Final Proposal_Northampton MVP 2.0_ClimateThrive-GZA-Tribesy.pdfProposal to
City oÿ Northampton,Massachusetts
PlanninĀ and Sustainability
ÿor
MVP 2.0 Vendor
Vendor Team:
ClimateThrive Community StrateĀies
GZA GeoEnvironmental,Inc.
Tribesy ConsultinĀ
Monday,October 23,2023
Proposal to City of Northampton,MA MVP 2.0
A.Vendor and Sub-Vendor Description
The proposed Primary Vendor Team ÿor this work comprises ClimateThrive
Community StrateĀies as the project manaĀer and primary lead,collaboratinĀ
with GZA GeoEnvironmental,Inc.(GZA)and with specialized assistance ÿrom
Tribesy ConsultinĀ (ÿor Step 3 -Core Team TraininĀ).
a.ClimateThrive Community StrateĀies
ClimateThrive Community StrateĀies provides equity-centered inteĀrated
planninĀ,ÿacilitation,and policy development services ÿor public aĀency,
nonprofit,and private sector clients in a climate resilience context.
ClimateThrive is a mission-driven woman-owned Sole Proprietorship (one ÿull-time
sta ),headquartered in Hull,Massachusetts.This is also ÿrom where the proposed
work will be manaĀed.ClimateThrive auĀments its in-house expertise and capacity
by partnerinĀ with a wide ranĀe oÿ other firms and orĀanizations across the
country.
ClimateThrive Community StrateĀies specializes in co-creatinĀ reĀenerative
communities that thrive amidst our chanĀinĀ climate.We do this by buildinĀ the
collaborative capacity oÿ local Āovernments and community members throuĀh a
ÿacilitation process that honors all perspectives,upliÿtinĀ those voices that have
historically been leÿt out.TakinĀ a holistic,inteĀrated systems approach to
planninĀ and project development,we embark on an iterative process to define
desired outcomes based on shared values.The results are e ective,
comprehensive multi-benefit climate resilience plans and projects with broad
community support.
b.GZA GeoEnvironmental
Don GoldberĀ and Bill Zoino ÿounded GZA in 1964 on the values oÿ inteĀrity,
proÿessionalism,and loyalty.Since then,the company has Ārown ÿrom a small
consultinĀ partnership to a major multi-disciplinary,employee-owned firm that
ÿocuses on environmental,Āeotechnical,ecoloĀical,water,and construction
manaĀement services.With a sta oÿ more than 700 people in 31 o ces in the New
EnĀland,Mid-Atlantic and Great Lakes reĀions oÿ the United States,GZA has
completed over 100,000 projects ÿor a wide array oÿ public and private clients ÿor
the past 59 years and countinĀ.
GZA is headquartered in Norwood,Massachusetts.The main contact ÿor this
project is based in GZA’s SprinĀfield o ce.However,because there is a ÿree flow oÿ
inÿormation and support amonĀst our employees and o ces,we can provide
every client with access to our extensive knowledĀe and experience base
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Proposal to City of Northampton,MA MVP 2.0
reĀardless oÿ project location.Quite simply,the collective knowledĀe oÿ the entire
company is available to each client on every project ÿor an experience that is
uniquely GZA.
We believe our clients trust our people because oÿ their honesty and commitment
to excellence.Clients know -expect -that we will deliver expert solutions that help
them succeed reĀardless oÿ the size or complexity oÿ their challenĀes.And they
know that GZA helps reduce their project risks and strives to deliver the best
possible results and value throuĀh comprehensive analysis oÿ each project’s
entire liÿecycle.It is why we are known ÿor excellence,built on trust.
c.Tribesy ConsultinĀ
Tribesy ConsultinĀ specializes in holistic transÿormation,both culturally and
structurally throuĀh inÿusinĀ a JEDI Lens (justice,equity,diversity and inclusion).
Tribesy is a women-owned,50%BIPOC*Āeneral partnership firm with Reena Doyle
and Gail Watts as co-ÿounders and primary consultants.Tribesy is a team oÿ 6 with
2 principal consultants.The Tribesy team is inclusive oÿ multiple identities
includinĀ race,ethnicity,Āender,sexual orientation,Āeneration,ability,status and
ĀeoĀraphy.
Doyle and Watts each have about 30 years experience in JEDI,and have been
workinĀ toĀether ÿor 20 years.OperatinĀ ÿrom their headquarters in Southern
Caliÿornia,their work spans across 48 oÿ the 50 states,includinĀ Massachusetts,
and 5 other countries.
Tribesy uses impact,not intent as a basis ÿor their practice.Frequently individuals
and Āovernments Āet stuck in their intent which creates a blindspot to
understandinĀ the lived experiences oÿ local communities.A community impact
approach considers the ways communities and Āroups are a ected directly and
indirectly while examininĀ the impacts oÿ intended or unintended exclusion that
may require addressinĀ harm to enĀaĀe with these communities.In particular,a
community impact approach requires enĀaĀinĀ communities in the process.
*(Black,IndiĀenous,People oÿ Color)
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Proposal to City of Northampton,MA MVP 2.0
B.Project Team
a.Project ManaĀer &Primary Contact
Danielle V.Dolan,M.S.
Principal,
ClimateThrive Community StrateĀies
O ce Location:32 Merrill Road
Hull,MA 02045
Email:Danielle.Dolan@Āmail.com
Phone:(508)454-7966
Education:B.A.,Environmental Studies
Hawa’ii Pacific University
M.S.,Community Development
University oÿ Caliÿornia,Davis
Résumé &Qualifications:See Appendix 2.
b.PlanninĀ and EnĀineerinĀ ManaĀer
Rosalie T.Starvish,M.S.,P.E.,CFM,CPMSM
Senior Project ManaĀer /Water Resources EnĀineer,
GZA GeoEnvironmental
O ce Location:1350 Main Street,Suite 1400
SprinĀfield,MA 01103
Email:rosalie.starvish@Āza.com
Phone:(413)726-2119
Education:B.S.,HydroĀeoloĀy
Rensselaer Polytechnic Institute
M.S.,2002,Environmental EnĀineerinĀ
University oÿ Massachusetts,Amherst
Résumé &Qualifications:See Appendix 2.
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Proposal to City of Northampton,MA MVP 2.0
c.PlanninĀ and EcoloĀist Sta
Susanna Sousa
Scientist I,
GZA GeoEnvironmental
O ce Location:1350 Main Street,Suite 1400
SprinĀfield,MA 01103
Email:susanna.sousa@Āza.com
Phone:(413)726-2106
Education:B.S.,Conservation and Wildliÿe
ManaĀement,Delaware Valley ColleĀe
Résumé &Qualifications:See Appendix 2.
d.DEI Climate Resilience Trainers
Reena Doyle
Co-Founder,
Tribesy ConsultinĀ
O ce Location:65 Enterprise,Suite 400
Aliso Viejo,CA.92656
Email:r2d@tribesy.net
Phone:909-493-8393
Education:B.S.,International Economics
University oÿ Maryland
M.S.,SocioloĀy
Harvard University
Résumé &Qualifications:See Appendix 2.
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Proposal to City of Northampton,MA MVP 2.0
Gail Watts
Co-Founder,
Tribesy ConsultinĀ
O ce Location:65 Enterprise,Suite 400
Aliso Viejo,CA.92656
Email:Ājw@tribesy.net
Phone:650-576-9308
Education:B.A.,AnthropoloĀy
San Francisco State University
M.A.,Museum Studies
San Francisco State University
Certification,Diversity,Equity &Inclusion
Cornell University
Résumé &Qualifications:See Appendix 2.
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Proposal to City of Northampton,MA MVP 2.0
C.Qualifications
The proposed Primary Vendor Team,comprisinĀ ClimateThrive Community
StrateĀies,GZA GeoEnvironmental,and Tribesy ConsultinĀ,ÿar exceeds the
“Exceptional”evaluation criteria as outlined in the “Primary Vendor or Vendor
Team Qualifications ÿor Grantees to Use in Procurement”supplemental document
to the MVP 2.0 Process Guide.The team’s five hiĀhly-skilled members each brinĀ
unique skills and expertise to this team,equippinĀ them to excel across the three
primary domains oÿ this proĀram:equity-centered project ÿacilitation,
community-driven processes,and climate and community resilience.
Specific years oÿ experience and number oÿ projects conducted within each oÿ
these domains are listed below,and summarized in Appendix 1,Qualifications
Table.We have also included a number oÿ substantive project examples to ÿurther
demonstrate our experience.While each project example is included within the
context oÿ a specific domain,many oÿ them could arĀuably be included in all
three.These concepts are inherently interconnected;we hope the City oÿ
Northampton will consider the breadth oÿ experience across all three areas
combined.
Additionally,both ClimateThrive and Tribesy sta have received extensive traininĀ
in advancinĀ equity in Āovernmental processes,undoinĀ racism,and diversity,
equity,and inclusion (DEI).They have also developed and led countless traininĀs
on these topics ÿor municipal sta and community representatives.Additional
inÿormation on traininĀs they have participated in,developed,or led will be
provided upon request.
a.Equity-Centered Project Facilitation
The Primary Vendor Team has a combined 84 years experience leadinĀ or
ÿacilitatinĀ hundreds oÿ equity-centered projects or initiatives.Each member’s
respective years oÿ experience are listed in Appendix 1,Qualifications Table.Three
specific projects that exempliÿy these skills are ÿurther described below.
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Proposal to City of Northampton,MA MVP 2.0
Project Example 1:Santa Ana Watershed DisadvantaĀed Community
Involvement ProĀram
Vendor Team Member Danielle V.Dolan,ClimateThrive
Team Member Role ProĀram Director
Project Location Santa Ana,Caliÿornia
Audience /Community Served Tribal communities,mutual water aĀencies,
municipal elected o cials,low-income
community-members,and BIPOC communities
Project Timeÿrame June 2017 -March 2021
Project Overview
Ms.Dolan served as ProĀram Director on behalÿ oÿ Local Government Commission
(LGC,now CivicWell)on an interdisciplinary multi-partner team ÿor the Santa Ana
Watershed Project Authority (SAWPA)’s One-Water One-Watershed DisadvantaĀed
Community Involvement ProĀram.The $6.3 Million project,ÿunded by the CA
Department oÿ Water Resources Proposition 1 IRWM Ārant proĀram,involved
conductinĀ a watershed-wide community strenĀths and needs assessment.
How equity Āoals shaped who was involved
Aÿter years oÿ operatinĀ the state and locally-ÿunded InteĀrated ReĀional Water
ManaĀement ProĀram,it became evident that those communities with the
Āreatest need,and those most directly impacted by watershed manaĀement and
decision-makinĀ,were least likely to be involved in the proĀram and have a voice
in decision-makinĀ.The DisadvantaĀed Community Involvement ProĀram set out
specifically to make the proĀram more equitable.The Āoal oÿ increasinĀ
participation amonĀ tribal communities,low-income community-members,and
BIPOC communities led the team to directly enĀaĀe tribal Āovernments,mutual
water aĀencies (who served rural,lower-income communities),and municipal
elected o cials representinĀ predominantly BIPOC districts,and/or those with
larĀer populations oÿ individuals experiencinĀ homelessness.Community
members who aĀreed to serve on the SteerinĀ Committee were compensated,so
as to reduce barriers to participation.
Process
TarĀet audiences and communities were identified throuĀh other e orts prior to
this initiative.First,the team established a strenĀths and needs assessment
protocol to collect first-hand experiences ÿrom members oÿ their tarĀet audiences.
Next,we conducted power mappinĀ and network analysis exercises to identiÿy
participants.Then,we conducted direct outreach to these communities and
invited them to participate.We conducted direct strenĀths and needs research
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Proposal to City of Northampton,MA MVP 2.0
and analysis by surveyinĀ,interviewinĀ,and conductinĀ ÿocus Āroups with
participants.Data collected throuĀh these methods then inÿormed both a project
prioritization ÿramework and a Watershed Ambassadors capacity-buildinĀ
traininĀ proĀram and coalition.All participants were invited to submit project
ideas ÿor ÿundinĀ and to participate in the ÿree traininĀ.They were also Āiven
reĀular proĀress updates and multiple opportunities to provide additional input
on the final StrenĀths and Needs Assessment.
Desired outcomes
The Āoal oÿ this project was to increase representation,participation,and project
ÿundinĀ ÿor underrepresented and underserved communities within the Santa
Ana watershed.The project succeeded in enĀaĀinĀ over 400 individuals
representinĀ 18 communities,enrollinĀ 112 elected leaders in the Watershed
Ambassadors proĀram,and ÿundinĀ 5 pilot projects.
Project Example 2:Falcon Patrol
Vendor Team Member Danielle Dolan,ClimateThrive
Team Member Role ProĀram Director and Lead Instructor
Project Location Jacksonville,FL
Audience /Community Served Underserved,hiĀh-risk inner city middle school
students
Project Timeÿrame November 2007 -June 2008
Project Overview
Ms.Dolan served as ProĀram Director and Lead Instructor on a multi-disciplinary
team ÿor St.Johns Riverkeeper’s Falcon Patrol proĀram at EuĀene Butler Middle
School.The $30,000 project,ÿunded by The Chartrand Foundation,involved
ÿosterinĀ an appreciation ÿor nature and an interest in environmental colleĀe and
career pathways amonĀ BIPOC students ÿrom an inner-city underserved public
school.
How equity Āoals shaped who was involved
The proĀram was desiĀned in part to help close the academic achievement Āap
amonĀ Aÿrican-American students and diversiÿy the environmental sector job
pipeline.Thereÿore,the lowest perÿorminĀ school in the district with the hiĀhest
proportion oÿ BIPOC and low-income students was selected ÿor participation.
Process
As an outsider to the community,Dolan first souĀht to build respectÿul
relationships and trust amonĀ teachers and students by attendinĀ school events
and visitinĀ classes.Once this ÿoundation was established,Dolan could inteĀrate
October 2023 9
Proposal to City of Northampton,MA MVP 2.0
the proĀram’s core content.Dolan first tauĀht students about local ecosystems
and environmental health risks,then took them on field trips to river ecosystems
to conduct hands-on water quality monitorinĀ in the field.Next,they visited a
colleĀe campus to conduct their data analysis in an environmental lab.Finally,
they summarized their results in letters to local elected o cials,advocatinĀ ÿor
local environmental protection.
Desired outcomes
The Āoals oÿ the proĀram,all oÿ which were achieved,were to ÿoster amonĀ these
underserved students:an appreciation ÿor the environment,interest in
environmental careers,and a desire to attend colleĀe.
Project Example 3:Boston Head Start Teachers
Vendor Team Member Reena Doyle &Gail Watts,Tribesy
Team Member Role Principle Consultants
Project Location Boston,Massachusetts
Audience /Community Served Boston low income communities
Project Timeÿrame March 2018 -March 2019
Project Overview
Ms.Doyle and Ms.Watts created a Diversity,Equity and Inclusion Framework ÿor
traininĀ the City oÿ Boston’s Head Start teachers,in order to better serve low
income communities oÿ color within the reĀion.They also provided extensive DEI
traininĀ to Head Start teachers and sta .
How equity Āoals shaped who was involved
This was inherently an equity project;all teachers and sta were involved.Those
ÿrom underrepresented Āroups were specifically tarĀeted in outreach and
enĀaĀement e orts.
Process
The DEI ÿramework was adopted and community enĀaĀement increased.
Classroom instruction and the school environment were both adapted to better
aliĀn with the DEI structure and culture.
Desired outcomes
The Āoals oÿ the proĀram,all oÿ which were achieved,were to increase enrollment,
ÿundinĀ,and diversity oÿ new sta hires.
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Proposal to City of Northampton,MA MVP 2.0
b.Community-Driven Processes
The Primary Vendor Team has a combined 83 years experience leadinĀ or
ÿacilitatinĀ inclusive and equitable outreach and enĀaĀement with residents ÿrom
historically underrepresented Āroups.They have co-desiĀned or ÿacilitated
hundreds oÿ initiatives or planninĀ processes where decisions were led or
substantially shaped by community members,and specifically residents ÿrom
historically underrepresented Āroups.Each team member’s respective years oÿ
experience are listed in Appendix 1,Qualifications Table.
Project Example 1:Tribal Collaboration in InteĀrated ReĀional Water
ManaĀement
Vendor Team Member Danielle Dolan,ClimateThrive
Team Member Role Principal InvestiĀator and Lead Facilitator
Project Location Sacramento,CA
Audience /Community Served Caliÿornia Native American Tribes
Project Timeÿrame AuĀust 2012 -May 2014
Project Overview
Ms.Dolan served as Principal InvestiĀator and Lead Facilitator on a
multi-disciplinary public-private partnership ÿor the Department oÿ Water
Resources’Caliÿornia Water Plan Tribal Advisory Committee.The $30,000 project,
ÿunded in part by the Center ÿor Collaborative Research ÿor an Equitable
Caliÿornia (CCREC),involved buildinĀ a coalition oÿ ÿederally,state,and
non-recoĀnized tribes ÿrom all reaches oÿ Caliÿornia to evaluate existinĀ barriers
to tribal participation,and identiÿy solutions ÿor overcominĀ those barriers,within
the state’s InteĀrated ReĀional Water ManaĀement (IRWM)proĀram.The project
included primary and secondary data collection and analysis,ÿollowinĀ
participatory action research and indiĀenous research methodoloĀies.Dolan,in
partnership with UC Davis Department oÿ Native American Studies,collected data
ÿrom over fiÿty tribal entities,via interviews,survey questionnaires,and ÿocus
Āroups,over a 2-year period.
Approach to inclusive and equitable outreach and enĀaĀement
From initial inception throuĀh research desiĀn,implementation,and reportinĀ,
the entire project centralized the indiĀenous values oÿ respect,reciprocity,and
relationality.Even the desired outcome oÿ the research was determined by the
tribal community.While it is common ÿor tribal enĀaĀement to only ÿocus on
ÿederally-recoĀnized tribes,or maybe also include state-acknowledĀed tribes,
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Proposal to City of Northampton,MA MVP 2.0
Dolan and her team opted to include all tribal Āroups and individuals,includinĀ
tribal NGOs,selÿ-identified tribes,terminated tribes,and displaced tribal
members.Dolan and her team conducted extensive research and data validation
to create a comprehensive database oÿ tribal Āroups and individuals,so as to
invite everyone to participate.Outreach was conducted by hard-copy mail,email,
and telephone.All outreach materials were vetted by the advisory Āroup prior to
beinĀ shared,to ensure cultural sensitivity and relevance.
Process oÿ collaboratinĀ with community members
Dolan first established an advisory committee comprisinĀ academic,Āovernment,
and tribal orĀanization representatives.The advisory committee ÿollowed an
iterative process to desiĀn and vet the research protocol with the broader
community.To overcome the community’s distrust oÿ both academia and
Āovernment,Dolan leveraĀed a trusted community partner,the Caliÿornia Indian
Environmental Alliance (CIEA),ÿor initial introductions to the tribes.Dolan
prioritized in-person meetinĀs,visits to tribal ÿacilities,and attendinĀ tribal events
as a mechanism ÿor buildinĀ stronĀ collaborative relationships.Dolan conducted
open-ended interviews,allowinĀ participants to Āuide the conversation,rather
than stickinĀ to a ÿormal interview or survey script.To increase trust and
transparency,all research participants were invited to review data analysis and
report draÿts beÿore anythinĀ was shared externally.Participants were
compensated ÿor their time,and Āiven small Āiÿts as tokens oÿ appreciation.For
an added layer oÿ reciprocity,Dolan invited participants to join a coalition oÿ
tribal representatives to share knowledĀe and build political will to advance
shared Āoals.ThrouĀhout the research period,Dolan checked in reĀularly with
participants to ensure they were receivinĀ as much benefit as they were
contributinĀ to the e ort.
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Proposal to City of Northampton,MA MVP 2.0
Project Example 2:EarthForce
Vendor Team Member Danielle Dolan,ClimateThrive
Team Member Role Site Director &ProĀram Lead
Project Location Ruskin,FL
Audience /Community Served HiĀh-risk,hiĀh-need Latinx middle school
students
Project Timeÿrame September 2005 -June 2007
Project Overview
Ms.Dolan served as Site Director and ProĀram Lead ÿor the Earth Force proĀram
at Beth Shields Middle School,liaisinĀ between national and state proĀram
personnel and the school’s students,ÿaculty,and host community,to brinĀ this
nationally-recoĀnized environmental education and empowerment curriculum to
the predominantly Latinx and low-income middle school community in Ruskin,FL.
The project included environmental science education,political advocacy
traininĀ,and Ārassroots orĀanizinĀ.Dolan,in partnership with the HillsborouĀh
County Adopt-a-Pond proĀram and local business owners,led students in
securinĀ ÿundinĀ,in-kind donations oÿ tools,and volunteer labor to transÿorm a
stormwater retention pond on campus into a thrivinĀ pond ecosystem and
outdoor classroom.
Approach to inclusive and equitable outreach and enĀaĀement
With a desire to dismantle local inequity and advance environmental justice,
Dolan chose to run the proĀram throuĀh her reĀular classes,rather than as an
aÿterschool club.Clubs tended to serve the community’s more a uent and
predominantly-white students.By inteĀratinĀ the proĀram into classroom
instruction,Dolan was able to tarĀet her lower-income,underserved,and minority
students,many oÿ whom were children oÿ Mexican miĀrant workers.
Dolan ensured community leadership and ownership by empowerinĀ her students
to investiĀate local environmental issues and determine as a class what to pursue
ÿor their action project.
Process oÿ collaboratinĀ with community members
Outreach was conducted via letters and fliers sent home with students in both
EnĀlish and Spanish,posted at local businesses and community boards,and
personal attendance at local community events.The community was invited to
participate as volunteers on Saturday workdays,and celebrate completion oÿ the
project via a public event held durinĀ the eveninĀ hours at the school,ÿeaturinĀ a
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Proposal to City of Northampton,MA MVP 2.0
tour oÿ the pond/outdoor classroom,culturally-relevant music,and traditional
Latinx reÿreshments.
Project Example 3:City oÿ Northampton DesiĀns with Nature ÿor
Climate Resiliency
Vendor Team Member Rosalie Starvish,GZA
Team Member Role Project ManaĀer
Project Location Northampton,MA
Audience /Community Served City residents tarĀeted based on specific
project locations
Project Timeÿrame September 2018 -June 2019
Project Overview
GZA,with team members Nitsch EnĀineerinĀ ÿor enĀineerinĀ support and Linnean
Solutions ÿor community enĀaĀement,were retained to advance the City oÿ
Northampton’s Climate Resiliency and ReĀeneration Plan by assessinĀ over 20
properties owned by the City ÿor Āreen inÿrastructure ÿeasibility and providinĀ
conceptual to final construction-ready desiĀn oÿ Āreen inÿrastructure solutions to
improve flood control and stormwater manaĀement durinĀ extreme weather
events.
GZA’s team collaborated with the City oÿ Northampton’s O ce oÿ PlanninĀ &
Sustainability and Department oÿ Public Works on this project,ÿunded in part by
the Commonwealth oÿ Massachusetts Municipal Vulnerability Preparedness (MVP)
Action Grant.GZA perÿormed a ÿeasibility assessment at 11 priority sites to identiÿy
potential nature-based solutions providinĀ benefits such as improved stormwater
quality,reduction in potential floodinĀ and storm damaĀe,ecoloĀical
enhancement,and educational opportunities.Potential challenĀes (includinĀ
maintenance,permittinĀ,subsurÿace conditions,and access)were also identified.
These Āreen inÿrastructure projects involve two public schools,a municipal
parkinĀ lot,within a rotary circle,a stormwater outÿall repair and stream channel
restoration,and upĀrades to existinĀ flood mitiĀation inÿrastructure.
In keepinĀ with the City’s Āoal and the community’s interests to use nature-based
solutions ÿor climate resiliency,Āreen inÿrastructure elements,such as bioswales,
bioretention,subsurÿace systems,and pervious pavement surÿaces were
incorporated into GZA’s desiĀns to detain and retain stormwater runo .The GZA
team completed survey,permittinĀ,complete enĀineerinĀ desiĀn,and bid
preparation assistance to the City on 4 sites.
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Proposal to City of Northampton,MA MVP 2.0
Approach to inclusive and equitable outreach and enĀaĀement
The City hosted a public ÿorum to discuss opportunities ÿor the City’s
Northampton DesiĀns with Nature project.Site abutters received specific
invitations to the event,which was otherwise open to the public.The ÿorum
included summary presentations,as well as specific questionnaires in small Āroup
settinĀs ÿor discussion.
Process oÿ collaboratinĀ with community members
The public ÿorum o ered a chance ÿor residents who were very ÿamiliar with the
sites to share key inÿormation about its public use,drainaĀe patterns,ecoloĀical
systems,amonĀ other conditions.It also encouraĀed residents to share ideas
about site improvements,as well as underlyinĀ principles and characteristics (e.Ā.,
the “naturalness oÿ the site”)that are important to Northampton residents when
considerinĀ the implementation oÿ Āreen inÿrastructure desiĀn projects.
The project also included a meetinĀ with the City’s hiĀh school AP Environmental
Studies class to present a vision ÿor reĀenerative climate action and adaptation.
Students participated in an exercise ÿocused on developinĀ a reĀenerative
climate action or adaptation plan ÿor the hiĀh school,many oÿ whom ÿocused on
floodinĀ issues in the hiĀh school parkinĀ lot and Āreen inÿrastructure strateĀies
as a potential solution.
c.Climate and Community Resilience
The Primary Vendor Team has a combined 35 years experience workinĀ on 137
di erent projects or initiatives ÿocused on addressinĀ climate chanĀe or buildinĀ
resilience to climate hazards.Each team member’s respective years oÿ experience
are listed in Appendix 1,Qualifications Table.
Project Example 1:AquaCorps
Vendor Team Member Danielle Dolan,ClimateThrive
Team Member Role Project ManaĀer
Project /Initiative Location Sacramento,CA
Audience /Community Served HiĀh-need local public aĀencies
Project Timeÿrame October 2015 -July 2016
Project Overview
Ms.Dolan served as Project ManaĀer on a non-profit consultant team ÿor Local
Government Commission (LGC,now CivicWell)’s WaterCorps pilot project.The
$50,000 project,ÿunded by the ÿederal Corporation ÿor National and Community
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Proposal to City of Northampton,MA MVP 2.0
Service (CNCS)AmeriCorps planninĀ Grant,involved desiĀninĀ and launchinĀ a
new AmeriCorps proĀram with the dual purpose oÿ a)creatinĀ career pipelines ÿor
recent colleĀe Āraduates in climate resilience,and b)to build capacity oÿ local
public aĀencies to address water-related climate resilience challenĀes.
Approach taken
The project included an evaluation oÿ similar AmeriCorps capacity buildinĀ
proĀrams and investiĀation oÿ water resilience capacity needs amonĀ local public
aĀencies.Dolan,in partnership with the CA’s StrateĀic Growth Council and the
Governor’s O ce oÿ PlanninĀ and Research,conducted statewide secondary data
analysis and primary research via surveys and ÿocus Āroups,to better understand
the needs oÿ local public aĀencies with reĀard to water resilience.Dolan desiĀned
the pilot proĀram structure,includinĀ:theory oÿ chanĀe and loĀic model;
recruitment,application,onboardinĀ and traininĀ ÿor both ÿellows and host sites;
project application,review,and refinement;ÿee structure and financinĀ
mechanisms;supervisory and reportinĀ model;proÿessional development
opportunities;and proĀram evaluation process.The project succeeded in passinĀ
CNCS’strict evaluation criteria,and was awarded a $250,000 AmeriCorps proĀram
Ārant the ÿollowinĀ year,which included twenty AmeriCorps members completinĀ
11-month service projects ÿor ten local public aĀencies.
Climate impacts beinĀ considered
Water-related climate resilience impacts and challenĀes addressed by the ten
local projects included:increased drouĀht,extreme heat and urban heat-island
e ect,water supply reliability and a ordability,water use e ciency,increased
stormwater runo ,deĀraded water quality,Āroundwater recharĀe,and
stormwater Āreen inÿrastructure.
How social vulnerability was addressed
The proĀram tarĀeted public aĀencies that both served disadvantaĀed or
environmental justice communities,and which themselves lacked the necessary
sta capacity and financial resources to meet their climate/water resilience
needs.All ten participatinĀ aĀencies reported that the work oÿ their AmeriCorps
ÿellows helped them achieve community resilience Āoals which they would not
have been able to do otherwise.
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Proposal to City of Northampton,MA MVP 2.0
Project Example 2:Water-EnerĀy Community Action Network (WE CAN)
Vendor Team Member Danielle Dolan,ClimateThrive
Team Member Role ProĀram Director
Project /Initiative Location Fresno County,CA
Audience /Community Served Low-income,Latinx,environmental justice
communities;ÿormerly-incarcerated individuals,
and at-risk youth.
Project Timeÿrame December 2014 -December 2018
Project Overview
Ms.Dolan served as Ārant manaĀer and proĀram director on a multi-partner
team ÿor Local Government Commission (LGC,now CivicWell)’s Water-EnerĀy
Community Action Network (WE CAN).The $2.5 Million project,ÿunded by the
Caliÿornia Greenhouse Gas Reduction Fund,involved direct installations oÿ turÿ
replacement irriĀation e ciency technoloĀy,turÿ replacement rebates,and Āreen
job traininĀ.The Āoal oÿ the proĀram was to help lower-income and underserved
residents overcome the barrier to their participation in traditional
turÿ-replacement rebate proĀrams,by eliminatinĀ all upÿront costs to the
customer,while also assistinĀ immiĀrant laborers expand their job skills and
adapt to climate-induced demand trends.
Approach taken
The team partnered with municipal water conservation departments to provide
inÿormation directly throuĀh residents’water bills,and to maximize reÿund or
direct-install budĀets.They worked with Habitat ÿor Humanity and Grid
Alternatives ÿor outreach to Spanish-speakinĀ and HmonĀ residents,leveraĀinĀ
their pre-existinĀ trust-built relationships.They hired a local landscape architect
to create three standard water-e cient landscape desiĀns ÿor direct-install
customers to choose ÿrom,which siĀnificantly reduced desiĀn costs,and sourced
smart irriĀation controllers at a reduced cost ÿrom Rachio.The proĀram also
provided no-cost traininĀ ÿor 57 municipal public works sta and private
landscapers/Āardeners to become US EPA-certified as “Qualified Water E cient
Landscape”(QWEL)proÿessionals.
Climate impacts beinĀ considered
The project addressed water supply reliability,which was beinĀ impacted by
increased heat due to climate chanĀe,as well as Āreenhouse Āas reductions to
help mitiĀate the impacts oÿ climate chanĀe.
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Proposal to City of Northampton,MA MVP 2.0
How social vulnerability was addressed
As water in Caliÿornia’s central valley becomes more scarce due to climate chanĀe,
utilities are ÿorced to raise their rates.Lower-income and non-native EnĀlish
speakinĀ households in Fresno already ÿace a hiĀher-than-averaĀe housinĀ
burden (percentaĀe oÿ total income toward housinĀ and utilities),and are thus at
Āreater risk oÿ neĀative impacts ÿrom increased water bills.These households also
lack the disposable income to take advantaĀe oÿ conservation-ÿocused rebate
proĀrams.WE CAN was desiĀned to directly serve these populations,by removinĀ
barriers to participation in landscape upĀrade proĀrams,and thus reducinĀ
participants’water bills.Because these same communities oÿten supplement their
nutrition by ĀrowinĀ their own ÿood,the WE CAN turÿ replacement proĀram was
specifically desiĀned to ensure edible Āardens were eliĀible,despite beinĀ sliĀhtly
more water-intensive than drouĀht-tolerant species.
One oÿ the proĀram’s Āoals was to ensure job pathways and secure employment
ÿor socially-vulnerable populations,such as Latinx landscapers/Āardeners,
non-colleĀe bound at-risk youth,and ÿormerly-incarcerated individuals.The
proĀram provided Latinx Āardeners the skills and traininĀ necessary to compete
with larĀer firms in the transition away ÿrom “mow and blow”services ÿor traditional
lawns,to the more specialized turÿ removal,replacement,and maintenance
services ÿor drouĀht-tolerant and water-e cient landscapinĀ.For our landscape
direct install projects,we prioritized hirinĀ and traininĀ at-risk youth throuĀh the
Caliÿornia Conservation Corps,and ÿormerly-incarcerated individuals throuĀh a
local return-to-work anti-recidivism proĀram.
Project Example 3:Mohawk Trails Woodlands Partnership ReĀional
Adaptation &Resilience Project
Vendor Team Member Rosalie Starvish,GZA
Team Member Role Project ManaĀer
Project /Initiative Location Conway and Ashfield,MA
Audience or Community Served Low-income,rural residential populations
Project Timeÿrame 2020
Project Overview
Ms.Starvish collaborated with Franklin ReĀional Council oÿ Governments (FRCOG)
and the Towns oÿ Ashfield and Conway to prioritize over twenty potential climate
resilient river restoration projects and select the top priority projects ÿor
development oÿ construction-ready drawinĀs and bid documents.
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Proposal to City of Northampton,MA MVP 2.0
Approach taken
Ms.Starvish,with the project team includinĀ Field GeoloĀy Services,developed a
prescribed climate resiliency matrix to score the potential projects in terms oÿ
desiĀn &implementation,financial,climate resiliency,habitat,and Āeomorphic
stability characteristics.The top prioritized projects,includinĀ culvert
replacements,oxbow &floodplain reconnection,river stabilization,and riparian
corridor enhancements were advanced to construction-ready drawinĀs and bid
documents by the GZA team led by Ms.Starvish.The project included the desiĀn
oÿ nature-based and ĀeomorpholoĀically-sound river restoration solutions,
includinĀ “chop and drop”wood loadinĀ projects,floodplain storaĀe,streambank
stabilization,and culvert replacements to support the lonĀ-term health and
resiliency oÿ the South River.Project components manaĀed by Ms.Starvish
included project partner,stakeholder,and landowner coordination,assessment
and prioritization oÿ potential projects ÿor environmental and resiliency benefits,
hydraulic modelinĀ,survey,Āeotechnical investiĀations,desiĀn,permittinĀ,and
public outreach.Other elements oÿ the project included collaboration with project
stakeholders includinĀ Friends oÿ the South River,Trout Unlimited,Franklin Land
Trust,and private property owners to advance river corridor protection e orts
such as a River Corridor Easement Tool,modeled aÿter similar e orts undertaken
by the Vermont Rivers ProĀram.
Climate impacts beinĀ considered
The project addressed climate-related impacts includinĀ floodinĀ,fluvial (river)
erosion,and habitat deĀradation.
How social vulnerability was addressed
The project included both open meetinĀs with the Āeneral public and direct,one
on one meetinĀs with landowners potentially impacted by climate related
deĀradation oÿ the river or projects that would improve resiliency.
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Proposal to City of Northampton,MA MVP 2.0
D.Additional Experience
a.Experience with Facilitation or Consensus BuildinĀ
The Primary Vendor Team has a combined 85 years experience with ÿacilitation
and consensus buildinĀ within a Āroup or project team,and has worked on
hundreds oÿ projects or initiatives in which they were responsible ÿor playinĀ a
ÿacilitation or consensus buildinĀ role.Each member’s respective experience and
number oÿ projects or initiatives are listed in Appendix 1,Qualifications Table.
The most recent example oÿ Ms.Dolan’s ÿacilitation and consensus buildinĀ work
was durinĀ her tenure at Massachusetts Rivers Alliance.From May throuĀh
December oÿ 2022,Dolan built a coalition and ÿacilitated reĀular meetinĀs amonĀ
local watershed Āroups and other environmental NGOs reĀardinĀ US EPA ReĀion
1’s proposed reĀulations to manaĀe 44 medium-sized wastewater treatment
ÿacilities under one statewide Āeneral permit.ParticipatinĀ orĀanizations ranĀed
in size ÿrom tiny,all-volunteer Āroups with no budĀet to larĀe statewide NGOs with
hundreds oÿ sta and annual operatinĀ budĀets in the millions.They represented
a similar ranĀe oÿ communities -ÿrom small,rural western mass villaĀes to major
metropolitan cities,and everythinĀ in between.Ms.Dolan established trust-
buildinĀ Āroup norms to ÿoster collaboration,and elicited shared priorities
amonĀ the Āroup.She ÿacilitated an e ective Āroup report draÿtinĀ and revision
process (no small ÿeat with so many contributors),secured siĀn-ons ÿrom every
participant,and successÿully built consensus around the di cult decision oÿ
whether or not to pursue leĀal action aĀainst the EPA.
From 2017 -2021,Ms.Dolan served as Lead Facilitator ÿor Clean Water Action’s
Statewide NGO Groundwater Collaborative,a coalition oÿ community-based
orĀanizations workinĀ to improve equitable implementation oÿ the Sustainable
Groundwater ManaĀement Act amonĀ small,under-resourced,disadvantaĀed,
and environmental justice communities.Dolan built relationships with local CBOs
throuĀh one-on-one meetinĀs;hosted monthly peer learninĀ and technical
assistance calls;collaborated on specific research investiĀations,policy initiatives,
and pilot projects;and convened an annual in-person workshop.Various steps
were taken in order to center equity,inclusivity and transparency in every aspect
oÿ the Collaborative.These included:developinĀ aĀendas collectively,acceptinĀ
input ÿrom all members;pursuinĀ projects and selectinĀ discussion topics based
on shared interest determined throuĀh ÿull-Āroup consensus,reĀardless oÿ an
individual participant’s ability to contribute resources;providinĀ scholarships
and travel expenses ÿor anyone needinĀ assistance to attend the annual
workshop;requirinĀ all participants to identiÿy themselves via name and
a liation;and only addinĀ new members and invitinĀ Āuests with approval ÿrom
the rest oÿ the Āroup.
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Proposal to City of Northampton,MA MVP 2.0
Some research and pilot project initiatives included:developinĀ a citizen's Āuide
to enĀaĀinĀ in Āroundwater manaĀement;creatinĀ an analysis tool to evaluate
Groundwater Sustainability Plans (GSPs)across six key areas oÿ concern;providinĀ
multiple inÿormational webinars ÿor community members on various topics related
to Āroundwater sustainability;conductinĀ an in-depth reviewinĀ all 31 GSPs ÿor
hiĀh-priority basins and a basic review oÿ all 63 GSPs ÿor medium-priority basins;
researchinĀ the impact oÿ Āroundwater manaĀement on small,BIPOC ÿarmers and
publishinĀ a report oÿ the data.The proĀram succeeded in establishinĀ a
coalition oÿ 51 local CBOs and statewide NGOs workinĀ in local disadvantaĀed
communities,which is still active today.
GZA proÿessionals are trained and experienced in public outreach services,
includinĀ public inÿormation meetinĀs,hearinĀs,project website
desiĀn/manaĀement,and newsletter production.GZA has prepared numerous
public educational posters and brochures,and our practitioners have extensive
experience with presentations to the public,includinĀ tarĀeted Āroups such as
business owners and students.In preparinĀ ÿor presentations,we try to
determine the best way to enĀaĀe the audience,whether it be throuĀh
demonstrations,simulations,or even Āuided field walks.To support the Town oÿ
Amherst in their desire to better understand community sentiment surroundinĀ
solar development,systematically understand solar ÿeasibility town-wide,and
produce estimates oÿ current land use areas to later Āenerate solar development
Āoals,GZA developed a fine-scale data layer characterizinĀ solar ÿeasibility
throuĀhout the Town based on ÿour criteria:
●Distance to the nearest 3-phase distribution line
●Current capacity oÿ the nearest 3-phase distribution line
●Slope
●Aspect
Land uses such as wetlands,roadways and riĀhts-oÿ-way,and properties with
conservation restrictions were also removed ÿrom the analysis to present a
realistic characterization oÿ the Town.In addition to developinĀ this mappinĀ
layer,GZA presented at several committee meetinĀs to enĀaĀe and inÿorm citizens
about the process and considerations.
To help the Town understand overall sentiment,GZA conducted an online survey
about various solar development types across a variety oÿ land uses.GZA hosted
two in-person workshops.To broadly enĀaĀe the community,workshop and survey
notices were provided via direct mailinĀs,fliers,and social and traditional media
outlets and materials were available in multiple lanĀuaĀes.
October 2023 21
Proposal to City of Northampton,MA MVP 2.0
b.Experience WorkinĀ in Multi-racial,Multicultural,
and/or Socially Vulnerable Groups
The Primary Vendor Team has a combined 77 years experience,workinĀ on
hundreds oÿ projects that involved inteĀratinĀ marĀinalized racial,cultural,or
socially vulnerable Āroups in decision-makinĀ processes,in which they
implemented meaninĀÿul inclusionary practices,ÿostered social connections,and
manaĀed power dynamics that centered social equity or buildinĀ resilience.Each
team member’s respective years oÿ experience and number oÿ projects or
initiatives are listed in Appendix 1,Qualifications Table.
Many,iÿ not all,oÿ the project examples shared above exhibit the Primary Vendor
Team’s experience and skill inteĀratinĀ marĀinalized Āroups in decision-makinĀ.
Falcon Patrol,the Tribal IRWM Study,and WE CAN are particularly stronĀ
examples.The BorreĀo Valley Stewardship Council’s InteĀrated Watershed-Scale
Master Plan is another such example.This $150,000 project involved educatinĀ
community stakeholders about the benefits oÿ inteĀrated planninĀ,and enĀaĀinĀ
the local community in a broader visioninĀ process ÿor climate resilience and
economic sustainability.ClimateThrive’s Danielle Dolan convened a cohort oÿ local
leaders to collaboratively develop and implement an action plan to more
thorouĀhly enĀaĀe the community around the inteĀrated planninĀ process as
well as the reĀion’s Groundwater Sustainability Plan (GSP)development process.
The project’s outreach tarĀeted two primary marĀinalized and socially vulnerable
Āroups:the predominantly Spanish-speakinĀ community,and the lower-income
ÿull-time year-round residents (many oÿ the community’s most active and vocal
members are only weekend or seasonal residents,with second homes in the
valley).These two Āroups had been previously excluded ÿrom other planninĀ and
decision-makinĀ processes,and were at Āreatest risk oÿ neĀative impacts ÿrom
climate chanĀe on the reĀion’s Āroundwater sustainability and economic
development.This project souĀht to rebalance these inequitable power dynamics.
In order to ÿoster social connection and ensure meaninĀÿul inclusion oÿ these
tarĀet audiences,the project team recruited,trained,and supervised
“promotoras”ÿrom the community,to meet residents where they were and
overcome trust barriers.This traininĀ also built lonĀterm community and social
resilience,as these same networks could be leveraĀed ÿor other community
benefits.The project included:one-on-one and small-Āroup meetinĀs both in
person and virtual;creatinĀ an e-newsletter;publishinĀ monthly stories and event
advertisements in the local newspaper;participatinĀ in local community events,
and hostinĀ in-person interactive workshops.
The project succeeded in buildinĀ a more inÿormed constituency,especially
amonĀ the hardest to reach subsets oÿ the community;resultinĀ in a more
October 2023 22
Proposal to City of Northampton,MA MVP 2.0
equitable Groundwater Sustainability Plan adopted by the water aĀency and
endorsed by the community;and securinĀ state Ārant ÿundinĀ to complete the
InteĀrated Watershed-Scale Master PlanninĀ process
c.Experience ManaĀinĀ Projects
The Primary Vendor Team has a combined 95 years experience manaĀinĀ over 400
projects or initiatives,includinĀ coordinatinĀ a project team and trackinĀ a
budĀet and deliverables.Each team member’s respective years oÿ experience and
number oÿ projects or initiatives are listed in Appendix 1,Qualifications Table.
For the project examples described above,Ms.Dolan (oÿ ClimateThrive)or Ms.
Starvish (oÿ GZA)served as Project ManaĀer,and were responsible ÿor
coordinatinĀ the project team,trackinĀ a budĀet,and completinĀ deliverables.
Two additional examples ÿrom ClimateThrive include the St.Johns Riverkeeper Get
Your Feet Wet Guide to ExperiencinĀ the St.Johns River and the National
Recreation and Parks Association Multi-Benefit Parks Initiative.
For the Get Your Feet Wet Āuide,Ms.Dolan manaĀed the $50,000 project budĀet
and 9-month timeline to create a hiĀh-quality Āuidebook to accessinĀ and
experiencinĀ the St.Johns River in Florida.Dolan,supervised all internal sta nĀ,
created or reviewed all work products,neĀotiated and manaĀed external Āraphic
desiĀn consultants,executed printinĀ contracts,and conducted promotional
e orts.Dolan adjusted interim deadlines and workflow as needed to ensure the
project was completed on schedule and on budĀet.
For the Multi-Benefit Parks Initiative,Ms.Dolan manaĀed essentially three
separate projects under one overarchinĀ $200,000 initiative contract and budĀet.
The initiative consisted oÿ:identiÿyinĀ three separate municipalities in which to
develop a new multi-benefit park project;conductinĀ extensive and meaninĀÿul
community enĀaĀement to determine climate resilience and open space-related
needs and interests;manaĀinĀ two separate RFP bid processes -one ÿor park
desiĀn and one ÿor construction;liaisinĀ with local jurisdiction ÿor permittinĀ and
maintenance contracts;manaĀinĀ desiĀn and construction contracts;and all
Ārant manaĀement and reportinĀ.All three project locations were successÿully
completed on time and on budĀet,and were ÿeatured as a model project example
at the National Recreation and Parks Association annual conÿerence.
October 2023 23
Proposal to City of Northampton,MA MVP 2.0
d.Local Expertise
The Primary Vendor Team has a combined 26 years experience workinĀ on a total
oÿ 35 projects or initiatives within Northampton and/or the Pioneer Valley,and/or
collaboratinĀ with local partners in the reĀion.Each team member’s respective
years oÿ experience and number oÿ projects or initiatives are listed in Appendix 1.
GZA GeoEnvironmental GZA has worked on numerous projects ÿor the City oÿ
Northampton ÿor decades,several involvinĀ ecoloĀical restoration components,
enĀineerinĀ desiĀn,and permittinĀ.SiĀnificant projects that GZA has completed
recently or is currently providinĀ assistance to the City include:
●Roberts Meadow Brook Channel Improvements
●Northampton DesiĀns with Nature
●River Road RetaininĀ Wall
●Dryads Green storm drain repairs (project onĀoinĀ)
●Francis P.Ryan Reservoir and West Whately Reservoir Dam improvements
(projects onĀoinĀ)
●Levee System Accreditation Evaluation
●Mill River bank stabilization (project onĀoinĀ)
●Upper Roberts Meadow dam removal
●Nashawannuck Brook Assessment and Master Plan oÿ Resiliency
Improvements
GZA has also provided MVP planninĀ and desiĀn services to other communities in
western Massachusetts,includinĀ TyrinĀham,Hawley,Buckland,and Conway,
workinĀ directly with these towns and stakeholders includinĀ the Franklin
ReĀional Council oÿ Governments.ThrouĀh this work,we have developed an
understandinĀ oÿ the climate-related challenĀes that communities in western
Massachusetts are ÿacinĀ.
While Ms.Dolan has not yet had the pleasure oÿ conductinĀ any projects directly
with the municipality;she is ÿamiliar with Northampton throuĀh her previous work
with Massachusetts Rivers Alliance.Dolan collaborated reĀularly with the
Connecticut River Conservancy,Pioneer Valley PlanninĀ Commission,and
proÿessors at UMass Amherst,all oÿ which are important and well-networked
stakeholders in the reĀion.This work also brouĀht her ÿamiliarity with issues
relevant to the Quabbin Reservoir and adjacent communities.Dolan will certainly
leveraĀe these relationships to benefit the MVP 2.0 process.Furthermore,Ms.
Dolan was born and raised in Massachusetts,and has traveled extensively
throuĀhout the state,includinĀ the Pioneer Valley reĀion.
Tribesy ConsultinĀ’s Reena Doyle has conducted five local DEI projects in
Massachusetts,and conducted her Āraduate research in the state.She too is very
ÿamiliar with Massachusetts municipalities,history,culture,and ĀeoĀraphy.
October 2023 24
Proposal to City of Northampton,MA MVP 2.0
E.Project UnderstandinĀ
The combined skills,experience,and connections oÿ ClimateThrive Community
StrateĀies,partnerinĀ with GZA and Tribesy ConsultinĀ,make this Primary Vendor
Team particularly well qualified to assist the City oÿ Northampton in improvinĀ its
enĀaĀement in community planninĀ within climate vulnerable populations
throuĀh social equity-centered project ÿacilitation and implementation oÿ the
City’s Municipal Vulnerability Preparedness (MVP)2.0 Grant.
ClimateThrive’s Danielle V.Dolan has 20 years experience in the environmental
sector,spanninĀ ÿour states in vastly di erent reĀions oÿ the country,in a ranĀe oÿ
di erent watershed protection and Āovernance contexts,includinĀ workinĀ
directly with over 50 municipalities.She specializes in ÿacilitatinĀ equitable,
community-enĀaĀed inteĀrated water and land-use planninĀ processes ÿor local
and reĀional climate resilience.Dolan’s broader experience includes:capacity
buildinĀ;policy development;technical and non-technical communications;
education and traininĀ;consensus-buildinĀ amonĀ diverse stakeholders;e ective
enĀaĀement oÿ di cult-to-reach Āroups;and ÿacilitation.Ms.Dolan is especially
passionate about upliÿtinĀ marĀinalized and socially vulnerable Āroups in local
decisions throuĀh meaninĀÿul inclusion that ÿosters social connection.
Ms.Dolan has manaĀed countless projects oÿ all sizes and contexts,and built
entire proĀrams ÿrom the Āround up –inception to implementation throuĀh
evaluation.In each project,Dolan e ectively manaĀes power dynamics to center
equity while buildinĀ consensus across larĀe and diverse project teams oÿ
enĀineers,academics,reĀulators,politicians,and activists.She has a track record
oÿ e ectively mobilizinĀ and deepeninĀ partnerships to enĀaĀe on local and
statewide policy initiatives,advance climate and watershed resilience,and
implement local climate and water resilience projects.
In addition to her nation-wide perspective,Dolan was born and raised in
Massachusetts,returned to her home state to raise a ÿamily,and is actively
involved in her town’s local Āovernment.She is thus very ÿamiliar with state and
local Āovernance,as well as the history and culture oÿ the Commonwealth.
Since 2018,GZA has committed a dedicated Āroup oÿ planners,enĀineers,
ecoloĀists,and scientists to its Natural Hazard Risk ManaĀement,Resilience and
Climate Resilience and Adaptation practice.Each team member has had superior
traininĀ,the necessary educational backĀround and relevant work experience
beyond the minimum requirements.GZA has five (5)proÿessionals who completed
the Massachusetts Municipal Vulnerability Preparedness (MVP)Service Provider
TraininĀ that was o ered in 2018.Since 2018,these team members have
October 2023 25
Proposal to City of Northampton,MA MVP 2.0
participated in MVP planninĀ,Ārant support,and action Ārant implementation
e orts ÿor 13 communities in Massachusetts.
GZA supports Municipalities with:
1.MVP PlanninĀ and Action Grant WritinĀ Support Services
2.CompletinĀ a comprehensive,baseline climate chanĀe and natural hazard
vulnerability assessment
3.Certified MVP Service Providers trained and experienced in applyinĀ the
Community Resilience BuildinĀ (CRB)Workshop Guide process to ÿacilitate
the core team in conductinĀ meaninĀÿul community enĀaĀement to
prioritize ÿuture MVP Action tasks ÿor dealinĀ with priority hazards,with a
special ÿocus on hazards identified as the most prevalent climate and
natural hazards based on your FEMA Hazard MitiĀation Plan
4.BuildinĀ consensus on identiÿyinĀ the top priority critical ÿacilities and
inÿrastructure areas that are vulnerable to natural hazards identified
durinĀ the CRB process to advance the corrective actions needed to
address these areas oÿ vulnerability.This additional planninĀ or action may
include:
●TarĀeted and site-specific vulnerability assessments
●Proposed alternatives and solution(s)includinĀ nature-based
solutions
●Benefit-cost analyses oÿ the proposed solution(s)usinĀ FEMA’s
Benefit-Cost Ratio Soÿtware (v5.3)with relevant supportinĀ
documentation.
5.Public outreach
With the advent oÿ MVP 2.0,GZA recoĀnizes the benefits oÿ expandinĀ its existinĀ
capabilities ÿor public outreach and enĀaĀement to environmental justice and
underserved communities by partnerinĀ with proÿessionals who o er these
community and stakeholder enĀaĀement services to achieve equity-driven
projects to benefit people who are disproportionately impacted by the e ects oÿ
climate chanĀe.
GZA’s Rosalie Starvish,a Proÿessional EnĀineer in Massachusetts,has a wide
ranĀe oÿ experience in projects related to inland water resources,ÿrom the
manaĀement oÿ rainÿall and stormwater runo to the e ects oÿ hiĀh flows in rivers
and floodplains.She collaborates with interdisciplinary experts and project
stakeholders to take projects ÿrom assessment and ÿeasibility,throuĀh
enĀineerinĀ desiĀn,and to construction and post-construction manaĀement and
monitorinĀ.She is currently leadinĀ an expert work Āroup ÿor the Massachusetts
Ecosystem Climate Adaptation Network (Mass ECAN)related to the climate
resiliency oÿ watersheds and streams.Ms.Starvish was certified in 2018 by the
Massachusetts Executive O ce oÿ EnerĀy and Environmental A airs as a trained
October 2023 26
Proposal to City of Northampton,MA MVP 2.0
Community Resiliency BuildinĀ workshop provider under the Massachusetts
Municipal Vulnerability Preparedness ProĀram,and has continued to provide MVP
planninĀ and desiĀn services since that time.Her experience bridĀes the Āap
between planninĀ and enĀineerinĀ to provide e ective project planninĀ that leads
to the e cient implementation oÿ actionable projects.
Tribesy ConsultinĀ brinĀs 60 years oÿ expertise and traininĀ explicitly in
environmental justice,diversity,equity and inclusion.Tribesy intentionally draws
upon cultures ÿrom around the Ālobe,rather than a sinĀularly "western"view oÿ
JEDI.Over the decades we have learned ÿrom multiple indiĀenous cultures,which
has shaped our approach,practice and processes.A JEDI Lens is a more
comprehensive,yet ÿocused tool that utilizes justice,equity,diversity and inclusion
as discrete and active concepts while utilizinĀ their points oÿ intersection to
provide a ÿocused lens ÿor community enĀaĀement.
Tribesy’s experience includes:
●DevelopinĀ/conductinĀ JEDI based assessments and audits oÿ local
Āovernments,nonprofits and aĀencies ÿrom small to larĀe.
●DevelopinĀ/conductinĀ thousands oÿ experiential sessions/scenarios based
in adult learninĀ.TakinĀ biĀ ideas and vast amounts oÿ data and makinĀ it
accessible.
●FacilitatinĀ thousands oÿ community and sta ÿorums,ÿocus Āroups and
dialoĀue sessions oÿ “taboo”topics.
●GaininĀ trust with diverse communities,City Council and sta throuĀh
buildinĀ relationships and coachinĀ.
Tribesy’s Four Pillars are inÿused in all aspects oÿ their consultation,ÿacilitation
and learninĀ sessions and allow them to enĀaĀe,coach and assess usinĀ
transÿormative questions.These Four Pillars are:1)HealinĀ;2)TakinĀ Action and
CreatinĀ ChanĀe;3)CreatinĀ a Journey;and 4)SeekinĀ Truths and KnowledĀe.
Tribesy will apply the core concepts oÿ these ÿour pillars not only to the Climate
Resilience Modules and Equity and Climate Justice LearninĀ Series,but will
inteĀrate them into every phase oÿ this MVP 2.0 process,to ensure robust climate
and social resilience ÿor Northampton and its community members.
October 2023 27
Proposal to City of Northampton,MA MVP 2.0
F.Scope oÿ Services
ClimateThrive Community StrateĀies will partner with GZA and Tribesy ConsultinĀ
(the Primary Vendor Team)to assist the City oÿ Northampton (City)in improvinĀ its
enĀaĀement in community planninĀ within climate vulnerable populations
throuĀh social equity-centered project ÿacilitation.The Primary Vendor Team will
work with the City to implement its Municipal Vulnerability Preparedness (MVP)2.0
Grant award ÿrom the Massachusetts Executive O ce oÿ EnerĀy and
Environmental A airs,ÿulfillinĀ the requirements oÿ the prescriptive three phase
scope oÿ work as outlined in the MVP 2.0 Process Guide (Pilot 2023-2025),over a two
year period.We propose the ÿollowinĀ Scope oÿ Services to achieve the outcomes
outlined in the October 6,2023 RFP and MVP 2.0 Process Guide,with each task
beinĀ aliĀned with the steps oÿ the process.
a.Phase 1:Develop a Core Team
The Core Team is a team oÿ municipal sta /volunteers and community members
who will lead the MVP 2.0 process.As part oÿ Phase 1,the Primary Vendor Team will
Āuide City sta throuĀh a process to investiĀate lived expertise in the
Northampton and Āreater Pioneer Valley community to identiÿy perspectives that
will be important to include on the Core Team.
Members oÿ Northampton’s 2017-18 MVP planninĀ process Core Team,and anyone
involved in subsequent April 2019 and March 2020 updates,may serve aĀain on
this new 2.0 Core Team,but only aÿter careÿul reflection on which voices were
included and not included in the previous process.Priority should be Āiven to
upliÿtinĀ previously un-or under-represented perspectives.
i.Task 1:Step 1 –Groundwork
The Primary Vendor Team will assist the City with completinĀ Part A oÿ the Social
Resilience Roadmap,which will provide Āuidance ÿor selectinĀ the members oÿ the
Core Team.The Core Team is a team oÿ municipal sta and community members
who will lead the MVP 2.0 process.Halÿ oÿ the Core Team members will comprise
community liaisons —residents oÿ Northampton or Pioneer Valley reĀion with
stronĀ connections to Environmental Justice and other priority populations —
who will lead enĀaĀement with these communities throuĀhout the process.
The Primary Vendor Team will assist the City with preparation oÿ draÿt responses
to the questions in Part A oÿ the Social Resilience Roadmap,and then meet with
the municipal MVP project manaĀer and one or two additional sta members or
volunteers ÿrom the City to review,discuss,and complete the responses.As this will
be the first meetinĀ between the City and Vendor Team,this meetinĀ will also serve
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Proposal to City of Northampton,MA MVP 2.0
as a project “kick-o ”meetinĀ,and thus will be held in person.We assume that this
meetinĀ will take approximately two (2)hours.
Deliverables:
●Part A oÿ the Social Resilience Roadmap
●One (1)in-person meetinĀ (2 hours)
ii.Task 2:Step 2 –RecruitinĀ a Core Team
The Primary Vendor Team will meet with the same City representatives that
participated in Step 1 to discuss potential members oÿ the Core Team and to
establish an approach to recruitinĀ the Core Team members.We assume that this
meetinĀ will be held virtually and will take approximately 90 minutes.Items to be
discussed will include compensation ÿor core team members,responsibilities ÿor
recruitment,and publicizinĀ the Core Team position description.We assume that
the City will have completed backĀround community research to identiÿy tarĀet
populations beÿore the meetinĀ.The Primary Vendor Team will support the City in
implementinĀ the Core Team recruitment process.For budĀetinĀ purposes,we
have assumed sixteen (16)hours oÿ personnel time to support Step 2.
Deliverables:
●One (1)virtual meetinĀ (90 min)
●List oÿ Core Team members
iii.Task 3:Step 3 –Core Team TraininĀ
The Primary Vendor Team will ÿacilitate the Climate Resilience TraininĀs,which will
require participation by the Core Team.The traininĀs will consist oÿ three (3)5-20
minute videos,each ÿollowed by a 30-45 minute discussion,usinĀ the MVP 2.0
process discussion Āuide.The Primary Vendor Team will complete the discussion
Āuide responses based on input ÿrom the Core Team.It is assumed that this
traininĀ will be conducted in three separate meetinĀs,held in-person,
approximately one (1)hour each.
The Primary Vendor Team will participate with the Core Team in the Equity and
Climate Justice LearninĀ Series (three 90-minute workshop sessions)to be hosted
by the MVP ProĀram throuĀh live,online workshops.The Primary Vendor Team will
ÿacilitate break-out Āroup discussions as part oÿ each workshop session.
Deliverables:
●Completed Discussion Guides
●Three (3)in-person meetinĀs (1 hour each)
●Three (3)virtual workshop sessions (2 hours each)
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Proposal to City of Northampton,MA MVP 2.0
b.Phase 2:Revisit Resilience Priorities
Phase 2 is desiĀned to build on the City’s previous climate resilience planninĀ
e orts by diĀĀinĀ deeper into social vulnerability and resilience ÿactors impactinĀ
those who live and work in Northampton.The Primary Vendor Team will Āuide the
Core Team throuĀh authentic enĀaĀement with EJ and other priority populations
in and around Northampton,in order to identiÿy community resilience strenĀths
and needs.The two Teams will investiĀate community and climate data to
establish a more complete picture oÿ Northampton’s resilience vulnerability.The
Primary Vendor Team will then work with the Core Team to review priorities ÿrom
Northampton’s May 2018 “Community Resilience BuildinĀ Workshop -Summary oÿ
FindinĀs”report (MVP 1.0 Report),and its subsequent April 2019 and March 2020
updates,to ensure they reflect recent proĀress,new inÿormation,and a robust
understandinĀ oÿ community resilience needs.Other climate resilience planninĀ
e orts conducted by the City,includinĀ but not limited to the:“Sustainable
Northampton Comprehensive Plan,”“Climate Resilience &ReĀeneration Plan
element (2021),”“Amherst-Pelham-Northampton CCA Task Force report,”
“Community Choice AĀĀreĀation 3.0 report,”“Hazard MitiĀation Plan,”
“Northampton Climate Adaptation and MitiĀation report (PDF),”and “City buildinĀ
and a ordable housinĀ climate perÿormance reports”will also be taken into
account.However,these data will be secondary to any social resilience data
acquired throuĀh direct community enĀaĀement.
i.Task 4:Step 4 –UncoverinĀ Social Resilience
Complete Part B oÿ Social Resilience Roadmap.Assumed subtasks:
4.1 SRR MeetinĀ 1
DurinĀ the first meetinĀ reĀardinĀ the Social Resilience Roadmap,the Core Team
and the Primary Vendor Team will finalize Part A oÿ the Roadmap,Preview Part B oÿ
the Roadmap,and discuss community outreach and enĀaĀement strateĀies.The
Draÿt Responses to Part A developed durinĀ Step 1 will be circulated with the team
ÿor ÿeedback and revisions in advance so that all parties can come to this meetinĀ
prepared to discuss and finalize any proposed revisions.
Next,the Core Team and Primary Vendor Team will determine how best to
complete the sections oÿ Part B oÿ the roadmap.Questions to consider in
determininĀ their approach include:
●Which sections/questions can be addressed by expertise within the team?
●Which sections/questions can be addressed by reviewinĀ available data?
●Which sections or questions can only be addressed with outside expertise?
●Which people and Āroups should be enĀaĀed with ÿor completinĀ each
section/question?
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Proposal to City of Northampton,MA MVP 2.0
Beÿore movinĀ on,the Core Team will come to aĀreement on roles and
responsibilities ÿor each section oÿ Part B,includinĀ how to approach explorinĀ
data related to community vulnerability and resilience usinĀ the “GEAR Āuides”
online tool developed by the state MVP team.GEAR stands ÿor “Guides ÿor
Equitable and Actionable Resilience.”The MVP 2.0 Process Guide recommends that
the Core Team identiÿy which GEAR Āuides should be explored based on outreach
findinĀs (which will have not yet occurred at this point),or divide all oÿ the GEAR
Āuides amonĀst the members oÿ the core team ÿor review,and use the provided
worksheets ÿor each GEAR Āuide to document findinĀs.
The outreach and enĀaĀement strateĀy ÿor uncoverinĀ social resilience and
completinĀ the Roadmap will be heavily dependent on how the Core Team
chooses to approach Part B oÿ the Roadmap.The Team will determine which
Āroups and populations to tarĀet,potential enĀaĀement partners,and whether
to conduct enĀaĀement on all eiĀht Roadmap topics,or to prioritize ÿewer.
It is anticipated that this meetinĀ will take three (3)hours,held in person.
4.2 Draÿt Outreach and EnĀaĀement Plan
DrawinĀ on insiĀht ÿrom SRR MeetinĀ 1,the Primary Vendor Team will draÿt an
outreach and enĀaĀement plan to solicit insiĀht and community participation in
completinĀ Part B oÿ the Roadmap,while also layinĀ a ÿoundation ÿor ÿuture
enĀaĀement around MVP 2.0 Process Steps 5,6,and 7.The Plan will ÿollow a
“Respect -Connect -Reflect -Direct”ÿramework,desiĀned to establish or enhance
trust-based relationships and build skills or capacity amonĀ community members
ÿor ÿurther resilience,prior to achievinĀ multiple benefits ÿor the tarĀet community
by ÿulfillinĀ the particular objective oÿ each activity.
The arch oÿ enĀaĀement throuĀhout the MVP 2.0 process will prioritize
hiĀher-order enĀaĀement,aiminĀ ÿor collaborative or community-led approaches
wherever possible.The Plan will ensure that enĀaĀement activities are culturally
sensitive,appropriate,accessible,and deeply rooted in a sense oÿ place.The draÿt
Plan will ÿocus on Steps 1 throuĀh 4 oÿ the MVP 2.0 template enĀaĀement plan,
based on the specific needs and priorities identified by the Core Team at the
previous meetinĀ.The Plan will include a ÿramework and recommendations ÿor
Steps 5 and 6 (e.Ā.,possible mix oÿ activities,budĀet constraints,and overarchinĀ
timelines),but these Steps will be built out collaboratively with the Core Team.
4.3 SRR MeetinĀ 2
DurinĀ the second meetinĀ on the Social Resilience Roadmap,the Core Team and
the Primary Vendor Team will review proĀress to date on assiĀned portions oÿ Part
B oÿ the Roadmap,the Primary Vendor Team will present the draÿt Outreach and
EnĀaĀement Plan (Plan),and toĀether the two Teams will ÿurther develop and
refine Steps 5 (Activities)and 6 (Evaluation)oÿ the Plan.The Plan will not be
finalized per se,as it will remain a livinĀ document throuĀhout the duration oÿ the
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Proposal to City of Northampton,MA MVP 2.0
MVP 2.0 process.By the conclusion oÿ the meetinĀ,roles and responsibilities will
be assiĀned ÿor implementinĀ the first phase oÿ the Plan.It is anticipated that this
meetinĀ will take three (3)hours and will be held in person,or virtually,at the
discretion oÿ the Core Team.
4.4 SRR Outreach and EnĀaĀement
The Core Team has primary responsibility ÿor implementinĀ the enĀaĀement
activities.Specific activities and timinĀ oÿ enĀaĀement activities to be executed by
the Core Team will be outlined in the Outreach and EnĀaĀement Plan,comprisinĀ
a mix oÿ active and passive outreach and enĀaĀement methods.Passive
enĀaĀement (e.Ā.,websites,online ÿorms,drop-boxes)will be onĀoinĀ throuĀhout
the project.Active enĀaĀement (e.Ā.,live in-person or virtual workshops,pop-up
events,community meetinĀs,etc.)will occur in two phases:one ÿollowinĀ MeetinĀ
2,and one ÿollowinĀ MeetinĀ 3.This will enable the team to reflect on their interim
findinĀs and adjust strateĀies as needed to solicit necessary inÿormation to
complete all sections oÿ the Roadmap.
The Primary Vendor Team will ensure that enĀaĀement activities implemented by
the Core Team ÿollow best practices and objectives outlined in the outreach and
enĀaĀement plan,will make itselÿ available to support outreach and enĀaĀement
e orts,and will attend most (iÿ not all)enĀaĀement events.The Primary Vendor
Team will take on primary responsibility ÿor documentinĀ all outreach and
enĀaĀement activities,and evaluatinĀ enĀaĀement e orts.In doinĀ so,the
Primary Vendor Team will also make note oÿ emerĀinĀ trends that should be
included in the Resilience Priorities Guide.This will Āive the Core Team a head
start on Step 5,RevisitinĀ Resilience Priorities.
For budĀetinĀ purposes,we have assumed seven (7)hours oÿ personnel time to
support Outreach and EnĀaĀement.
4.5 SRR MeetinĀ 3
The third meetinĀ on the Social Resilience Roadmap will occur aÿter the first
round oÿ outreach and enĀaĀement activities.DurinĀ this meetinĀ,the Core Team
and the Primary Vendor Team will review findinĀs oÿ the completed enĀaĀement
process and ensure they are adequately incorporated into the relevant portions
oÿ Part B oÿ the Roadmap.The two Teams will review proĀress on incorporatinĀ
GEAR data into the Roadmap and determine how to review and incorporate data
ÿrom the MA Climate ChanĀe Assessment reĀional reports into the Roadmap.The
Teams will also discuss what ÿurther data explorations or community enĀaĀement
is needed.By the conclusion oÿ the meetinĀ,roles and responsibilities will be
assiĀned ÿor implementinĀ the second phase oÿ the Outreach and EnĀaĀement
Plan.It is anticipated that this meetinĀ will take one and one halÿ to two (1.5-2)
hours and will be held in person,or virtually,at the discretion oÿ the Core Team.
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Proposal to City of Northampton,MA MVP 2.0
4.6 SRR MeetinĀ 4
The ÿourth meetinĀ on the Social Resilience Roadmap will occur aÿter the second
round oÿ outreach and enĀaĀement activities,and will be the final part oÿ Step 4.
DurinĀ this meetinĀ,the two Teams will finalize completion oÿ the Social Resilience
Roadmap by ensurinĀ all findinĀs ÿrom community enĀaĀement activities and
data exploration are adequately incorporated into the relevant sections oÿ the
Roadmap.It is anticipated that this meetinĀ will take one and one halÿ to two (1.5-2)
hours and will be held in person,or virtually,at the discretion oÿ the Core Team.
Task 4 Deliverables:
●Completed “livinĀ”Outreach &EnĀaĀement Plan
●Part B oÿ the Social Resilience Roadmap
●Four (4)meetinĀs with the Core Team (1.5-3 hours each)
●Documentation and evaluation oÿ all outreach and enĀaĀement activities
(ÿrom both Phase 1 and Phase 2)
ii.Task 5:Step 5 –RevisitinĀ Community Resilience
Priorities
5.1 CRP MeetinĀ 1
The Primary Vendor Team will meet with the Core Team to complete the first two
sections oÿ the Resilience Priorities Guide (“ReflectinĀ on Community FindinĀs”and
“ResettinĀ Community Resilience Priorities”).Prior to the meetinĀ,the Primary
Vendor Team will transÿer the relevant inÿormation ÿrom the Social Resilience
Roadmap and Outreach &EnĀaĀement Plan into the Resilience Priorities Guide.At
the meetinĀ,the Primary Vendor Team will present an overview and examples oÿ
community resilience priorities and a summary oÿ the City oÿ Northampton’s
resiliency priorities ÿrom the initial MVP proĀram planninĀ completed in 2018 and
other climate resilience e orts noted under “Phase 2:Revisit Resilience Priorities”
above.The May 2018 “Community Resilience BuildinĀ Workshop Summary oÿ
FindinĀs”report,(MVP 1.0 Report),subsequent updates,and other relevant
documents,will be provided to the Core Team ÿor review prior to the meetinĀ.The
Primary Vendor Team will Āuide the Core Team in reflection oÿ UncoverinĀ Social
Resilience conducted in Step 4 and identiÿyinĀ between one and three priorities
ÿor each resilience cateĀory (Community,Food &Water,HousinĀ,Health,Jobs &
Economy,Ecosystems,Transportation,and Inÿrastructure)usinĀ inÿormation
documented in the Social Resilience Roadmap.The Āroup will compare the new
priorities to those identified in the MVP 1.0 Report,and answer questions outlined
in the Resilience Priorities Guide.
The Primary Vendor Team will Āuide the Core Team in ÿurther developinĀ their
Outreach and EnĀaĀement Plan (ÿrom Task 4 above)by desiĀninĀ additional
enĀaĀement activities (Step 5)and evaluation (Step 6)to share and vet the
updated resilience priorities with the broader community.Community members
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Proposal to City of Northampton,MA MVP 2.0
who were previously involved in UncoverinĀ Social Resilience will be re-enĀaĀed,to
demonstrate how their earlier input has shaped the priorities.These individuals
will be provided yet another opportunity to influence decision-makinĀ.New
communities may also be enĀaĀed durinĀ this step,especially iÿ any particularly
impacted communities were leÿt out durinĀ the 2017-18 MVP 1.0 process and
subsequent updates.Resilience Priorities will be shared with the community as a
true draÿt -merely a startinĀ point,not a ÿoreĀone conclusion -so as to upliÿt the
community’s selÿ-determination.EnĀaĀement activities will be at least
collaborative,iÿ not community-led,by providinĀ an opportunity to reshape the
priorities and achieve the community’s desired outcomes.
It is assumed that this meetinĀ will consist oÿ a ÿull day,in-person workshop,
approximately six (6)hours.
5.2 CRP Outreach and EnĀaĀement
As with Task 4 above,the Core Team is primarily responsible ÿor conductinĀ
outreach and enĀaĀement activities.The Primary Vendor Team will support the
Core Team,ensurinĀ best practices ÿor equitable enĀaĀement are ÿollowed
throuĀhout,and will attend enĀaĀement activities.The Primary Vendor Team will
take primary responsibility ÿor documentinĀ and evaluatinĀ enĀaĀement
activities,includinĀ incorporatinĀ findinĀs into the remaininĀ sections oÿ the
Resilience Priorities Guide (“VettinĀ the Community Resilience Priorities,”“Updated
Community Resilience Priorities,”and “Documentation oÿ EnĀaĀement Activities”).
Perspectives oÿ community members most directly impacted by climate chanĀe
will be weiĀhed more heavily than those who are less directly impacted.
For budĀetinĀ purposes,we have assumed three (3)hours oÿ personnel time to
support Outreach and EnĀaĀement ÿor this step.
5.3 CRP MeetinĀ 2
The Primary Vendor Team will reconvene the Core Team aÿter they have conducted
their planned enĀaĀement activities.DurinĀ this meetinĀ,the two Teams will
reflect on ÿeedback ÿrom the community,determine the top 10 community
resilience priorities,and finalize the Resilience Priorities Guide.It is anticipated
that this meetinĀ will take one and one halÿ to two (1.5-2)hours and will be held in
person,or virtually,at the discretion oÿ the Core Team.
Task 5 Deliverables:
●Completed Resilience Priorities Guide
●One (1)in-person or virtual meetinĀ (1.5-2 hours each)
●One (1)in-person workshop session (6 hours)
●Updated Outreach and EnĀaĀement Plan,includinĀ documentation oÿ at
least one (1)additional round oÿ active enĀaĀement activities and continued
passive enĀaĀement,ÿor vettinĀ the Community Resilience Priorities
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Proposal to City of Northampton,MA MVP 2.0
c.Phase 3:Develop and Implement a Seed Project
In Phase 3,the Primary Vendor Team will assist the Core Team in developinĀ
preliminary project ideas,vettinĀ those ideas with the community,selectinĀ a
project based on community input,buildinĀ out an implementation plan,and
reflectinĀ on the entire process in order to inÿorm ÿuture MVP Action Grants and
other resilience e orts.This proposed scope oÿ services does not include actual
implementation oÿ the Seed Project.
i.Task 6:Step 6 –SelectinĀ a Seed Project
6.1 Seed Project MeetinĀ 1
The Primary Vendor Team will meet with the Core Team to complete Part A oÿ the
Seed Project Plan.With Āuidance ÿrom the Primary Vendor Team,the Core Team
will decide on one to three community resilience priorities ÿrom the completed
Resilience Priorities Guide on which to ÿocus,and will discuss each priority in
terms oÿ desired outcomes,existinĀ knowledĀe and capacity,actions to achieve
outcomes,and levels oÿ adaptation strateĀies.As part oÿ this meetinĀ,the Primary
Vendor Team will present example seed projects and inÿormation about levels oÿ
adaptation strateĀies.Based on this analysis oÿ priorities,the Āroup will identiÿy
up to three potential seed project ideas to present to the broader community ÿor
ÿeedback.It is anticipated that this meetinĀ will take two (2)hours and will be held
in person,or virtually,at the discretion oÿ the Core Team.
6.2 Outreach and EnĀaĀement
The Primary Vendor Team will Āuide the Core Team throuĀh the same process oÿ
updatinĀ the outreach and enĀaĀement plan and conductinĀ enĀaĀement
activities,as described in Task 5 above,this time to solicit community ideas on
potential seed projects.Based on findinĀs ÿrom earlier rounds oÿ enĀaĀement,the
Core Team will determine ÿor which Community Resilience Priorities seed project
ideas should be developed.As with previous enĀaĀement activities,Seed Project
ideas will be shared with the community as an open-ended startinĀ point,not a
ÿoreĀone conclusion.The Core Team will remain open to completely new project
ideas emerĀinĀ ÿrom the community,and enĀaĀement activities will be desiĀned
to ÿacilitate this.Example activities may include crowdsourcinĀ project ideas
throuĀh a desiĀn competition and/or online submittal ÿorm,and ÿeedback on
project concepts throuĀh physical or virtual messaĀe boards.These activities
ÿoster Āreater collaboration and community leadership,and may also introduce
participants to new skills.EnĀaĀement activities will be desiĀned to Āuide project
idea Āeneration toward transÿormative adaptation -addressinĀ the root causes oÿ
climate risk and vulnerability,and will look ÿor multiple benefit opportunities.
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Proposal to City of Northampton,MA MVP 2.0
The Core Team will lead implementation oÿ enĀaĀement activities;the Primary
Vendor Team will provide support and conduct all documentation and evaluation,
includinĀ incorporatinĀ community input into the draÿt Seed Project Plan.
For budĀetinĀ purposes,we have assumed two (2)hours oÿ personnel time to
support Outreach and EnĀaĀement ÿor this step.
6.3 Seed Project MeetinĀ 2
Aÿter community outreach and enĀaĀement,the Primary Vendor Team will meet
with the Core Team to reflect on input ÿrom the community,select one seed project
idea to ÿurther develop,and complete Part A oÿ the Seed Project Plan.In selectinĀ
the final seed project idea,the Teams will prioritize transÿormative adaptation
strateĀies that center equity,and those that achieve multiple benefits ÿor those
communities most severely impacted by climate chanĀe.CompletinĀ the Seed
Project Plan will include evaluatinĀ the project’s primary components,permittinĀ
requirements,impact on environmental justice and vulnerable populations,
stakeholders to involve in the project,project liÿespan,impacts to ecosystem
health,and scale oÿ impacts.It is anticipated that this meetinĀ will take 3-4 hours
and will be held in person.Iÿ not finalized durinĀ this meetinĀ,any needed
refinements oÿ Part A oÿ the Seed Project Plan will be conducted over email.
Task 6 Deliverables:
●Completed Part A oÿ Seed Project Plan
●One (1)in-person meetinĀ (3-4 hours)
●One (1)in-person or virtual meetinĀ (2 hours)
●Updated Outreach and EnĀaĀement Plan,includinĀ documentation oÿ at
least one (1)additional round oÿ active enĀaĀement activities and continued
passive enĀaĀement,ÿor vettinĀ potential seed projects
ii.Task 7:Step 7 –DevelopinĀ an Implementation Plan
The Primary Vendor Team will assist the Core Team with development oÿ an
implementation plan ÿor the Seed Project,which will include the project’s Āoals,key
project partners,tasks and deliverables,timeline,budĀet,and how the project’s
success will be monitored and measured over time.In addition,the need ÿor a
subject matter advisor or implementation vendor will be considered.
7.1 Implementation Plan MeetinĀ
The Primary Vendor Team will support the Core Team in completinĀ Part B oÿ the
Seed Project Plan.The Primary Vendor Team will prepare draÿt responses to the
questions in Part B oÿ the Seed Project Plan,and then meet with the Core Team to
review,discuss,and finalize the responses.We assume that this meetinĀ will be
held virtually and will take approximately two (2)hours.
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Proposal to City of Northampton,MA MVP 2.0
7.2 Outreach and EnĀaĀement
The Primary Vendor Team will Āuide the Core Team throuĀh the same process oÿ
updatinĀ the outreach and enĀaĀement plan and conductinĀ enĀaĀement
activities,as described in Task 5 and 6 above,this time to build community buy-in
and eliminate any blind spots in the project implementation plan.EnĀaĀement
activities will include presentinĀ the Seed Project Plan to the community to ensure
the Team accurately captured the community’s input durinĀ Step 6,and providinĀ
opportunities ÿor the community to propose chanĀes.EnĀaĀement activities will
also crowdsource ideas ÿor how best to enĀaĀe the community throuĀh
implementation oÿ the seed project,and identiÿy additional collaborative
opportunities that can be incorporated into the project.
The Core Team will lead implementation oÿ enĀaĀement activities;the Primary
Vendor Team will provide support and conduct all documentation and evaluation,
includinĀ incorporatinĀ community input into the final Implementation Plan.
For budĀetinĀ purposes,we have assumed two (2)hours oÿ personnel time to
support Outreach and EnĀaĀement ÿor this step.
Task 7 Deliverables:
●Completed Part B oÿ Seed Project Plan
●One (1)virtual meetinĀ (2 hours)
●Updated Outreach and EnĀaĀement Plan,includinĀ documentation oÿ at
least one (1)additional round oÿ active enĀaĀement activities and continued
passive enĀaĀement,ÿor developinĀ the implementation plan
iii.Task 8:Step 8 –ImplementinĀ a Seed Project
Step 8 oÿ the MVP 2.0 Process is the implementation oÿ the seed project.We
assume that the Primary Vendor Team’s scope and ÿee ÿor this step is not included
in this Scope oÿ Services,and will be covered by the seed project ÿundinĀ.
iv.Task 9:Step 9 –ReflectinĀ,AdjustinĀ,and Next Steps
Step 9 requires that each Core Team member complete the Reflection Roadmap
individually prior to cominĀ toĀether as a Āroup to discuss.Members oÿ the
Primary Vendor Team will also complete the Reflection Roadmap individually.The
Primary Vendor Team will ÿacilitate a conversation with the Core Team to discuss
the members’thouĀhts,experiences,and responses,and will then complete the
Reflection Roadmap to reflect everyone’s input.We assume that this meetinĀ will
be held virtually and will take approximately one and a halÿ (1.5)hours.
The Primary Vendor Team will prepare responses to the MVP 2.0 Final Submission
Form and will provide those to the City ÿor review.The Primary Vendor Team will
assist the City with submittinĀ the online MVP 2.0 Final Submission Form.
October 2023 37
Proposal to City of Northampton,MA MVP 2.0
Task 9 Deliverables:
●Completed Reflection Roadmap
●MVP 2.0 Final Submission Form
●One (1)virtual meetinĀ (1 hour)
October 2023 38
Proposal to City of Northampton,MA MVP 2.0
G.Project Schedule,BudĀet,and Commitment
Proposed chanĀes to the schedule and budĀet as outlined in the October 6,2023
RFP and MVP 2.0 Process Guide are explained in the respective subsections below.
a.Schedule
The proposed schedule included in Northampton’s RFP,as well as the MVP 2.0
Process Guide Example RFP provided by EOEEA assumes an AuĀust 2023 start
date.Grant awards,however,were not announced by EEA until AuĀust 30,the
same date this RFP was released.With an October 30 deadline,we anticipate a
mid-November start date at earliest.We have thereÿore adjusted the entire
proĀram schedule accordinĀly,startinĀ and endinĀ each task three months later,
with project completion occurrinĀ by September 2025.it may be possible ÿor some
time to be made up durinĀ Step 8.The Team is open to other schedulinĀ
adjustments at the City and/or EEA’s discretion.
Northampton MVP 2.0 Proposed Schedule
Northampton MVP 2.0 Proposed Schedule Original RFP
Schedule
Proposed Adjusted
Schedule
PHASE STEP DURATION START END START END
Phase 1:
Developing a
Core Team
Step 1:Groundwork 1 Month Aug 2023 Sep 2023 Nov 2023 Dec 2023
Step 2:Recruiting the Core Team 1-3 Months Sep 2023 Nov 2023 Dec 2023 Feb 2024
Step 3:Core Team Training 1-2 Months Nov 2023 Dec 2023 Feb 2024 Mar 2024
Phase 2:
Revisiting
Resilience
Priorities
Step 4:Uncovering Social Resilience 3 Months Jan 2024 Mar 2024 Apr 2024 Jun 2024
Step 5:Resetting Resilience
Priorities
2-3 Months Mar 2024 May 2024 Jun 2024 Aug 2024
Phase 3:
Implementing
a Seed Project
Step 6:Selecting a Seed Project 2 Months May 2024 Jun 2024 Aug 2024 Sep 2024
Step 7:Seed Project Implementation
Plan
1-2 Months Jul 2024 Aug 2024 Oct 2024 Nov 2024
Step 8:Implementing the Seed
Project-
9-10
Months
Sep 2024 Jun 2025 Dec 2024 Sep 2025
Step 9:Reflecting,Adjusting,and
Next Steps
>1 Month Jun 2025 Jun 2025 Sep 2025 Sep 2025
October 2023 39
Proposal to City of Northampton,MA MVP 2.0
Northampton MVP 2.0 Proposed Timeline
October 2023 40
Proposal to City of Northampton,MA MVP 2.0
b.BudĀet
The Primary Vendor Team acknowledĀes the budĀetary constraints inherent in
state Ārant ÿunded projects,and is sympathetic to the needs oÿ local
municipalities.Based on our extensive experience manaĀinĀ similar projects,we
find the budĀet assumptions presented by the state in the MVP 2.0 sample budĀet
and example RFP draÿt unrealistically low.The proposed hourly rate ÿor vendors is
well below averaĀe market rate,and the number oÿ hours allocated per task are
insu cient to complete the proposed work.This provides no room ÿor overhead or
continĀencies.Because the Primary Vendor Team believes wholeheartedly in the
importance oÿ this work,we are willinĀ to work within these budĀet constraints
and complete the scope below market value.In order to at least cover our costs,
we had to make some minor adjustments to the template budĀet,as ÿollows:
●The Primary Vendor Team reduced hours allocations in some less
labor-intensive and lower priority tasks in order to increase hours in more
labor-intensive and hiĀher priority tasks.
●In our experience,municipalities and advisory Āroups typically desire more
direct support ÿrom consultants rather than less.To accommodate this,we
made minor reductions to Core Team hours in order to reallocate some oÿ
those hours to cover Primary Vendor Team responsibilities.
●We assumed a $30/hr compensation rate ÿor Core Team community liaisons
in order to stretch the budĀet to cover all proposed costs.
●The Primary Vendor Team reduced the direct expense budĀet ÿor
enĀaĀement activities in order to cover other critical expenses.We assume
some enĀaĀement e orts will be conducted virtually,with little to no direct
costs.For in-person enĀaĀement,we are committed to workinĀ creatively
with the City oÿ Northampton and the Core Team to pursue cost-savinĀ
methods,includinĀ but not limited to seekinĀ donations and sponsorships.
●MileaĀe ÿor the Vendor Team to participate in in-person meetinĀs was
added to direct expenses.Its oriĀinal omission was a major oversiĀht,as
some oÿ the tasks require in-person meetinĀs.
●The Team prioritized in-person meetinĀs ÿor hiĀh-intensity Core Team tasks,
as this work is ÿar more productive in person than virtual.However,some oÿ
these meetinĀs could be converted to virtual in order to reduce costs.
○Iÿ so,we recommend these ÿunds be re-allocated to other direct
expenses ÿor outreach activities,or to additional hours ÿor the Vendor
Team or Core Team.
○Up to $1,000 is available,which is equivalent to ~6 more Vendor Team
hours or 30 more Core Team hours (6 hours per team member).
The Primary Vendor team is happy to discuss all oÿ the proposed budĀet chanĀes
and explore alternatives with the City oÿ Northampton in order to reach a
mutually-aĀreeable budĀet prior to contract execution.
October 2023 41
Proposal to City of Northampton,MA MVP 2.0
MVP 2.0 Process Budget and Timeline -Northampton
This is the Primary Vendor Team's proposed budget for Steps 1-7 and 9.Note:some modifications have
been made from the template budget included in the RFP.Step 8 ($50,000)will be contracted separately
with the Seed Project implementation vendor.
There is no formal match requirement,but the municipal
project manager and any other municipal staff on the Core
Team should expect to contribute the following number of
hours to the project:
Task
Community Liaisons
(+municipal volunteers)Primary Vendor Total Task
Cost
Municipal
PM
Municipal
Member$30 $150
Step and Deliverables
#
People
Hours
per
person Total
Total
hours Total Total
Estimated
hours per
person
Estimated
hours per
person
Step 1:Groundwork (October-November of Year 1)
Upon completion -Email Part A of your Social Resilience Roadmap to your
RC before moving on to Step 2.0 0 $0 9 $1,350 $1,350 10 0
Step 2:Recruiting Core Team (November-January of Year 1)
Upon completion -Email a list of your Core Team members to your RC before
moving on to Step 3.Note which members are community liaisons and the
community(ies)they are connected to.0 0 $0 14 $2,100 $2,100 10 0
Step 3:Core Team Training (January-February of Year 1)
Upon completion -Email your completed discussion guides for the Climate
Resilience Video Modules to your RC before moving on to Step 4.5 7.5 $1,125 18.5 $2,775 $3,900 10 10
Step 4:Uncovering Social Resilience (March-May of Year 1)
Midway -Check in with your RC once you have completed your Engagement
Plan,before starting your engagement activities.
Upon completion -Email Part B of your completed Social Resilience
Roadmap to your RC before moving on to Step 5.5 30 $4,500 48 $7,200 $11,700 26 20
Step 5:Revisiting Resilience Priorities (May-July of Year 1)
Upon completion -Email your completed Resilience Priorities Guide to your
RC before moving on to Step 6.5 14 $2,100 31.5 $4,725 $6,825 12 10
Step 6:Selecting Seed Project (July-August of Year 1)
Upon completion -Email Part A of your completed Seed Project Plan to your
RC by June 15.Submitting Part A and approval from your Regional 5 12 $1,800 29 $4,350 $6,150 8 10
October 2023 42
Proposal to City of Northampton,MA MVP 2.0
Coordinator will unlock funding for Seed Project implementation.
Step 7:Seed Project Implementation Plan (September-October of Year 2)
pon completion -Email Part B of your completed Seed Project Plan to your
RC before moving on to Step 8.5 6 $900 13 $1,950 $2,850 10 8
Step 8:Implementing Seed Project (November-August of Year 2)(all costs to be covered by the Seed Project funding)
Step 9:Reflecting,Adjusting,and Next Steps (August of Year 2)
Upon completion -Submit the MVP 2.0 Final Submission Form to the MVP
Program,including deliverables,photos,and invoices showing all grant funds
were spent to close out the MVP 2.0 project.5 2 $300 8 $1,200 $1,500 4 2
Total -71.5 $10,725 171 $25,650 $36,375 90 60
DIRECT COSTS
Subject Matter Advisor(s)$975
Mileage Reimbursement $2,600
Airfare &Lodging (DEI expert)$1,950
Step 4 Engagement (Uncovering Social Resilience)$1,600
Step 5 Engagement (Vetting Resilience Priorities)$750
Step 6 Engagement (Vetting Seed Project)$750
Total DIRECT COSTS $8,625
TOTAL PROJECT COST $45,000
NOTES
Assumes 5 community liaisons at $30 per hour;in smaller communities there may be fewer liaisons and this funding may instead support municipal volunteers.
Community liaison rate can be adjusted;the recommended rate is between $30-$50 per hour.
Includes a high end ("Municipal PM)and a low end ("Municipal Member")municipal staff time commitment,assuming the high end represents the Project
Manager,and the low end is a staff member on the Core Team,but not involved in Steps 1 or 2 or project management.
Translation and interpretation should be included in Engagement costs.
October 2023 43
Proposal to City of Northampton,MA MVP 2.0
c.Commitment
The Primary Vendor Team,comprisinĀ ClimateThrive Community StrateĀies,GZA
GeoEnvironmental,and Tribesy ConsultinĀ,do hereby acknowledĀe and commit to
the responsibilities,timeline,and budĀet oÿ the proposed work described herein
and in accordance with the MVP 2.0 Process Guide.The Team has careÿully
reviewed the MVP 2.0 Process Guide to develop the Scope oÿ Services,BudĀet,and
Schedule.
October 2023 44
Proposal to City of Northampton,MA MVP 2.0
H.Reÿerences
The reÿerences listed below can collectively speak to the Vendor Team’s
qualifications listed in Section C,Qualifications,above.Two oÿ the ÿour reÿerences
work directly with community-based orĀanizations,and/or serve EJ and other
priority populations.One oÿ the ÿour is a representative oÿ a community-based
orĀanization that directly serves EJ and other priority populations.All ÿour can
speak to the Primary Vendor team’s ability to manaĀe projects and lead
equity-centered processes.
Reÿerence 1:
Beth Rose Middleton ManninĀ
Proÿessor and DesiĀnated Emphasis Chair;Graduate Advisor,
UC Davis Department oÿ Native American Studies
Phone:(530)752-3237
Email:brmiddleton@ucdavis.edu
Project Description
Beth Rose Middleton has known Ms.Dolan since 2012,when she served as Ms.
Dolan’s Āraduate research advisor and co-PI on the Tribal Collaboration in IRWM
study (described as Project Example 1 under “Community Driven Processes”in
Section C,Qualifications,above).Middleton and Dolan co-authored a
peer-reviewed journal article,published in the Natural Resources Journal,a
peer-reviewed law journal published by the University oÿ New Mexico School oÿ
Law.Middleton also supervised Dolan's Environmental Justice Practicum.
Middleton’s work with IndiĀenous collaborators in the US and Caribbean directly
serves EJ and other priority populations.She can speak not only to Dolan’s
exemplary project manaĀement and research skills,but also her ability to lead
equity-centered processes.
Reÿerence 2:
Mike Antos
Principal Watershed Social Scientist,
Stantec
Phone:(626)568-6080
Email:mike.antos@stantec.com
Project Description
Michael Antos and Danielle Dolan have worked toĀether on a variety oÿ projects
and initiatives since they met at the Statewide Watershed ManaĀement
October 2023 45
Proposal to City of Northampton,MA MVP 2.0
Conÿerence in 2013.Antos contracted with Ms.Dolan ÿor the Santa Ana Watershed
DisadvantaĀed Community Involvement ProĀram (described as Project Example 1
under “Equity-Centered Project Facilitation”in Section C,Qualifications,above).
Antos and Dolan also co-produced a two-part podcast session on Water and
Homelessness ÿor Infinite Earth Radio,and collaborated on multiple DEI-centered
workshop sessions durinĀ their seven years servinĀ toĀether on the Caliÿornia
Water Policy Conÿerence PlanninĀ Committee.Antos has worked ÿor and with
community-based orĀanizations and community Āroups throuĀhout this career,
and prioritizes projects that serve EJ and other priority populations.He can
speak not only to Dolan’s exemplary community enĀaĀement and ÿacilitation skills,
but also her ability to lead equity-centered processes.
Reÿerence 3:
Kimberly Noake MacPhee,P.G.
Land Use &Natural Resources ProĀram ManaĀer
Franklin ReĀional Council oÿ Governments
Phone:(413)774-3167 x130
Email:kmacphee@ÿrcoĀ.orĀ
Project Description
Rosalie Starvish oÿ GZA has worked with Kimberly Noake MacPhee on several prior
and onĀoinĀ projects in the Connecticut River watershed,includinĀ the
Crittenden Hill Road Stormwater Improvements (Buckland,MA),the Mohawk Trail
Woodlands Partnership ReĀional Adaptation &Resilience Project (South River
watershed in Ashfield and Conway,MA),the Clesson Brook Watershed Based
Assessment &Climate Resiliency Plan Project (Buckland,MA),Clesson Brook
Watershed Resiliency Projects (Buckland,MA),and the Conway Center Flood
MitiĀation Project (Conway,MA).
Reÿerence 4:
Judith Foster
Founder and President,
H.E.R.O.NurturinĀ Center
Phone:(754)422-3672
Email:HeroCenter22@Āmail.com
Project Description
Judith Foster brouĀht Ms.Dolan on as H.E.R.O.NurturinĀ Center’s (contract)Vice
President in October 2022.Dolan manaĀes all oÿ H.E.R.O.’s orĀanizational
administration,Ārant writinĀ,project manaĀement,political advocacy,and
October 2023 46
Proposal to City of Northampton,MA MVP 2.0
partnership development.This past summer,Dolan and Foster co-ÿacilitated a
nine-week workshop series on usinĀ nature as a conduit ÿor emotional and social
resilience.They are also sponsorinĀ draÿt leĀislation to enable care providers in
Massachusetts to prescribe time in nature to their patients and clients.
October 2023 47
Proposal to City of Northampton,MA MVP 2.0
Appendix 1:Qualifications Table
Topic Qualification ClimateThrive GZA Tribesy
Danielle Dolan Rosalie Starvish Reena Doyle Gail Watts
Equity-
Centered
Projects
Years experience leading or facilitating equity-centered projects or initiatives.19 5 30 30
Number of equity-centered projects or initiatives led or facilitated 25 0 hundreds hundreds
Equitable
Outreach &
Engagement
Years experience leading or facilitating inclusive and equitable outreach and engagement.18 5 30 30
Number of initiatives or planning processes co-designed or facilitated where decisions were led or
substantially shaped by community members.
31 4 hundreds hundreds
Climate
Change &
Resilience
Years experience working on projects or initiatives focused on addressing climate change or
building resilience to climate hazards
20 5 5 5
Number of projects or initiatives focused on addressing climate change or building resilience to
climate hazards.
63 14 30 30
Consensus
Building
Years experience with facilitation and consensus building within a group or project team.20 5 30 30
Number of projects or initiatives involving facilitation and consensus building within a group or
project team
63 4 hundreds hundreds
Integrating
Under-
represented
Groups
Years experience with working on projects that involved integrating marginalized racial,cultural,or
socially vulnerable groups in decision-making processes
17 0 30 30
Number of projects or initiatives that involved integrating marginalized racial,cultural,or socially
vulnerable groups in decision-making processes.
24 0 hundreds hundreds
Project
Management
Years experience with managing projects,including coordinating a project team and tracking a
budget and deliverables.
24 16 30 25
Number of projects managed,including coordinating a project team and tracking a budget and
deliverables.
71 114 hundreds 100
Local
Expertise
Years experience living and/or working in the municipality or region.1 21 4 0
Number of projects or initiatives collaborating with local partners.12 18 5 0
EJ /DEI
Trainings
Number of trainings or learning opportunities attended in advancing equity in governmental
processes,undoing racism,and/or diversity,equity,and inclusion (DEI).
8 1 400+400+
Number of trainings or learning opportunities developed and/or led on the topics listed above.12 0 thousands thousands
October 2023 i
Proposal to City of Northampton,MA MVP 2.0
Appendix 2:Resumes
October 2023 ii
ClimateThrive Community Strategies
Danielle V. Dolan, B.A., M.S.
Principal
CONTACT
32 Merrill Road
Hull, MA 02045
508-454-7966
EDUCATION
M.S., Community Development
University of California, Davis,
2014
B.A., Magna Cum Laude,
Environmental Studies,
Hawai’i Pacific University, 2004
SPECIALIZATION
•Integrated Water & Land-Use
Planning
•Culturally Sensitive
Community Engagement
•Climate Resilience
•Environmental Justice
•Multi-Stakeholder Facilitation
•Policy Analysis &
Implementation
•Multi-Partner Collaboration
•Coalition-Building
PROJECT TOPIC AREAS
•Riverine ecosystem restoration
•Stormwater green
infrastructure & low impact
development
•Brownfields Remediation &
Redevelopment;
•Groundwater Quality &
Supply;
•Adaptive Watershed
Management
•Tribal Engagement,
Consultation, & Representation
•Water Use Efficiency
PROFESSIONAL SUMMARY
Ms. Dolan has 20 years experience in the environmental sector, spanning four
states in vastly different regions of the country, in a range of different watershed
protection and governance contexts. She specializes in facilitating equitable,
community-engaged integrated water and land-use planning processes for local
and regional climate resilience. Dolan’s broader experience includes: capacity
building; policy development; technical and non-technical communications;
education and training; consensus-building among diverse stakeholders;
effective engagement of difficult-to-reach groups; and facilitation. Ms. Dolan is
especially passionate about uplifting marginalized and socially vulnerable groups
in local decisions through meaningful inclusion that fosters social connection.
Ms. Dolan has managed countless projects of all sizes and contexts, and built
entire programs from the ground up – inception to implementation through
evaluation. In each project, Dolan effectively manages power dynamics to center
equity while building consensus across large and diverse project teams of
engineers, academics, regulators, politicians, and activists. She has a track record
of effectively mobilizing and deepening partnerships to engage on statewide
policy initiatives advance climate resilience and watershed planning and
implement local climate and water resilience projects. In Florida, she helped
achieve a Mayor’s proclamation to prevent runoff into local waterways and halted
a state permit for additional water withdrawals. In California, where she served
on and/or facilitated multiple state advisory boards, Dolan broadened access to
state funding and technical assistance for tribes and other marginalized
communities to support clean water and functioning ecosystems. She helped
draft state groundwater regulations and multi-benefit land repurposing
legislation, and built a coalition of local watershed groups impacted by changes
to US EPA Region 1 permitting, and successfully lobbied for improved
protections and a more robust process for citizen engagement. She has provided
public testimony and comment letters on countless policy initiatives in both
California and Massachusetts.
Born and raised in Massachusetts, Ms. Dolan is quite familiar with localities
across the Commonwealth and New England; and is well connected with local
and statewide nonprofit environmental organizations. Her diverse experience
brings cross-cultural awareness to all Ms. Dolan’s work, fostering a deep
commitment to equity, diversity, inclusion, and environmental justice.
1
LICENSES & CERTIFICATIONS
Water Leaders, Water Education
Foundation, 2015
Florida Master Naturalist
University of Florida,
IFAS Extension, 2009
Professional Educator’s
Certificate, Middle Grades
General Science
Florida Board of Education,
2006
AFFILIATIONS
Hull Conservation Commission
Massachusetts Ecosystem
Climate Adaptation Network
(MA ECAN)
New England Water
Environment Association
(NEWEA)
Environmental Leadership
Program (ELP), New England
Regional Network
Association of Women in Water,
Energy and Environment
(AWWEE)
American Water Resources
Association (AWRA)
RELEVANT PROJECT EXPERIENCE
Program Director, Water-Energy Community Action Network (WE CAN)
Fresno, CA (2015-2018)
Ms. Dolan served as grant manager and program director on a multi-partner team for
CivicWell’s (formerly Local Government Commission) Water-Energy Community
Action Network (WE CAN). The $2.5 Million project, funded by the California
Greenhouse Gas Reduction Fund, involved direct installations of turf replacement
irrigation efficiency technology, turf replacement rebates, and green job training. The
goal of the program was to help lower-income and underserved residents overcome
the barrier to their participation in traditional turf-replacement rebate programs, by
eliminating all upfront costs to the customer, while also assisting immigrant laborers
expand their job skills and adapt to climate-induced demand trends. CivicWell
partnered with municipal water conservation departments to provide information
directly through residents’ water bills, and to maximize refund or direct-install
budgets. CivicWell worked with Habitat for Humanity and Grid Alternatives for
outreach to Spanish-speaking and Hmong residents, leveraging their pre-existing
trust-built relationships. CivicWell hired a local landscape architect to create three
standard water-efficient landscape designs for direct-install customers to choose
from, which significantly reduced design costs. CivicWell sourced smart irrigation
controllers at a reduced cost from Rachio, and worked with California Conservation
Corps and local landscape/gardening companies that employed formerly-
incarcerated individuals for the direct install labor. The program also provided no-
cost training for 57 municipal public works staff and private landscapers/gardeners to
become US EPA-certified as “Qualified Water Efficient Landscape” (QWEL)
professionals. Dolan negotiated and managed all subcontracts, designed and
implemented community engagement and outreach campaigns, developed and
taught job training curriculum, and oversaw the direct install and rebate program.
The project was a tremendous success, with 214 landscape upgrades (67 rebate, 147
direct installs), 2,598 smart controllers, resulting in 150 million gallons of water and
42 metric tons of CO2 saved each year.
Program Director, Santa Ana Watershed Disadvantaged Community Involvement
Program (DCI); Santa Ana, CA (2017-2020)
Ms. Dolan served as Program Director on behalf of CivicWell (formerly Local
Government Commission) on an interdisciplinary multi-partner team for the Santa
Ana Watershed Project Authority (SAWPA)’s One-Water One-Watershed
Disadvantaged Community Involvement Program. The $6.3 Million project, funded
by the CA Department of Water Resources Proposition 1 IRWM grant program,
involved conducting a watershed-wide community strengths and needs assessment,
with the goal of increasing representation, participation, and project funding for
underrepresented and underserved communities within the watershed. Dolan
managed CivicWell’s $430,000 contract, which had two major components: 1) to
specifically engage local elected officials from the watershed to gain a better
understanding of climate-water resilience strengths and needs within their
communities, ad opportunities to better engage and meet the needs of
environmental justice communities; and 2) to establish a Watershed Ambassadors
capacity-building program. Specific climate impacts considered included drought
impacts to local water supply and water quality, exposure to extreme heat from urban
heat-island effect, degraded water quality from excess demand, and public health
and safety risk from flash flooding. The program addressed social vulnerability
through specific engagement with multiple target audiences (tribal communities,
mutual water agencies, municipal elected officials, low-income community-members,
2
and BIPOC communities) to conduct a comprehensive strengths and needs assessment of vulnerability to climate issues in
the watershed for each target audience. The program also included a local resilience project concept solicitation,
evaluation, and prioritization process. Prioritized projects were then eligible for pilot project funding. Dolan (on behalf of
LGC), in partnership with SAWPA, UC Riverside, and the O-WOW Tribal Communities and Disadvantaged Communities
Steering Committees, established the strengths and needs assessment protocol, conducted direct research and analysis,
built the project prioritization framework, and developed and implemented the Watershed Ambassadors capacity-building
training program and coalition. The project succeeded in engaging over 400 individuals representing 18 communities,
enrolling 112 elected leaders in the Watershed Ambassadors program, and funding 5 pilot projects.
Principal Investigator, Tribal Collaboration in Integrated Regional Water Management; Sacramento, CA (2012-2014)
Ms. Dolan served as Principal Investigator and Lead Facilitator on a multi-disciplinary public-private partnership for the
Department of Water Resources’ California Water Plan Tribal Advisory Committee. The $30,000 project, funded in part by
the Center for Collaborative Research for an Equitable California (CCREC), involved building a coalition of federally, state,
and non-recognized tribes from all reaches of California to evaluate existing barriers to tribal participation, and identify
solutions for overcoming those barriers, within the state’s Integrated Regional Water Management (IRWM) program. The
project included primary and secondary data collection and analysis, following participatory action research and
indigenous research methodologies. Dolan, in partnership with and UC Davis Department of Tribal Studies, collected data
from over fifty tribal entities, via interviews, survey questionnaires, and focus groups, over a 2-year period. From initial
inception through research design, implementation, and reporting, the entire project centralized the indigenous values of
respect, reciprocity, and relationality. Even the desired outcome of the research was determined by the tribal community.
To overcome the community’s distrust of both academia and government, Dolan leveraged a trusted community partner,
the California Indian Environmental Alliance (CIEA), for initial introductions to the tribes. Dolan prioritized in-person
meetings, visits to tribal facilities, and attending tribal events as a mechanism for building strong collaborative
relationships. To increase trust and transparency, all research participants were invited to review data analysis and report
drafts before anything was shared externally. From this position of respect, reciprocity, and relationality, Dolan was able to
serve as a bridge between formerly adversarial tribal and state agency representatives. The project succeeded in
convincing the State of California to change its regulatory guidelines as recommended by the research report to better
enable tribes to participate in state funding programs, and helped usher in a movement of broader tribal representation
and more robust consultation with tribes across all state policy initiatives.
Lead Facilitator, Borrego Valley Stewardship Council Integrated Watershed-Scale Master Plan;
Borrego Springs, CA (2018-2021)
Ms. Dolan served as Program Director and Lead Facilitator on behalf of Local Government Commission (LGC, now
CivicWell), for the Borrego Valley Stewardship Council’s Integrated Watershed-Scale Master Plan. The $150,000 project,
funded in part by the Borrego Water District, the Anza-Borrego Foundation, and The San Diego Foundation, involved
educating community stakeholders about the benefits of integrated planning, and engaging the local community in a
broader visioning process for climate resilience and economic sustainability. Dolan convened a cohort of local leaders to
collaboratively develop a scoping proposal for the master plan, which aligned groundwater management, land use
planning, economic development, public health, and community resilience – to chart a course for a thriving future Borrego
Springs. Dolan worked with the Borrego Water District and the Anza Borrego Foundation, to develop and implement an
action plan to more thoroughly engage the community around the integrated planning process as well as the region’s
Groundwater Sustainability Plan (GSP) development process. Dolan also conducted an independent review and public
comment on Borrego’s draft GSP. The project’s outreach targeted two primary difficult-to-reach groups: the predominantly
Spanish-speaking community, and the lower-income full-time year-round residents (many of the community’s most active
and vocal members are only weekend or seasonal residents, with second homes in the valley). These two groups had been
previously excluded from other planning processes, and were at greatest risk of negative impacts from climate change on
the region’s groundwater sustainability and economic development. To reach these groups, the project team recruited,
trained, and supervised “promotoras” from the community, to meet residents where they were and overcome trust
barriers. The project included: one-on-one and small-group meetings both in person and virtual; creating an e-newsletter;
publishing monthly stories and event advertisements in the local newspaper; participating in local community events, and
3
hosting in-person interactive workshops. The project succeeded in building a more informed constituency, especially
among the hardest to reach subsets of the community; resulting in a more equitable Groundwater Sustainability Plan
adopted by the water agency and endorsed by the community; and securing state grant funding to complete the
Integrated Watershed-Scale Master Planning process.
Program Director, Falcon Patrol; Jacksonville, FL (2007-2009)
Ms. Dolan served as Program Director and Lead Instructor on a multi-disciplinary team for St. Johns Riverkeeper’s Falcon
Patrol program at Eugene Butler Middle School. The $30,000 project, funded by The Chartrand Foundation, involved
fostering an appreciation for nature and an interest in environmental college and career pathways among BIPOC students
from an inner-city underserved public school. On behalf of St Johns Riverkeeper, Dolan partnered with Jacksonville
University, St. Johns River Taxi, Teach for America, and the national Project Wet organization, to teach students about local
ecosystems and environmental health risks, take them on field trips to river ecosystems and college campuses where they
conducted hands-on water quality monitoring field work and data analysis in an environmental lab, toured a local college
campus, and wrote letters to local elected officials.
Because the program was designed in part to help close the academic achievement gap among African-American
students and diversify the environmental sector job pipeline, the lowest performing school in the district with the highest
proportion of BIPOC and low-income students was selected for participation. As an outsider to the community, Dolan first
sought to build respectful relationships and trust among teachers and students by attending school events and visiting
classes. Once this foundation was established, Dolan could integrate the program’s core content. Many of the students
had never even seen the river, let alone stepped foot in it, despite living only three miles from its banks. None of the
students had ever visited a college campus, as the vast majority of them came from families in which no members had
attended college. The program was a huge success; by the end of the program, these same students expressed passion
for the environment, interest in environmental careers, and a desire to attend college.
Site Director & Program Lead, EarthForce; Ruskin, FL (2006)
Ms. Dolan served as Site Director and Program Lead for the Earth Force program at Beth Shields Middle School, liaising
between national and state program personnel and the school’s students, faculty, and host community, to bring this
nationally-recognized environmental education and empowerment curriculum to the middle school community in Ruskin,
FL. The $5,000 project, funded in part by federal Title 1 educational funding, local mini-grants, and Earth Force program
grants, empowered middle-school students to identify and address an environmental challenge in their community. With a
desire to dismantle local inequity and advance environmental justice, Dolan chose to run the program through her regular
classes, rather than as an after school club. Clubs tended to serve the community’s more affluent and predominantly-white
students. By integrating the program into classroom instruction, Dolan was able to target her lower-income, underserved,
and minority students, many of whom were children of Mexican migrant workers. Dolan desired to instill an interest in
environmental protection among these students and their parents, and encourage students to pursue future careers in the
environmental sector. The community was invited to participate as volunteers on Saturday workdays, and celebrate
completion of the project via a public event held during the evening hours at the school, featuring a tour of the pond/
outdoor classroom, culturally-relevant music, and traditional Latinx refreshments. Outreach was conducted via letters and
fliers sent home with students in both English and Spanish, and posted at local businesses and community boards. The
project included environmental science education, political advocacy training, and grassroots organizing. Dolan, in
partnership with the Hillsborough County Adopt-a-Pond program and local business owners, led students in securing
funding, in-kind donations of tools, and volunteer labor to transform a stormwater retention pond on campus into a
thriving pond ecosystem and outdoor classroom. The project not only succeeded in improving local habitat and
stormwater quality, but increased the self-esteem of low-income, minority, and immigrant students (many of whom were
English language learners) while developing real-world skills in environmental science, community organizing, and political
advocacy; and built stronger relationships between parents from the underrepresented community and the school
administration.
4
GZA. Known for excellence. Built on trust.
Education
B.S., 1999, Hydrogeology, Rensselaer
Polytechnic Institute
M.S., 2002, Environmental Engineering,
University of Massachusetts- Amherst
Licenses & Registrations
2007, Professional Engineer,
Massachusetts, #46718
2007, Professional Engineer, Connecticut,
#25860
2012, Certified Professional in Municipal
Stormwater Management, #0192
2016, ASFPM Certified Floodplain
Manager, #US-16-08930
2018, MA EEA MVP Approved Provider
2019, NAACC Non-Tidal Streams Protocol
– Certification
2021, Professional Engineer, Maine, #17316
Areas of Specialization
• Stormwater Management Design
• Stormwater Compliance & Permitting
• Hydrologic and Hydraulic Modeling
• Flood Control and Protection
• Surface Water Resources
• Hazard Mitigation Planning
• Climate Resiliency Planning &
Adaptation Design
• Watershed Management
• Nature-based Design
Page | 1
Rosalie T. Starvish, M.S., P.E., CFM, CPMSM
Water Resources Engineer
Summary of Experience
Since the start of her professional career in 2002, Ms. Starvish has gained a wide range
of experience in projects related to inland water resources, from the management of
rainfall and stormwater runoff to the effects of high flows in rivers and floodplains. She
collaborates with interdisciplinary experts and project stakeholders to take projects
from assessment and feasibility, through engineering design, and to construction and
post-construction management and monitoring. Ms. Starvish has been involved in
projects related to stormwater and watershed management and design, climate
resiliency planning and adaptation design, lake, pond, and stream channel restoration,
flood control, flood impact and water quality analyses, dam maintenance and planning,
and environmental impact assessments and permitting. She is currently serving as the
Vice-Chair for the Massachusetts Association for Floodplain Management and is
leading an expert work group for the Massachusetts Ecosystem Climate Adaptation
Network (Mass ECAN) related to the climate resiliency of watersheds and streams. Ms.
Starvish is certified by the Massachusetts Executive Office of Energy and
Environmental Affairs as a trained Community Resiliency Building workshop provider
under the Massachusetts Municipal Vulnerability Preparedness Program. Ms. Starvish
serves as CPMSM Program Committee Member for the Certified Professional in
Municipal Stormwater Management (CPMSM) program for EnviroCert, International,
Inc. At GZA, she is responsible for planning, coordinating, and managing projects, as
well as providing technical support to projects both under her management and under
the supervision of others. Her experience bridges the gap between planning and
engineering to provide effective project planning that leads to the efficient
implementation of actionable projects.
Relevant Project Experience
Project Manager, Northampton Designs with Nature, Northampton,
Massachusetts. (2019) Ms. Starvish served as Project Manager and Engineer on a
multi-disciplinary project team for the City of Northampton’s “Designs with Nature”
project. The project, funded, in part, by a $330,000 grant from the Commonwealth of
Massachusetts’ Municipal Vulnerability Preparedness (MVP) Action Grant Program
involved the assessment of 10 locations for the feasibility of designing green
infrastructure for flood control, stormwater management, and climate resiliency. The
project included detailed data collection and survey, permitting, engineering design,
and bid preparation assistance. GZA, in partnership with Linnean Solutions and the City
of Northampton, hosted a public forum to discuss opportunities for the project and
encourage residents to share ideas about site improvements, as well as underlying
principles and characteristics that are important to Northampton residents when
considering the implementation of green infrastructure design projects.
Project Manager, Nashawannuck Brook Assessment and Master Plan of Resiliency
Improvements, Northampton, Massachusetts. (2020) Ms. Starvish prepared a master
plan for the future restoration of Nashawannuck Brook and associated wetlands within
the former Pine Grove Golf Course. Ms. Starvish supervised field data collection
including characterization of wetland resource areas, stream channel, riparian corridor,
Rosalie T. Starvish, M.S., P.E., CFM, CPMSM
Water Resources Engineer
GZA. Known for excellence. Built on trust. Page | 2
and upland habitat. Ms. Starvish also managed the preparation of a hydraulic numerical model of Nashawannuck Brook and its
watershed. The master plan included a summary of project opportunities and challenges, recommended improvements with cost
estimates, and project implementation strategies. Ms. Starvish collaborated with stakeholders, including the City of Northampton
and Mass Audubon, throughout development of the plan. The project was later selected for funding as a Priority Project by the
Massachusetts Division of Ecological Restoration and GZA was selected to advance the master plan to conceptual design. Work
included updating the site wetland characterization, calibration of the hydraulic model, a fluvial geomorphic assessment, and
design of restoration options including floodplain re-connection, wetland creation, dam removal, stream channel restoration, and
culvert removal/replacement.
Project Manager, Tyringham Multi Hazard Mitigation Plan Update, Tyringham, Massachusetts. Ms. Starvish managed this
project to develop an update to the Town’s Multi-Hazard Mitigation Plan that included an updated assessment of hazard risk and
risk mitigation strategies. The completed plan is consistent with the Federal Emergency Management Agency’s 44 Code of Federal
Regulations (CFR) Part 201.6 and the Commonwealth of Massachusetts’ mitigation priorities. She also coordinated public outreach
and education that communicated the Town’s vulnerability to hazards and developed a consensus among key stakeholders
identified by the Town for the mitigation strategies that can be incorporated into short-term and long-term Town planning. To
ensure that the strategies were appropriate to the Town’s needs and in keeping with the Town’s long-term vision and vitality,
information was shared with, and obtained input from local officials and the public which was a key element of the project.
Project Manager, Tyringham Municipal Vulnerability Preparedness Plan, Tyringham, Massachusetts (2021). Ms. Starvish
managed this project to develop a Municipal Vulnerability Preparedness Plan that included an updated assessment of climate
hazard risk and climate adaptation strategies. The completed plan is consistent with climate adaptation planning through the
Massachusetts Executive Office of Energy and Environmental Affairs’ Municipal Vulnerability Preparedness (MVP) grant program.
She also coordinated public outreach and education that communicated the Town’s vulnerability to hazards and developed a
consensus among key stakeholders identified by the Town for the adaptation strategies that can be incorporated into short-term
and long-term Town planning. To ensure that the strategies were appropriate to the Town’s needs and in keeping with the Town’s
long-term vision and vitality, information was shared with, and obtained input from local officials and the public which was a key
element of the project.
Project Manager, Hawley Joint Hazard Mitigation Plan / Municipal Vulnerability Preparedness Plan, Hawley, Massachusetts
(2022). Ms. Starvish managed this project to develop a combined Multi-Hazard Mitigation Plan and Municipal Vulnerability
Preparedness Plan that included an updated assessment of hazard risk and risk mitigation strategies. The completed plan is
consistent with the Federal Emergency Management Agency’s 44 Code of Federal Regulations (CFR) Part 201.6 and the climate
adaptation planning through the Massachusetts Executive Office of Energy and Environmental Affairs’ Municipal Vulnerability
Preparedness (MVP) grant program. She also coordinated public outreach and education that communicated the Town’s
vulnerability to hazards and developed a consensus among key stakeholders identified by the Town for the mitigation strategies
that can be incorporated into short-term and long-term Town planning. To ensure that the strategies were appropriate to the
Town’s needs and in keeping with the Town’s long-term vision and vitality, information was shared with, and obtained input from
local officials and the public which was a key element of the project.
Project Manager, Mohawk Trails Woodlands Partnership Regional Adaptation & Resilience Project, Conway and Ashfield,
Massachusetts. (2020) Ms. Starvish collaborated with Franklin Regional Council of Governments (FRCOG) and the Towns of
Ashfield and Conway to prioritize over twenty potential climate resilient river restoration projects and select the top priority
projects for development of construction-ready drawings and bid documents. Ms. Starvish developed a prescribed climate
resiliency matrix to score the potential projects in terms of design & implementation, financial, climate resiliency, habitat, and
geomorphic stability characteristics. The top prioritized projects, including culvert replacements, oxbow & floodplain reconnection,
river stabilization, and riparian corridor enhancements were advanced to construction-ready drawings and bid documents by the
GZA team led by Ms. Starvish. The project included the design of nature-based and geomorphologically-sound river restoration
Rosalie T. Starvish, M.S., P.E., CFM, CPMSM
Water Resources Engineer
GZA. Known for excellence. Built on trust. Page | 3
solutions, including “chop and drop” wood loading projects, floodplain storage, streambank stabilization, and culvert replacements
to support the long-term health and resiliency of the South River. Project components to be managed by Ms. Starvish included
project partner, stakeholder, and landowner coordination, assessment and prioritization of potential projects for environmental
and resiliency benefits, hydraulic modeling, survey, geotechnical investigations, design, permitting, and public outreach. She also
managed the necessary data collection, such as topographic survey and geotechnical borings. Other elements of the project
included collaboration with project stakeholders including Friends of the South River, Trout Unlimited, Franklin Land Trust, and
private property owners to advance river corridor protection efforts such as a River Corridor Easement Tool, modeled after similar
efforts undertaken by the Vermont Rivers Program.
Project Manager, Milford Multi Hazard Mitigation Plan Update, Milford, Massachusetts. Ms. Starvish managed this project to
develop an update to the Town’s Multi-Hazard Mitigation Plan that included an updated assessment of hazard risk and risk
mitigation strategies. The completed plan will be consistent with the Federal Emergency Management Agency’s 44 Code of Federal
Regulations (CFR) Part 201.6 and the Commonwealth of Massachusetts’ mitigation priorities. She also coordinated public outreach
and education that communicated the Town’s vulnerability to hazards and developed a consensus among key stakeholders
identified by the Town for the mitigation strategies that can be incorporated into short-term and long-term Town planning. To
ensure that the strategies were appropriate to the Town’s needs and in keeping with the Town’s long-term vision and vitality,
information was shared with, and obtained input from local officials and the public which was a key element of the project.
REENA DOYLE, CO-FOUNDERTRIBESY CONSULTING
JEDI (diversity, equity, inclusion and justice)
Bias
Organizational change management
Power and privilege
Environmental justice, ecological debt
Environmental Industrial complex
Intersectional social identities, compounding oppression, internalized racism,
progressive dialogue about race, socialization, “isms, ” LGBTQIA rights, global
women’s rights, disabilities
Immigration
International economic development
discipline in schools, school to prison pipeline
prison industrial complex
Generational theory
Professional Summary
A creative and dynamic consultant with 30 years of results driven successful experience
with large and small organizations in 45 states and multiple countries. Extensive
leadership in building cross cultural relationships, organizational culture, executive
coaching and structural change with data driven diversity and inclusion practices. Develop
programs, trainings, evaluative tools, hiring practices, etc to support justice, equity,
diversity and inclusion values using data driven benchmarks.
Specialty
Reena consults, facilitates and develops adult learning experiences on many topics
including, but not limited to:
Industries
Reena has worked with a variety of organizations with extensive knowledge in local
governments, educational systems, labor, healthcare, environment/conservation, prisons,
FAA, Housing Development, and many other nonprofit organizations.
Education
Cornell University - Certification: Diversity, Equity and Inclusion
Harvard University - Master of Science: Sociology
University of Maryland - Bachelor of Science: International Economics
JEDI (diversity, equity, inclusion and justice)
Bias
Organizational change management
Power and privilege
The default of whiteness
Environmental justice, ecological debt
Environmental industrial complex
Immigration
Intersectional social identities, compounding oppression, progressive dialogue about
race, socialization, “isms”, LGBTQIA rights, global women’s rights, disabilities
Discipline in schools, school to prison pipeline
Conflict mediation
Generational theory
Gail Watts has 30 years of hands-on experience in the areas of racial and social justice in
28 states, which has resulted in a unique approach to this work. Extensive leadership in
managing JEDI organizational change, executive coaching, organizational analysis and
community building. Skill in the development of tools, creative training and experiential
learning sessions to support cultural shifts based in justice, equity, diversity and inclusion.
Specialty
Gail consults, facilitates and develops adult learning experiences on many topics
including, but not limited to:
Industries
Gail has worked with a variety of organizations including all levels of education, college
student organizations, local governments, environment/conservation nonprofits,
community based nonprofits, NGOs, religious organizations, small business and labor
unions, etc.
Education
San Francisco State University - Masters Program in Museum Studies
San Francisco State University - Bachelor of Arts Anthropology
GAIL WATTS, CO-FOUNDERTRIBESY CONSULTING
Proposal to City of Northampton,MA MVP 2.0
Appendix 3:Local Project Examples
October 2023 iii
GZA GeoEnvironmental, Inc. Page | 1
In response to severe erosion along the banks of Roberts Meadow Brook threatening
private residential properties and important infrastructure, GZA was initially re-
tained by the City of Northampton’s Department of Public Works to assist with the
preparation of grant application and documentation under the Hazard Mitigation
Grant Program (HMGP) administered by FEMA and the Massachusetts Emergency
Management Agency (MEMA). The original grant application was submitted in the
fall of 2010, and included a schematic design and cost estimate for repairs and a de-
tailed Benefit / Cost Analysis using FEMA’s BCA Tool. In July 2014, the City was
awarded an HMGP grant, allowing the project design, permitting, and construction
to advance.
In addition to supporting the City’s HMGP application, GZA’s work on the project in-
cluded site reconnaissance and survey, wetland resource area characterization and
delineation, subsurface investigation, hydraulic and general engineering design, and
channel restoration design utilizing ecologically-sensitive river morphology
measures with Rosgen-based cross-vane structures providing grade control, a stabi-
lized channel bottom, riffle and pool complexes, planted bankfull benches at the
approximate mean annual high water line with wetland plantings, and the addition
of substantial upland plantings in the riparian corridor. GZA services included prep-
aration of construction drawings and specifications, permitting, bid support,
construction-phase engineering support, and resident engineer services.
GZA worked closely with the City of Northampton and the grant agencies to main-
tain grant funds through a circuitous design and permitting process. Construction
was initiated in September 2017 and completed in the spring of 2018. Thanks in large
part to GZA’s design and collaboration with the City and their contractor to identify
cost-saving measures during construction, the project was completed ahead of
schedule and under budget.
Roberts Meadow Brook Channel Improvements
Northampton, MA
Project Highlights
• HMGP Grant Assistance
• River Channel Restoration Design
• Wetland Characterization
• Permitting
• Construction-Phase Engineering
Support
• Resident Engineer Services
Restored channel in November 2017. Wetland restoration plantings were added in the spring of 2018.
Channel bank erosion prior to restoration.
Installation of slope protection
GZA GeoEnvironmental, Inc. Page | 1
Challenge: The approximately 105-acre Site is the former Pine Grove Golf Course
purchased by the City of Northampton to: preserve open space; provide for passive
recreation accessible through an established trail network; enhance climate resilience
through peak flood flow reduction and carbon capture and sequestration; improve
ecological function and habitat; and augment the City’s existing Rocky Hill Greenway
which abuts the parcel to the east and northeast. Nashawannuck Brook is a small
tributary to the Manhan River, approximately 2.5 miles in length, with its headwaters
just upstream of the former Pine Grove Golf Course. The brook enters the golf course
where it encounters two dams, several cart-path culvert crossings, and artificial
straightening and armoring. GZA was contracted by the City to conduct a Site
Assessment and prepare a Master Plan.
Solution: GZA conducted a Site Assessment to observe, evaluate, and document the
existing natural environment and habitat resources at the Site to prepare a Master Plan
to guide the City’s efforts to restore the Site to a more natural condition, improve
wildlife habitat, and provide climate resiliency. The Site Assessment included general
site reconnaissance, evaluations of both regulated wetland resource areas and
evidence of historical (filled) wetlands, and observations of stream channel, riparian
corridor, and upland habitat characteristics.
Using information from the Site Assessment and publicly available data, GZA prepared
a hydrologic and hydraulic study of Nashawannuck Brook to evaluate peak flow rates
and velocities within the brook where it leaves the Site under both existing conditions
and potential restoration scenarios, including floodplain storage.
GZA proposed the following improvements in the Master Plan:
1. Restore Nashawannuck Brook
Nashawannuck Brook Assessment,Master Plan of
Resiliency Improvements and Conceptual Design
for Restoration
Northampton, MA
Project Highlights
Master Plan
Natural stream channel resiliency
improvements
Ecological/habitat and Wetlands
Assessment
Hydrologic and hydraulic modeling
Development of Feasible
Restoration Options
Conceptual Design Plan
Geomorphic Field Assessment
NashawannuckBrook flowing throughtheformer
Pine Grove Golf Course
Steepreach of NashawannuckBrook
GZA GeoEnvironmental, Inc. Page | 2
Nashawannuck Brook Assessment,Master Plan of Resiliency
Improvements and Conceptual Design for Restoration
Northampton,MA
2. Improve Existing Wetlands and Restore Historic Wetlands
3. Restore Historic Tributary to Nashawannuck Brook
4. Reforestation
5. Phragmites Removal / Control
6. General Invasive Species Removal / Control
7. Improve Site Access by extending existing pathways to create connections throughout the Site and create parking
area along Old Wilson Road for public access
8. Preservation of Existing Features included stone features and White Oak Tree.
After completion of the Master Plan, GZA was subsequently contracted by the MA Department of Fish and Game, Division of
Ecological Restoration (DER) to assist with the further development of feasible restoration options and a Conceptual Design
Plan for this property.
With the assistance of subconsultant, Field Geology Services, GZA prepared a geomorphic assessment of Nashawannuck
Brook which identified three distinct reaches that were further subdivided into 12 total segments of uneven length. The
characteristics and geomorphic conditions of the segments formed the basis for identifying the need for restoration and
evaluating 20 restoration treatment options for their effectiveness. Restoration options included culvert replacement or
removal, dam removal, channel-spanning log jams, channel reconstruction, floodplain creation and reconnection, wetland
enhancement and creation, and riparian corridor plantings. A Memorandum was prepared to provide guidance for selecting
the segments in greatest need of restoration and the treatments best suited to address the identified needs. Restoration
options were then developed into a conceptual design plan.
Benefit: Using a multi-disciplinary approach, with the expertise of ecologists, wetland scientists, fluvial geomorphologists,
civil and water resources engineers, and the input of stakeholders including the City of Northampton, DER, and Mass Audubon,
GZA developed a roadmap for the continued ecological and hydrological restoration of the golf course property which had
been severely impacted by human manipulation.
GZA GeoEnvironmental, Inc. Page | 1
Challenge: Faced with an Office of Dam Safety Order to repair the dam or take it down,
the City asked GZA to identify the most cost-effective approach, provide design plans,
obtain necessary permits, and act as the resident engineer during construction. The
earthen dam with a stone masonry spillway is an approximately 35 feet tall and 125
feet. This High Hazard, former water supply dam had been in a Poor/Unsafe condition
since the 1970’s.A dam breach would require tackling the issue of dealing with
approximately 27,000 cubic yards of sediment impounded by the dam.
Solution: The City concurred with GZA’s recommendation for dam removal as the
preferred alternative. Connecting high-quality trout habitat in the stream above and
below the dam made the project a priority for MA Division of Ecological Restoration
who eventually became a project partner. After years of meetings and deliberations
with city residents and regulators, the City, with the help of GZA and MA DER, was able
to obtain concurrence to permit the project as a staged dam removal with a controlled
sediment release. The project approach was developed to “throttle” the release of
about 10,000 to 11,000 CY of sediment to the downstream sediment starved reaches.
A post-construction sediment survey completed in the early fall of 2018 revealed very
good agreement with GZA’s design, specifically, the amount of sediment mobilized
(about 10,800 CY) and the location of the newly formed stream within the former
impoundment.
Benefit: Practitioners from multiple GZA core service areas comprehensively and
successfully addressed the City’s engineering, permitting, and construction support
needs for the project. GZA also was successful in securing an EOEEA grant to cover 75%
of the construction costs. The City’s liability was reduced by removing the Poor
condition, High Hazard dam which also resulted in the removal of the tallest dam
removal in Massachusetts. Project costs were reduced by using the innovative
sediment release approach in lieu of dredging/offsite disposal, saving the City nearly
$500,000. The newly formed stream re-established the connectively between two
high-quality cold-water fishery habitats.
Upper Roberts Meadow Reservoir
Dam Breach and Stream Restoration Project
Northampton, MA
Project Highlights
• Removal of 35-foot tall dam – the
tallest ever removed in Massachusetts
• Staged dam removal throttled the
release of about 10,000 cubic yards of
“clean” sediment to downstream
sediment starved reaches
• Designated as a Priority Project by the
MA Division of Ecological Restoration
(DER)
• Secured grant funding from the
EOEEA Dam and Seawall Repair and
Removal Fund in the amount of
$633,996 or about 75% of the
construction costs
2019 Finalist Award Winner, ACEC/MA
Engineering Excellence Awards