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Northampton-ENV 20 MVP 02 - FY20 Action Grant_2-WF11-8-2019November 8, 2019 Kara Runsten, Municipal Vulnerability Preparedness Manager Executive Office of Energy and Environmental Affairs 100 Cambridge Street, Suite 900 Boston, MA 02114 Email submittal: kara.runsten@mass.gov RE: MVP Action Grant Application: Northampton Designs with Nature Restoring the Pine Grove Golf Course for Climate Resiliency Dear Kara, We are pleased to submit our FY2020 MVP Action Grant application for our Northampton Designs With Nature: Restoring the Pine Grove Golf Course for Climate Resiliency. We have a once in a lifetime opportunity to restore a natural system that was largely destroyed five decades ago to make way for a golf course, and in doing so make the area and the downgradient human built structures and natural habitat much more resilient. As part of this process, I am committing the promised cash match (which is in an account in my office) and the existing in-kind match and our time to manage this project. Thank you for your consideration. Sincerely, Wayne Feiden, FAICP Director of Planning & Sustainability 1 Municipal Vulnerability Preparedness Grant Program Application Form RFR ENV 20 MVP 02 1. Municipality: City of Northampton 2. Project Title: Restoring the Pine Grove Golf Course for Climate Resiliency: Northampton Designs With Nature 3. Type of Project (check all that apply):  Detailed Vulnerability and Risk Assessment and Further Planning  Community Outreach and Education  Local Bylaws, Ordinances, Plans, and Other Management Measures  Redesigns and Retrofits  Energy Resilience Strategies  Chemical Safety & Climate Vulnerabilities  Nature-Based Flood Protection, Drought Mitigation, Water Quality, and Water Infiltration Techniques  Nature-Based, Infrastructure, and Technology Solutions to Reduce Vulnerability to Extreme Heat and Poor Air Quality  Nature-Based Solutions to Reduce Vulnerability to other Climate Change Impacts  Acquisition of Land to Achieve a Resiliency Objective  Ecological Restoration and Habitat Management to Increase Resiliency  Subsidized Low Income Housing Resilience Strategies  Mosquito Control Districts 4. Local Project Manager and Point of Contact: Wayne Feiden Job Title: Director of Planning & Sustainability Department/Agency: City of Northampton through its Planning & Sustainability Address: 210 Main Street Northampton, MA 01060 Telephone (413) 587-12165 Fax (_______)___________________________ Email: WFeiden@NorthamptonMA.gov 2 5. Proposed Funding Summary: Total Project Cost: $300,000 Grant Request: $225,000 Municipal Match (at least 25% of total project cost): $75,000 6. Project Summary (1-2 short paragraphs describing the project): Five decades ago, the 105-acre Pine Grove Golf Course was built by damming and channelizing the Nashwannuck Brook, filling its wetlands and floodplain, installing an extensive drainage system, and altering every aspect of the natural system. The City is purchasing the golf course (with a LAND grant that is not a match for MVP funding and CPA funds). We are seeking MVP funds to allow us to undertake the most critical restoration steps to improve the resiliency of the golf course and the downstream watershed. Specifically, we will plant trees, aerate golf course greens, remove manholes, catch basins, human-built drainage systems, a pump house, and other human-built structures, and create a master plan to drive future stream channel and wetlands restorations and model hydraulic and hydrological systems. 7. Project Narrative: Please provide your full project narrative. See Section 3A for more specifics on each criterion. Use the rating system as a guide for what information should be included in the narrative to ensure the maximum score possible for your project. Please limit responses to a reasonable length. 7.1 Project Description, Rationale, and Public Benefits (25 points) - Up to 9 points for rationale – why project was chosen, what its objectives are, how it will positively impact the site and community and address identified climate change impacts/problems—and the degree to which the proposal incorporates or reflects municipal priorities established in the community’s MVP report or subsequent climate resilience report that built upon the MVP process - Up to 5 points for the degree to which the most up-to-date climate science and data on future conditions have informed prioritization and design of project, including specific reference to climate data utilized - Up to 5 points for the degree to which the project will improve resilience for Environmental Justice and/or vulnerable populations, including details around demographics and social impact - Up to 5 points for the degree to which the project has broader public or regional benefit(s) - 1 point for inclusion of MVP yearly progress report (Attachment F) 3 We selected this project because of all the permanently protected open space in Northampton (26% of the city), this golf course is the most ecologically degraded. Its filled wetlands, channelized stream, golfing greens, grass coverage, and surface and subsurface drainage makes the site partially impervious and extremely flashy. This has caused significant downstream flooding, erosion, and sedimentation, relatively high local surface temperatures (heat island), invasive plants domination, and low soil and forest carbon storage. We have an opportunity to restore this site and begin reversing all of these challenges, reducing flooding risk on a culvert under Highway 5/Easthampton Road and downgradient properties, increase carbon sequestration and storage, and restore natural habitats. This project is a direct outcome of our MVP report, which identified Northampton Designs with Nature, or using natural systems to prevent flooding and restore habitat, as a highest priority resiliency goal. Foresting the site and increasing water infiltration will also address both drought risks (by increasing groundwater storage) and heat waves (by reducing heat island effects), which are both priority goals identified in our MVP report. Although this is primarily a resiliency project (climate adaptation), restoring and foresting the site will also create significant carbon sequestration and carbon storage and reducing invasive plant species, addressing our climate regeneration (mitigation) goals. As documented in the Massachusetts Climate Change Projections and other documents at ResilientMA.gov, we expect to see more precipitation, heavy precipitation, and extreme weather events, along with resulting flooding, as well as droughts, and heat events with climate change. We identified all of those hazards in our MVP report. This project addresses all of those events in the target watershed. The project is not in a mapped Environmental Justice area, but it is directly up-gradient from Sunnyside Day Care, a child day care center on the Nashwannuck Brook that serves a significantly higher minority population (global majority population) than the community as a whole and is especially vulnerable (frontline community). The project is also up-gradient from the Massachusetts Audubon Society’s Arcadia Wildlife Sanctuary, which provides environmental education and ecosystem services to the region, but has significant degradation as a result of golf-course caused flooding, erosion and sedimentation. 7.2 Need for Assistance (10 points) - Up to 5 points based on the equalized valuation per capita, to be completed by EEA - Up to 5 points for need as demonstrated through Applicant narrative Northampton is a moderate income community, with median wages substantially below the state median wage. As a result, while the city has a strong commitment to addressing 4 climate change, and our Northampton Climate Resiliency and Regeneration Plan (climate action and adaptation plan) sets a goal of carbon neutrality by 2050 and an aggressive Northampton Designs with Nature agenda, our resources are very limited for projects like this, especially compared to communities we think of as our peer communities. We will be using our Community Preservation Act funds to match our LAND grant for this project, and other funds to provide new affordable housing projects, leaving little beyond necessary MVP matches for this project and other eligible climate resiliency projects. Our commitment to social equity and frontline communities means that we spend significant local and grant resources on affordable housing, social services, and homeless population support, reducing our ability to commit to projects like this one. 7.3 Project Feasibility and Management (12 points) - Up to 5 points for technical, financial, and management capacity - Up to 5 points for evidence of landowner, public, and/or partner support - Up to 2 points for lack of regulatory hurdles to complete project within timeframe The project is being planned in close coordination with the Massachusetts Audubon Society (Arcadia Wildlife Sanctuary), our project partner and conservation restriction holder for this project. It is being managed by the Northampton Office of Planning & Sustainability, which manages $3 to $4 million in projects for the city annually. We are building on experience on Massachusetts Audubon’s experience restoring farmland and other land at Arcadia and elsewhere, and Northampton’s experience at restoring brownfields and grayfield sites, and our management experience on the 20% of the city that is city owned or monitored conservation lands, greenways, and conservation restrictions. The City of Northampton, in the care and custody of its conservation commission, will take title to the land where this project is being planned in January. It will be managed by the Northampton Office of Planning & Sustainability, the project manager for this application. By this application, Planning & Sustainability certifies that it (land manager) and the Conservation Commission (land owner) support this application and the subsequent management plans. The City used the City Council and Community Preservation Act forums discussing this project as part of the public process to collect input on the project. All comments received were extremely supportive of the project. Because this first phase of the project is relatively simple, either outside of all areas of wetlands jurisdiction or simple projects that will not alter riverfront area in anyway, the only permit required is a simple wetlands request for determination. This application will be submitted in mid-November and will be approved by the end of December. The project 5 is so simple, and completely consistent with the Conservation Commission approval to purchase the property, that we anticipate no permitting problems or challenges. Future phases (dam removal, removal of channelization, wetlands restoration) are much more complicated with longer lead times and are not included in this project except for at the master planning, concept design, and modeling level. 7.4 Project Transferability, Measurement of Success, and Maintenance (8 points) - Up to 3 points for transferability, or a description of potential project lessons that might apply to and be shared with other MVP communities, including the proposed format for how these lessons will be shared (e.g. webinar, workshop, event, website, etc.) - Up to 3 points for clear description of how project success will be measured and monitored - Up to 2 points for clear description of plans for how any future maintenance needs of or updates to proposed project might be addressed Golf courses, especially those serving local populations as opposed to premium properties, are finding it very hard to survive economically, and are closing in significant numbers. Golf course reuse ranges from development to preservation. We believe that our approach, ecological restoration focused on resiliency and regeneration, will provide lessons that we will be happy to share in any forum. Planning & Sustainability, through its director, recently published nationwide guidance for the American Planning Association of municipally-directed limited conservation development (PAS Memo, January 2019) and presented the lessons of this work at several workshops and conferences. We might use this forum to share lessons learned with a wide audience. We will monitor success based on several measures. First, we will model how the project will change runoff curve numbers and how much water we expect to retain on the site. Second, we will model how much new carbon sequestration and storage we expect over the next century in trees and in soil as a result of this project. Third, we will model heat/energy reflectivity and what effects we expect to have on heat island effects. Finally, we will model water flow at the dam and how much we expect to be able to reduce peak stream flow discharge during storm events. In undertaking the project, the largest on-going maintenance need (the tail of the project) is to ensure that we remove invasive plants that will threaten newly planted trees until they are mature. Planning & Sustainability, with its volunteer partners, has committed to this on-going maintenance. Although this is a new maintenance need, it is obviously dramatically less maintenance with a dramatically smaller carbon footprint than the site required as a golf course. As the trees mature into an intact forest, maintenance needs will drop to no more than we have in our other conservation areas. 6 7.5 Community Outreach, Education, and Engagement (10 points) - Up to 5 points for the degree to which the project team will specifically engage Environmental Justice or other identified socially vulnerable communities - Up to 3 points for robust community engagement strategy and mechanisms– including number and details of engagement opportunities - Up to 2 points for clear description of and degree to which community feedback will be incorporated into project We will undertake public engagement in several ways: 1. We will work with Massachusetts Audubon Society (MAS), our partner for this project, as they use the property for both adult and student environmental education. MAS is excited about the opportunity to share its findings on the restoration and how we can help make our landscapes more resilient. 2. We will work with Sunnyside Day Care, which has a large minority (global majority) frontline population. We will work with them on extending a trail from their property, along the Nashwannuck Brook, as part of this environmental education opportunity. 3. We will reach out to community partners, including Smith Vocational and Agricultural High School that has a higher proportion of environmental justice students than our academic high school, the City Tree Committee, and the community Tree Steward volunteer organization, for volunteer and paid stewards to help us remove invasive plants and include environmental education. 4. As part of the master planning element of this project, we will hold on-site public forums and engage the community in decisions on future resiliency interventions and how passive recreation can be consistent with resiliency. As we do with all city greenways, we will seek to form Friends of Rocky Hill/Nashwannuck Brook partnerships for long term decision making. 7.6 Incorporation of Nature‐Based Solutions and Strategies (10 points) - If nature-based solutions are proposed, up to 10 points for description of how low impact design, green infrastructure, natural flood protection, or other nature-based solutions will be used and why they have been chosen and deemed appropriate. Proposals that illustrate 1) opportunities for reducing short- or long-term maintenance costs and/or 2) co-benefits such as improving public safety, enhancing water quality, providing additional recreational opportunities, reducing liability, etc., will receive higher scores. - If hard infrastructure solutions are proposed, the project may still receive a maximum of 4 points in this category for a clear description of the assessment of options including nature- based solutions and why a nature-based solution was not chosen, how the project uses climate change projections to inform design, and the addition of green infrastructure techniques to further strengthen an add resiliency to hard infrastructure. 7 This project is completely a nature-based project. Removing human-built infrastructure (manholes, catch-basins, artificial drainage ways, pump-house, concrete blocks, putting greens, etc.) and replacing those with well aerated soils and robust tree plantings will dramatically slow the flow of water across what is a nearly impervious and excessively drained landscape. This will use natural systems, once restored, to retain and treat water on-site, and minimize flooding, erosion and sedimentation. The design element of this plan will eventually lead to the removal of the dam, brook channelization, replacement of the lost floodplain, and wetlands restoration, all longer term solutions that will be nature based. While there will be significant short-term maintenance needs controlling invasive plants and the trees mature, this will be a dramatic reduction from the golf course and will eventually restore a natural system with very limited maintenance needs. Co-benefits to the drainage restoration include restoring a natural ecosystem that abuts the existing 200-acre Rocky Hill Greenway, which itself abuts the 600-acre Mass Audubon wildlife sanctuary and will allow restoration of a key wildlife corridor. The project will also absorb, rather than reflect, heat, reducing local heat island, expand passive recreation and environmental education, and become a laboratory for golf course restoration. 7.7 Timeline, Scope, and Budget (15 points) - Up to 5 points for clear project timeline - Up to 5 points for a clear scope and capability to be completed within the specified contract period - Up to 5 points for a clear budget delineated across fiscal years, using Attachment B (submitted in both Excel and PDF formats). Proposals with a majority of grant funding requested in FY20 will be given more points. If the project extends to FY21, more points will be given to proposals that allocate most match funds to tasks in FY21. January 2019- contract signed for design and master plan services (proposals have already been received outlining exactly the details of this phase). January 2019- ordering all trees and tree delivery to ensure May delivery. February 2019-April 2019- bidding, contracting, and mobilization for restoration projects (e.g., removal of concrete blocks, manholes, catch-basins, artificial drainage, pump-house and tree planting). Design elements are relatively easy, mapping is currently underway of all such facilities, and the only required permit will be obtained by the end of 2019. February 2019-June 2019- design and master plan, working with the community, for full site restoration. May 2019-June 2019- restoration project (removal of artificial drainage such as catch- basins and tree planting). The actual work is extensive (e.g. catch-basins distributed throughout the lower sections of the golf course) but not at all complex and any general 8 contractor or excavator will be qualified for this work. Tree planting may be done by a combination of landscapers and in-kind labor contributions, but the basic planting is simple and the city’s arborist will oversee this work. 8. Attach Yearly Progress Report (use EEA-provided template in Attachment F) Attached 9. Attach Statement of Match (described in Section 1H) The City hereby commits to providing the 25% local match through a combination of cash and in-kind contributions, as detailed in the budget below. The cash match has already been allocated from a tree mitigation fund, using receipts from a recent solar photovoltaic project. The in-kind match is already budgeted from the current year city operating budget. We understand that this is a reimbursement grant and the city can uses its balance sheet to fund the project, with eventual reimbursement from the Commonwealth. 11/8/2019 _________________________________________ Date Signature of Chief Municipal Officer David J. Narkewicz, Mayor Name and Title (Typed) To January 2022 Duration of Term Mailing Address: 210 Main Street Northampton, MA 01060 Telephone: (413) 587-1249 9 Attachment B: Budget (see template on COMMBUYS) MUNICIPAL VULNERABILITY PREPAREDNESS PROGRAM FY 20 MVP ACTION GRANT RFR ENV 20 MVP 02 See next two pages Project Task DescriptionDeliverablesDue DateGrant MatchTotalTasks to be Completed by June 20, 2020Task 0: Kick-off meeting with Town, EEA, and ConsultantMeeting notes, sign-in sheet1/31/2020N/A N/A N/ATask 1: Design and Master PlanningSub-task 1.1 Resiliency Improvements Master Plan6/15/2020 22,500.00$ 5,000.00$ 27,500.00$ Sub-task 1.2Dam removal concept-sediment, hydraulic/hyrdrologic modeling6/15/2020 27,500.00$ 5,000.00$ 32,500.00$ Total Task 1 Cost50,000.00$ 10,000.00$ 60,000.00$ Task 2: Resiliency Site RestorationSub-task 2.1 Remove manmade drainage structures6/15/2020 160,000.00$ 15,000.00$ 175,000.00$ Sub-task 2.2 Reforest away from future wetlands restoration6/15/2020 15,000.00$ 50,000.00$ 65,000.00$ Total Task 2 Cost175,000.00$ 65,000.00$ 240,000.00$ TOTAL PROJECT COST FY20225,000.00$ 75,000.00$ 300,000.00$ Required Task X:Sub-task X.1 Prepare Case Study Draft (template provided)Draft case study report, 1-2 powerpoint slides with project p6/15/2020 or 6/15/202N/AN/AN/ASub-task X.2 Prepare Final Case Study (template provided)Final case study report, 1-2 powerpoint slides with project p6/15/2020 or 6/15/202N/AN/AN/ATOTAL PROJECT COST OVERALL225,000.00$ 75,000.00$ 300,000.00$ (Add lines as necessary and incorporate into existing formulas)Match=minimum 25% of total project cost25%FY20 MVP Action Grant Scope Template Unit Quanity Unit Cost TotalUnit Quanity Unit Cost TotalHourly RateXXXXXX X XTasks to be Completed by June 20, 2020Task 1: Hours Total Hours Total Hours TotalHoursTotalHours Total Hours Total Hours Total Hours TotalSub-task 1.1 Deliverable: Resiliency Improvements Master Plan 50 $12,500.00 60 $9,000.00 10 $1,000.00 0 $0.000-$ $0 $22,500.0066 $4,989.60 0 $0.00 0 $0.00 0 $0.00 mileage 18.8 $ 0.56 $10 $5,000.03 $27,500.03Sub-task 1.2 Deliverable: Dam removal concept plan52 $13,000.00 70 $10,500.00 40 $4,000.00 0 $0.000-$ $0 $27,500.0066 $4,989.60 0 $0.00 0 $0.00 0 $0.00 mileage 18.7 $ 0.56 $10 $4,999.98 $32,499.98Total Task 1 Cost$50,000.00$10,000.01 $60,000.01Task 2:Sub-task 2.1 Deliverable: Remove manmade drainage structures0 $0.00 60 $9,000.00 0 $0.00 0 $0.00 removal 1 151,000.00$ $151,000 $160,000.00100 $7,560.00 0 $0.00 100 $2,940.00 40 $2,240.00 disposal 11.3 $ 200.00 $2,260 $15,000.00 $175,000.00Sub-task 2.2 Deliverable: Reforestation (away from wetlands) 0 $0.00 40 $6,000.00 0 $0.00 0 $0.00 planting 1 9,000.00$ $9,000 $15,000.0010 $756.00 31 $2,480.00 60 $1,764.00 0 $0.00 planting 1 $45,000.00 $45,000 $50,000.00 $65,000.00Total Task 2 Cost$175,000.00$65,000.00 $240,000.00 TOTAL PROJECT COST FY20$225,000.00 $75,000.01 $300,000.01 TOTAL PROJECT COST OVERALL$225,000.00 $75,000.01 $300,000.01 Minimum match 25% of total project cost)25.00%FY20 MVP Action Grant Budget TemplateTotal Project CostDirect Costs Project Team HoursGRANTDirect CostsIN-KIND / CASH MATCHTotal Task (Match)Total Task (Grant)Project Team Hours$250.00Principal Project PE GIS/supportPosition/Tite$150.00$100.00$0.00GIS$29.40$56.00Planning Director$75.60Tree Warden$80.00Project Manager 10 Attachment F: MVP Yearly Progress Report Template MUNICIPAL VULNERABILITY PREPAREDNESS PROGRAM FY 20 MVP ACTION GRANT RFR ENV 20 MVP 02 Executive Office of Energy and Environmental Affairs Municipal Vulnerability Preparedness Program Yearly Progress Report July 1, 2018‐June 30, 2019 Reporting Period Date: November 8, 2019 Municipality: Northampton Local MVP Contact Name: Wayne Feiden 1. Please list your municipalities’ top priority actions, in order of priority, identified through the MVP planning process. 1. Flood Resilience and Green Infrastructure (including flood control levees in and around downtown, comprehensive flood resilience plan, culvert assessments, upgrades to most vulnerable infrastructure focusing on nature‐based solutions) 2. Targeted Outreach and Listening Sessions 3. Forest Vulnerability Assessment 2. Has your Core Team reconvened since your Listening Session? If so, describe the process and any revisions or updates your team made to the original MVP Report? Please list your MVP Core Team members and note any new members. We reconvened our core team to clarify that flood control levees are critical part of flood control resilience and communicated electronically to reach a consensus that we want to update our FEMA Multi‐Hazard Plan over the next year to bring in MVP lessons. (FEMA/MEMA recently awarded us a grant to do that Multi‐Hazard Plan update, building on MVP.) 3. Discuss any other work related to the MVP process or climate change resiliency in the municipality. In what ways has your municipality used the outcomes of your workshop in other planning efforts (e.g., updating existing local plans)? We are reconvening our MVP core group to prepare our FEMA Multi‐Hazard Mitigation Plan, with a goal of completing by August 2020. We are examining all of our conservation areas to determine where we can increase carbon 11 sequestration and storage both as climate mitigation and for climate/stormwater resilience. We have received a MEMA recommendation, which now goes to FEMA, for funding to restore the Ice Pond site in Northampton, a site that was identified and designed using an MVP Action Grant under our Northampton Designs with Nature, and we will go to bid once that grant comes through. We have added many of the lessons from the MVP to our Northampton Climate Resiliency and Regeneration Plan (which is in final draft form.) 4. Please list any grants that your municipality has applied for, or received, to implement actions from your MVP report. Please note grant awards or applications that advanced priority actions. All of the following grants have funded or will fund MVP planning identified priority actions: 1. FEMA Multi‐Hazard Mitigation Plan—FEMA funding received 2. FEMA Ice Pond Northampton Designs with Nature implementation‐ FEMA funding applied for and MEMA recommendation for the project supplied to FEMA. 3. Rocky Hill Greenway expansion for resiliency‐ LAND grant received. 4. Northampton Designs with Nature resiliency designs‐ MVP funded. 5. Northampton Levee assessment‐ MVP funded. 6. Habitat restoration to restore natural systems‐ Applied to Fish and Wildlife 5. Please list any other steps that your municipality has taken towards implementing your priority actions. We recently participated in a green infrastructure workshop and are exploring changing our stormwater regulations to allow off‐site mitigation when that will allow mitigation funds to go further. Our stormwater utility/DPW is funding improvements to our stormwater system to address recommendations from the MVP plan. 6. Please list any potential next steps to advance priority actions during FY2020 (July 1, 2019 to June 30, 2020)? 1. Apply for MVP action grant to restore the Pine Grove Golf Course to improve climate  resiliency.  2. Assess Northampton flood control dikes. 7. Please note any difficulties or challenges the community has identified through the MVP planning process or while seeking to implement priority actions and any steps the community has identified to address these challenges. 12 Funding is never going to be enough to address all of our needs, but we have set resiliency and regeneration as a top priority and are approaching every potential funding source with that in mind. Stormwater regulations, when strictly applied on a property by property basis, can discourage development in the urban core area where land is limited and expensive and encourage sprawl, exactly the wrong direction. We are exploring zoning, subdivision, and stormwater incentives to address this, including our own investments and regulatory requirements. 8. Please identify any data needs or information gaps that the state could help fill. Improving coordination between communities to create more consistent design storm standards would help the regulated community and the design community address some of our resiliency needs without the risk of different standards in each community. Such efforts, however, need to address the challenge identified above, that we don’t want the inadvertently make development more difficult in urban areas and send it to greenfield sites.     November 8, 2019 Kara Runsten, Municipal Vulnerability Preparedness Manager Executive Office of Energy and Environmental Affairs 100 Cambridge Street, Suite 900 Boston, MA 02114 Email submittal: kara.runsten@mass.gov RE: Restoring the Pine Grove Golf Course for Climate Resiliency Dear Kara, On behalf of the Northampton Conservation Commission, I want to offer our pledge to offer our newest unit of the Rocky Hill Greenway for the proposed Restoring the Pine Grove Golf Course for Climate Resiliency project. The Conservation Commission authorized the purchase of this property and has empowered the Office of Planning & Sustainability for conservation purposes and to allow us to restore the property as outlined in the City’s grant application. Thank you for your consideration. Sincerely, Kevin Lake, Chair Conservation Commission   Wayne M. Feiden, FAICP (MVP project manager) 413.587.1265 WFeiden@NorthamptonMA.gov 210 Main St, Northampton, MA 01060 Education Master City and Regional Planning U. of North Carolina, Chapel Hill B.S. Natural Resources w/distinction U. of Michigan, Ann Arbor Fellowships and Residencies Bellagio Residency (2017), Italy State Dept. Professional Fellowship Exchange (2017), Malaysia German Marshall Fund (2015) N. Ireland, England and Denmark Fulbright Specialist (2011) U. of Auckland, New Zealand Fulbright Specialist (2007) U. of Venda, South Africa Eisenhower Fellowship (1995) Budapest, Hungary Honors College of Fellows, American Institute of Certified Planners Honorary Western Mass AIA State Trail Advocacy, American Trails Bike Advocate of the Year, Mass Bike Distinguished Leadership, APA-MA Social Advocacy Housing, APA-MA Social Advocacy Resiliency, APA-MA Preservation Award, Northampton Coker Award, U. North Carolina Professional City of Northampton, Director of Planning & Sustainability Service NEMSN Design & Resiliency Teams AIA Design Assistance Teams APA Community Planning Assistance Planning Accreditation Board Visitor Teaching Lecturer of Practice, 1992-present, U. Massachusetts Planning Tools and Techniques Community Economic Development Land Use and Growth Management Judicial and Planning Law On-Site Sewage Treatment Housing and the American Family Publications 14 research and peer-review publications (sustainability and management) Wayne Feiden, FAICP, is Director of Planning & Sustainability for the City of Northampton. Wayne’s professional focus includes regulatory systems, resilience, sustainability, assessments of sustainability, downtown and village center revitalization, multi-modal transportation, health, tactical urbanism, and open space preservation, and professional practice. As director of planning and sustainability for Northampton, MA, Wayne has led that city to earn the nation’s first 5- STAR Communities award for sustainability, the highest “Commonwealth Capital” score, the former Massachusetts scoring of municipal sustainability efforts, as well as “Bicycle-Friendly,” “Pedestrian-Friendly”, “APA Great Streets,” and “National Historic Trust Distinctive Communities” designations. Under his tenure, Northampton has become one of the most livable and sustainable small cities in New England with a strong focus in resilience, food, agriculture, open space, and the environment. Wayne is also lecturer of practice at the University of Massachusetts, teaching Planning Tools and Techniques and Community Economic Development. Wayne is also very active on short term strategic planning design and charrette panels helping communities and NGOs engage the community and create strategic action plans. He has led or served on 32 teams in 17 states on projects ranging from climate adaptation to downtown and village revitalization. He created the award-winning Design and Resiliency Teams to provide resiliency charrettes for communities addressing climate adaptation and other resiliency challenges. Wayne’s Rockefeller Bellagio residency (Italy), German Marshall Fund fellowship (Northern Ireland, England and Denmark), Fulbright Specialist fellowships (South Africa and New Zealand) and Eisenhower Fellowship (Hungary) all focused on sustainability, resiliency, and community revitalization. Wayne’s research publications include four monographs (APA PAS Reports), on planning management, assessing sustainability, decentralized wastewater, and performance guarantees and APA PAS Memos on “Conservation Limited Development” (in press) and “Building Sustainability and Resiliency into Local Planning Agencies.” Wayne M. Feiden, FAICP 413.587.1265 WFeiden@NorthamptonMA.gov 210 Main St, Northampton, MA 01060 education Masters of City and Regional Planning 1988 U. of North Carolina, Chapel Hill B.S. Natural Resources with distinction 1980 U. of Michigan, Ann Arbor professional fellowships and residencies Rockefeller Bellagio Residency 2017 Bellagio, Italy US State Dept. Professional Fellowship 2017 Kuala Lumpur, Malaysia German Marshal Fund Fellowship 2015 Derry, UK; York, UK; and Vejle, Denmark Fulbright Specialist 2011 U. of Auckland, New Zealand Fulbright Specialist 2007 U. of Venda, South Africa Eisenhower Fellowship 1995 Budapest, Hungary honors and awards Social Advocacy-Design & Resiliency Teams 2016 American Planning Association Massachusetts Chapter Outstanding Site Visitor Award 2014 Planning Accreditation Board Honorary WMAIA 2010 Western Massachusetts American Institute of Architects State Trail Advocacy Award 2010 American Trails Inducted to the College of Fellows 2008 American Institute of Certified Planners Bike Advocate of the Year 2003 Mass Bike/Pioneer Valley Distinguished Leadership 2002 American Planning Association Massachusetts Chapter Social Advocacy-Affordable Housing 2001 American Planning Association Massachusetts Chapter Preservation Award 1996 Northampton Historical Commission Outstanding Student Project 1988 American Planning Association North Carolina Chapter Louise Venable Coker Award 1988 University of North Carolina Merit Scholarship 1987 University of North Carolina professional practice Director of Planning and Sustainability 1997-present City of Northampton Principal Planner 1993-1997 City of Northampton Senior Planner 1991-1992 City of Northampton Environmental Planner 1988-1991 City of Northampton  Social Equity: CDBG, affordable housing, community development, citizen participation, environmental justice  Environment: 150 open space purchases, limited developments, two permanent endowment funds  Sustainable transportation: 11 miles of new rail trails, two park-and-ride lots, complete streets sea change  Economy: Downtown revitalization, redevelopment of former state hospital, brownfields, streamlined regulations.  Accountability: Pilot community for Sustainable Tools for Assessing and Rating (STAR) Communities  Resilience: Hazard mitigation, climate adaptation, community resilience  Tactical urbanism: Art gallery shows, complete street demonstration, temporary parklets  Grants management: 68 successful grant applications and management with over 48 million dollars in grant funds.  Creative financing: Limited development funding open space and affordable housing, foundation partnerships for endowment and project funds, fee-for-service projects.  Responsible for city awards (partial list) o Five-Star STAR Community rating 2014 STAR Communities o Leadership Commuter: Walking 2013 Massachusetts Department of Transportation o Pedestrian-Friendly city (Bronze) 2012 Pedestrian and Bicycle Information Center o Bicycle-Friendly city (Bronze) 2011 League of American Bicyclists o Commonwealth Capital top score 2007-2011 Massachusetts scoring of municipal sustainability o Healthy Motion: bicycle/pedestrian 2007 Massachusetts Health Department o Great Streets: Main Street 2007 American Planning Association o Smart Growth: downtown 2007 Pioneer Valley Planning Commission o Smart Growth: planned mixed use 2007 Pioneer Valley Planning Commission o Distinctive Community 2001 National Historic Trust Distinctive Wayne M. Feiden, FAICP 413.587.1265 WFeiden@NorthamptonMA.gov 210 Main St, Northampton, MA 01060 Pro-bono Design/Planning Teams, American Institute of Architects, American Planning Association, New England Municipal Sustainability Network Team Leader Team Member  Page, AR, APA-CPAT 2018  Las Vegas-NEMSN-Resiliency Team 2018  Fraser, CO-NEMSN-Resiliency Team 2017  Vinalhaven, ME-NEMSN-Resiliency Team 2017  Belchertown-NEMSN-Resiliency Team 2016 • Dublin, Ireland, AIA-DAT 2017  Providence-NEMSN-Resiliency Team 2016 • Rockaways NYC, AIA-RUDAT 2013  Sacramento- AIA-SDAT 2015 • Pilot Point, TX, AIA-RUDAT 2013  Provincetown, MA, AIA-Resiliency Team 2014 • Tremonton, UT, AIA-SDAT 2013  Bath, ME, AIA-Resiliency Team 2014 • Austin, TX, AIA-RUDAT 2012  Rio Vista, CA, AIA-RUDAT 2014 • Stanwood WA, AIA-SDAT 2012  Sebastopol CA, AIA-SDAT 2013 • Coos County OR, AIA-SDAT 2010  Sipaulovi, Hopi, AIA-SDAT 2012 • Central LA, AIA-SDAT 2007  Story Co. IA, APA-CPAT 2011 • Culver City, CA, AIA-SDAT 2007  Santa Rosa CA AIA-SDAT 2011 • Lake Havasu, AIA-RUDAT 2007  Allegany Co. PA, AIA-SDAT 2010 • Longview WA, AIA-SDAT 2006  Port Angles WA, AIA-SDAT 2009 • New Orleans, AIA-SDAT 2006  Virginia Beach, AIA-SDAT 2009 • Northeast Michigan, AIA-SDAT 2006  Staten Island, AIA-RUDAT 2008  Tampa, FL, AIA-SDAT 2008 service  Design and Resiliency Teams coordinator 2014-17 • USDN Innovation Fund Steering Com. 2015-17  STAR Communities Steering Committee 2013-17 • NY Disaster Housing Plan facilitator 2010  Massachusetts-APA, Awards Committee 1998 & 2001 • Fulbright Specialist Peer Review 2008-10  Massachusetts-APA Board member 1999-01 • Sunnyside Day Care board/treasurer 1998-01  Zoning Board, Montpelier, VT 1982-87 • Board of Health, Amherst, MA 1989-91 publications  “Conservation Limited Development for Local Governments.” PAS MEMO (in press)  “Building Sustainability and Resilience into Local Planning Agencies.” PAS MEMO, Janury/February, 2018.  “Book Review: Management skills for effective planners.” Journal of Planning Literature. 2016.  “Small Opportunity Cities: Transforming Small Post-Industrial Cities into Resilient Communities.” German Marshall Fund of the United States, April 2016.  Management of Local Agency Planning (PAS report #582), APA Planners Advisory Service, 2016.  Book Chapter: “Sustainable Design Assistance to Sipaulovi Village, Hopi Tribe.” In Planning the Native American Indian Reservation: from Theory to Empowerment (Part 4), Edited Nicholas Zaferatos. (in press expected 2018).  Assessing Sustainability: A Guide for Local Governments, APA Planners Advisory Service, 2011, with E. Hamin.  Planning Issues of Onsite and Decentralized Wastewater Treatment and Disposal, APA Planners Advisory Service, 2006, with E. Winkler.  “Elements of Financial Performance Guarantees,” Public Investment News, PL 2.1350, Sept. 2002, with R. Burby.  Performance Guarantees for Government Permit Granting Authorities, APA Planners Advisory Service, August 2002, with R. Burby.  “Design Guidance for Shallow Trench Low Pressure Pipe Systems,” monogram for Mass. Department of Environmental Protection, 99-07/319, April 2001, with E. Winkler.  “Computer Aided On-Site Sewage System Design Using a Pressurized System Design Spreadsheet,” IN Site Characterization and Design of On-Site Septic Systems, ASTM, 1997, with E. Winkler.  “A talajban történö szennyvíz-elhelyezés lechetöségei,” Applicability of Subsurface On-Site Sewage Disposal, Vízügyi Közlemények, Hydraulic Engineering, Budapest, #2, 1996.  "Financial Performance Guarantees: The State of Practice," Journal of American Planning Association, Fall 1989, with R. Burby and E. Kaiser.