspects and interests are taken into consideration in developing the plan.
d. To build a strong committee and achieve results:
• Appoint a leader with good organizational and communication skills. Ordinarily, the person is the local project coordinator.
• Prepare and distribute agendas, along with any handouts, prior to the meeting. • Initiate clear, factual and direct communications. • Hold "workshop meetings" where there is no need for motions, votes, etc. (the
object is to build consensus and support for final recommendations)
• Encourage teamwork – Ask the question, “What can we do to solve this problem together?”
• Designate responsibilities based on individual strengths and weaknesses -- everyone should feel like they are contributing to the effort.
• Stay focused - don’t dwell on the past but encourage viable solutions and “think out of the box”.
2. Advertised or Promoted General Public Meetings
The purpose of these meetings is to gather information from residents about their attitudes and interests as well as getting their reactions to the project's findings and recommendations. For projects that impact the entire community, both community-wide and neighborhood meetings are often held. For park master site plans and feasibility studies that directly affect specific neighborhoods, meetings on proposed plans should be held close to affected neighborhoods. An effort should be made to alert adjacent property owners of the meetings and encourage their attendance.
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Neighborhood meetings can be more convenient for the residents to attend and provide opportunity to focus on some issues that directly affect the neighborhood as well as addressing municipal-wide concerns. If you conduct a series of neighborhood meetings, results must be integrated so that the final plan is a strategy for the entire municipality, not separate and fragmented blueprints for individual neighborhoods.
Attendance at public meetings is usually small and, therefore, results should be kept in prospective with regard to the overall planning process. To increase your meeting attendance requires considerable organizational effort. Following are guidelines to increase attendance and conduct effective public meetings.
a. Plan your meeting in advance.
• Determine purpose • Select target group • Set date • Get meeting place • Send out "eye-catching" invitations, announcements, flyers -- place add in
newspaper -- write press releases, make phone calls, send emails. • Make personal phone calls to key community and neighborhood leaders • Prepare agenda and decide in advance meeting leadership roles (local
committee, consultant, and elected officials)
b. Holding the meeting.
• Serve refreshments • Arrive early to set up and provide a sign-up sheet with addresses noted • Arrange seating • Welcome people • Begin on time, end on time • Explain the meeting format
3. Key Person Interviews
The purpose of key person interviews is to give community leaders (beyond the elected officials) an opportunity to voice their concerns and respond to a standard set of questions. This engages these individuals, with substantial influence in the community, in the planning process. Depending on the project the Bureau recommends a minimum number of individual interviews to be conducted, typically between 15 and 25.
a. Key individuals, not part of your Steering Committee, who should be interviewed include:
• Elected officials • School district administrators • Police chiefs • Service club leaders • Religious leaders
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• Chamber of commerce/business leaders • Non-profit administrators (scouts, Y's) • Key recreation personnel • For-profit recreation facility owners • Business leaders such as major employers, bank presidents, real estate
developers, etc. • User group administrators
b. Commonly asked questions include:
• What age groups appear to be least/best served in your area? • Are there any additions or changes that you feel could improve recreation
opportunities? • Are there any additions or changes that you feel could improve park facilities? • What key issues are facing the provision of recreation opportunities in your
community? • How do you feel about the possibilities of cooperation with the school district
to provide more recreation opportunities? • What economic benefit do you feel this opportunity will create?
4. Citizen Survey
A random sample survey of a community's citizens is an effective way to gather valid input and opinions from all segments of the community if conducted in a statistically valid manner. Conducting a survey can be expensive and time consuming but well worth the cost for these reasons:
a. This is the only means of collecting data and opinions representing all residents. b. Even with a low response rate, you hear from more residents than any other method;
particularly public meetings where typically less than 50 people attend. c. Results can be more accurate and powerful than other methods.
Communities interested in this option should seek out consulting firms that have considerable expertise in this area.
The Bureau can provide additional information and sample surveys upon request. Below is an overview of issues to consider before conducting a citizen survey.
a. Conduct a random sample of your community rather than mailing to all households for these reasons:
• It is more cost-effective to devise a good questionnaire that will generate a high response rate from a smaller group of people, rather than on a massive printing and mailing of a poorly-designed survey to a larger group of people that few may complete and return.
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• Mailing to everyone through a newsletter or utility bill lacks a scientific and mathematical method. Response rates are usually less than 10% and there is no way of knowing if those who choose to respond are representative of the entire population. There is also a strong possibility of bias in the survey results.
b. Sample size:
• The general rule is that the accuracy of the survey increases as the size of the sample approximates the size of the general population. However, once the sample size gets beyond 500, increasing the sample size usually adds little to the accuracy of the survey results.
• It is typically recommended that 10% of the households are sampled and follow-ups are made to obtain at least 500 survey responses, especially if you require information at the neighborhood level. For subgroups being surveyed, such as neighborhoods, you should seek to receive at least 100 survey responses from each.
• The larger the targeted population, the less cost-effective it is to produce a survey.
c. Obtaining a random sample:
Tax billing lists can be obtained from your municipality, school district, tax collector, or perhaps the county real estate assessment office. If you have access to a computer spreadsheet program that has a random number selection function then each household can be assigned a number (1, 2, 3, etc.) that can be used to select numbers at random.
d. Ensuring an adequate response rate: • For mail questionnaire, a response rate of 25% would be considered high.
You can usually increase this number by: - Developing an attractive/professionally prepared questionnaire; - Conducting several follow-up (postcard, second mailing, calls); - Providing return postage; and/or - Giving respondents an incentive to respond like coupons or a raffle.
• Hand deliver surveys with scheduled pick-up. If possible, wait while they complete the survey.
• Consider using telephone interviews. One data center gains access to phone numbers, including unlisted numbers, and its' computer randomly selects numbers based on zip codes. The challenge is that if a community has a lot of zip codes, it probably is not cost-effective. For example, in one community, 423 eligible calls were made and 360 interviews conducted. This represented an 85% response with a 5.2% sampling error. Note: This method excludes residents who have cell phones rather than land lines.
e. Designing your questionnaire:
• During your consultant selection process, request perspective consultants to provide samples of past surveys along with the response rates received.
• Suggestions for survey questionnaire design: - Make it attractive and easy to read with lots of white space.
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- Start with the easy questions first; more difficult ones later. - Include a question that gauges willingness to pay. - Clearly explain the importance and purpose of the survey and express
appreciation for completing at both the beginning and end of the questionnaire.
- Provide space for a respondent to sign up for volunteering. - Place demographic questions at the beginning or end. - For questions with long checklists, require only the top three choices. - Include "agree/disagree" type questions for issues that don't fit into
categories. f. Survey costs:
• Are determined by the sample size and methods(s) chosen to follow. • Printing of questionnaires, envelopes, return postcards, and follow-up
postcards, postage, tabulation, analysis and report of a survey for 2,000 persons can cost between $8,000 and $12,000.
Special Note on Comprehensive Recreation, Open Space and Greenway Plan Adoption
A comprehensive recreation, open space, and greenway plan is an official document that, in part, dictates municipal policy and decisions regarding land use. For that reason, the Bureau encourages municipalities to follow adoption procedures listed in the Pennsylvania Municipalities Planning Code, section 302, "Adoption of the Comprehensive Plan." These procedures require a formal public hearing as part of the plan adoption process with a 45-day review period. A copy of the plan must be sent to all adjacent municipalities and the school district.
Attached is a chart that shows the desired outcomes for various citizen participation techniques. 10/2009
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Citizen Participation
Public Participation Mechanisms/Techniques
Desired Outcomes ↓↓↓↓↓↓
Public Meeting*
Work Forum
Press Release
Target Newsletter
Steering Committee
Adopt** Program
Special Events
Partnerships
Inform the public about watershed planning ⋅ Increase awareness of Dept. efforts
Planning: Design stream protection programs people want ⋅ Assess needs ⋅ Meet special needs ⋅ Prioritize needs
Build support for initiatives ⋅ Lobbying - Consensus building
Fund-raising
Improve Service Delivery through volunteers ⋅ Steam Maintenance ⋅ Stream Patrols ⋅ Program Leaders
Squares () represent the most appropriate techniques to achieve desired outcomes. *Public Meetings: We recommend an "open" meeting structure; "public" hearings are not an effective way to obtain public input. Hearings are simply the formal, and often legal, means of ratifying an agreement. The purpose of an "open meeting is to focus on an agenda of work to be accomplished. Residents are given the ability, possibility, and opportunity to participate rather than being told the results. **Adopt Programs: This category consists of Stream Bank Fencing and Adopt-a-Stream Programs, or Friends of the Trail initiatives.
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