Marina Feasibility

Memo To: Acme Township Board of Trustees

: From Sharon E. Vreeland, Township Manager

CC:

: Date 2/25/2010

Re: Marina Feasibility Study – Consultant Selection

On behalf of the Marina Feasibility Study Consultant Selection Committee including me, Supervisor Kladder, Treasurer Wikle, Marina Advisory Chair Jean Aukerman and David Krause, we would like to recommend that the township work with The Edgewater Group/Abonmarche for the first phase of our study.

We received proposals from 6 well‐qualified firms and interviewed 4 of them. All of our meetings were informative and educational, and all of the firms demonstrated various strengths. I think that through the process the selection committee has also been able to think about some refinements to the scope of the study itself.

In the end our recommendation that The Edgewater Group be selected for our initial investigations came down to two primary factors. First, they focus exclusively on marine work. Second, we felt they brought the strongest financial analysis skills to the table. We believe that the most crucial part of our early investigations is whether or not ownership and operation of a municipal marina makes good financial sense for the township both in itself and in terms of impact on the quality of life in and economic development of the community. If the answer to this question is no, the process becomes very short. If the answer is yes, then come the questions of design, permitting, maintenance and the like.

If you adopt the suggested motion, the selection committee would then meet again with our candidate and work with legal counsel during March to review and perhaps refine the proposed scope of services and adopt a formal contract. This may have some effect on the proposed cost of services, but in no case would we accept a proposal increasing costs beyond $40,000. The final contract for services would be the basis for the final version of our Waterways Grant‐in‐aid request to fund this project.

Suggested Motion: I move that the Marina Feasibility Study Selection Committee be authorized to meet with The Edgewater Group for purposes of developing a final contract for services in an amount not to exceed $40,000, and that Supervisor Kladder be authorized to sign the final contract.

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MARINA FEASIBILITY STUDY CONSULTANT CANDIDATE INTERVIEWS

JANUARY 27, 2010, 9:00 a.m. – 10:00 a.m. EDGEWATER GROUP/ABONMARCHE

MEETING CALLED TO ORDER AT 9:00 A.M.

Members present: J.Aukerman, W. Kladder, S. Vreeland, L. Wikle Members excused: D. Krause Also present: Mark Breederland, MI Sea Grant Representing Edgewater Group/Abonmarche: Greg Wykamp: AECON land planning & design, public outreach Ron Schults, principal; has designed and constructed many projects Robert Bogner, MAI Certified Appraiser, financial expertise, marina appraisal expertise (over 200). Jeff Mikula, Project Manager, worked on Harbor West renovation and with Elk Rapids. Team also includes Senior Planner Kathy Wykamp, not present. Group has worked with all 82 DNR-funded harbors in the state.

Schults chose to sell Abonmarche to his employees due to a personal situation, reducing his firm and personnel administrative load and enabling him to focus on family and his passion for boating and marina engineering.

1. Discuss your perception of the appropriate scope of this study.

Identify physical and economic opportunity for a new marina within shoreline project area or within entire township shoreline. Construction and operational costs should be identified. Review existing East Bay Harbor and opportunities for upgrade and expansions, and potential value to negotiate acquisition cost. Can a village be created around the public waterfront, filled with appropriate private development? They focus on how a marina and park catalyzes sustainable long-term economic growth. Cash flow projections and return on investment for running the East Bay Harbor vs. creating a new marina. Market study – how’s the economy of boating these days? Why do some marinas have waiting lists and other have vacancies? How do we attract people and what will they be willing to pay for what we have to offer?

Arcadia chose not to look at market analysis before renovating a harbor, and now they are not sure they can afford what they have planned to do.

2. Would you recommend that a wind and/or wave study be part of the initial feasibility study, or should it be deferred to a potential construction engineering project, and why?

$40,000 budget is not adequate for detailed hydrologic studies. It is not necessary at this stage. Edgewater has a preliminary understanding of this coastline and how it works through prior projects and available data. The best first step is the economic evaluation; next would be the regulatory considerations, and finally would come the technical if it is determined that the project is actually feasible. Master Plan and economics before design. Wave study at detailed design phase. Much can be determined by the dredging records for the existing marina. Breederland asked about the Recreational Boater on-line tool; the team said this is a good resource for addressing some of the indirect (community economic) benefit.

3. How do you identify the appropriate stakeholders in the process, and initially who do you perceive as potential stakeholders?

Worked out with community leadership because each setting is unique with its own issues. Focus on the public must also be shared with focus on the people who have to contribute to successful facility operation (emergency services, roads, etc). Our planning documents demonstrate a commitment to conservation and careful development planning. They start with listening to the public’s questions and concerns.

4. Describe, in moderate detail, your approach to educating the public about the issue, generating enthusiasm for participation in the public process and gathering public input during that process?

Article in Great Lakes Boating several months ago. Use lots of pictures and examples of what works and what doesn’t in other places as a way to demonstrate what is possible. It appears our community has a good base understanding of sustainable development, but not specific to marinas. They are currently working on several LEED Silver Level facilities. Marinas can focus on leased slips, transients, sailing, fishing, “floating cottages”, day recreational boating, motored or human or wind-powered boating. Should there be on-site storage of boats, or should it be off-site? All of these decisions impact cash flow.

Noted that when Woodmere was reconstructed there was an idea of a roundabout. People got angry about it and the roundabout idea was scuttled. Their firm had to come in and involve these angry people in a process and help them be a part of creating and supporting a workable plan. This public participation exercise has become the City’s model for such processes. “Open, transparent and defensible.” Linear process that is defined and tracked; people can jump into the middle and be up to speed and fully participating.

How do you help people see ideas beyond the ones they bring to the table, particularly about sustainability? Process is guided and shaped…not “design by committee.” Listen, provide feedback, develop examples (drawings, photos) of alternative plans and demonstrate them to the public to see if the outcome of what people say is really what they had in mind.

5. Give an example of a project where a major issue was raised involving a governmental agency and/or infrastructure and how was it resolved?

Harbor Village in Manistee: city owned 50 acres on Lake Michigan with 2-3,000’ of lake frontage. City goal was to change community vision from industrial image and jobs only to tourism/recreation. Focus on natural resource assets. Offered land for public-private partnership. Abonmarche took option to purchase from R. Ben Bifoss, then their City Manager. Took 3 years to get regulatory approvals. 58 public meetings, all unanimous approvals received. Relocated a major road around a marina basin. Gave Coast Guard a lift for their boat. $91 million current tax base, accessible marina, lots of public shoreline, and several million dollars a year of tax revenue. Only issue was that it would have been nice to be closer to a downtown. At the time their downtown was about 70% boarded up, but this revitalized it. Alternative would have been proposals to expand industrial park right on the shoreline.

“Explore the Shore” – Manistee: working on renovating 50 sites, including full handicapped accessibility. 30-40 person stakeholder group, grant applications including some grants received to fund further grant development. 5 sites currently designed and under construction.

Pitcher’s Thistle is an endangered species, and was located in the project area. First step was to learn about it, second was to make it a feature of the design (view corridor and educational signage) rather than seeing it as a barrier.

Main access road to beaches – much discussion about relocation and redesign. Marina is internal basin design rather than “offshore” on Lake Michigan bottomlands with breakwall. Could instead create access channel and put marina internal to the land surrounded by private development. Can the road be moved to accommodate this? Why or why not? Is it economically feasible?

6. How do you handle change orders?

This project seems very “straight out of the box,” similar to hundreds of other studies they have done and very straightforward and clear. Would not foresee change orders in this study. A next process would be to assist with writing a scope of work for design and obtaining permits.

AECOM is a 45,000 person engineering firm, Jeff is one small part. He has access to many people with specialist through a quick phone call – no need to go through a change order process.

If needed, identify task, estimate resources needed, create budget and discuss.

7. Where one individual is proposed to carry a significant share of the load, how will you maintain continuity and the expected level of service to the township if that key individual becomes less available for some reason? What is the likelihood of team member change during the project period?

If something happened to Ron, Greg Wykamp would step in. Team has lots of depth to cover smoothly.

8. Lake MI has a broader total change range of water levels than many of the other Great Lakes. How do you approach sustainable design challenges in this environment?

Floating docks are common, but they usually last 20-30 years. Fixed docks can last longer –currently replacing some in St. Joseph that are over 60 years old. Length of service, comparative construction cost, and site specifics (i.e. water depth) all impact the decision. Some people preparing plans use low water datum rather than the actual low water level. It’s prudent to look at the high and low water statistics, and then design for levels an additional 2-3’ higher and lower in range to avoid future problems. They have had experience in designing for situations with regular seasonal 30’ water level swings.

9. Provide an example of an extremely innovative concept in marina design and/or management.

Cited internal basin marina design. Bring water into property, surround with development and create a community and sense of place where none existed before. It can take time – 2-3 years if public land requiring state approval. Need to relocate road. Make marina a stimulus for surrounding development. Entire perimeter of marina is open to the public and has a public trail, so additional waterfront is created rather than reduced. New basin area becomes Great Lakes Bottomlands. Need permission to tie up, but can use open water within facility freely. One challenge is demonstrating that you are not taking away public space but creating additional public space. Many traditional marinas reduce public shoreline availability. Digging the big hole was about a third of the cost of building a traditional off-shore marina with breakwall @ $15,000 linear foot. It’s easier to move dirt than to build a massive rock structure off-shore in the elements that may partially block views.

Kladder: How do you create “Clean Marinas” and employ other “green” principles. They are using LEED principles and innovative materials such as a type of southern pine that is treated with remains from sugar cane plants and lasts 25 years instead of wood from Brazilian rainforests that is currently recognized as the “gold standard.” They look at creating habitat as part of the construction process, such as concentrating water flows to attract fish. Recycled materials are used. They look at standards for safer fueling, and consider native landscaping species that will provide food and cover for migratory birds. They try to make it part of a functioning ecostructure rather than something apart from the natural environment, and in the process often achieve better economics. Photovoltaics and geothermical features.

One issue is whether the marina is just a boat parking place, or does it also provide for washing, servicing and/or storage.

10. What do you perceive as current or potential conflicts of interest for your firm in serving Acme Township, and how would you manage them?

There are no existing conflicts and they would have no future conflicts. They would be willing to advise the township on development issues but would not be an investor. They are a full-service firm that will perform services as requested by the township.

Wikle: if we hire you, how do you assist with us in seeking funding? Schults, Wykamp and Mikula would be our primary contacts help with grant funding. Bogner takes their preliminary research about facilities and translates it into what, if anything, makes financial sense for the client to do and what does not. Sometimes the answer is that there is not a feasible marina project in a certain situation. Direct economics are the cash flow from the operations to cover costs. Grants, TIF and other financial tools cover any gaps. Overall community return on the investment through local development and increased tax base is evaluated.

Wikle: how can you help with road and bottomland issues? First, try to create a plan that minimizes impact on either, or on dredging. Public process of education on ways to reach goals is a key component. They have 5-10 projects going on with DNR Waterways at all times, so they meet often to discuss and are attuned to grant cycles. Suggested Federal Boating Infrastructure Grant – so far they have been funded on 100% of the applications they have prepared, each for between $1.5 - $1.8 million at 4 Midwest sites. Two projects in Michigan have been funded through this program but

neither have been constructed. In Michigan the DNR becomes the applicant and receives some of the grant funding.

Meeting adjourned at 10:00 p.m.

Proposal to Acme Township Municipal Marina Feasibility Study

January 7, 2010

EDGEWATER GROUP

Edgewater Group MI, LLC ● 95 W. Main Street ● Benton Harbor, MI 49022 ● www.edgewaterconsultants.com

Marina / Waterfront Consulting and Development

95 West Main Street, P.O. Box 1088 Edgewater Group

Benton Harbor, MI 49023 Cell: 269-876-9300 Marina/Waterfront Consulting & Development T: 269-927-2295, Ext. 131

F: 269-927-4639

Ronald E. Schults, P.E. [email protected]

January 7, 2010 Mr. Wayne Kladder, Supervisor Acme Township 6042 Acme Road Williamsburg, MI 49690

Re: Response to Request for Qualifications & Proposals

Municipal Marina Feasibility Study Acme Township, Grand Traverse County, Michigan

Dear Mr. Kladder: This letter and attached information will serve as our proposal to provide a Municipal Marina Feasibility Study for Acme Township, Michigan. The proposal is in response to your RFP dated December 1, 2009. The Edgewater Group is a Michigan professional planning and engineering firm. I have over 30 years of experience throughout the Great Lakes on hundreds of marinas, including redevelopment/expansion of the Elk Rapids marina several years ago. I founded and was formerly the owner/principal of The Abonmarche Group (1979-2008) and began the Edgewater Group after selling Abonmarche to my employees for personal reasons. I continue to have an excellent working relationship with Abonmarche and other firms, including AECOM, and we are currently working collaboratively on numerous Great Lakes marinas, such as the Leland Harbor project which was completed Summer 2009. We look forward to the opportunity of an interview to present our proposal, qualifications and experience. Sincerely,

EDGEWATER GROUP MI, LLC

Ronald E. Schults, P.E. Chief Executive Officer RES/lb Encs.

Scope of Services

Municipal Marina Feasibility Study

SCOPE OF SERVICES Based upon the Request for Proposal and our background and experience with numerous marina feasibility studies, we have identified the following scope of services which is broken down into several tasks: Task #1 – Data Collection / Site Inventory / Initial Project Meeting This task includes assembling the following data / information on the project:

Initial project meeting to review and obtain previous plans, reports, studies, shoreline preservation project plans, community goals and objectives

Initial site visit of shoreline areas in Township’s study area, 1.5 mile focus area and entire 10-mile shoreline (as appropriate)

Initial site visit to East Bay Harbor Corporation Marina (EBHCM)

Obtain review permits / leases / drawings for East Bay Harbor Corporation Marina

Initial project meeting with advisory committee to review all information to date to confirm the project direction, goals, objectives and generally establish the timetables / schedules. The meeting will kick off the project and identify key public participation meetings / sessions to be held. It may be appropriate to expand this initial meeting to include the general public / special interest groups / public hearing.

Task #2 – Marina Market Analysis A key part of marina feasibility is preparation of a market analysis to verify the demand and supply of marina products in the marketplace. The survey will also identify pricing of the marina revenue components, i.e., wet slip seasonal, transient and day dock rentals, winter storage, rental opportunities, etc. Of course, the occupancy / rates already established at the EBHCM and Elk Rapids marinas will be reviewed, along with other regional marina locations, including the market area from Manistee through Petoskey. Readily available records will be obtained and analysis of comparable projects identifying the following:

Marina location, describing amenities particular to each harbor / marina

Proximity to downtowns

Slip occupancy by slip size: mix; transient vs. seasonal slips vs. day dock usage

Slip rates (summer dockage, winter storage (offsite location, if appropriate)

Special project / community features

The objective of the market analysis is to identify short- and long-term recommendations for slip size: mix, slip rental pricing, and potential marina and boater services at a marina considering either a municipal marina at the East Bay Harbor Corporation Marina or a new marina location in Acme Township.

Acme Township Proposal Edgewater Group, 95 W. Main Street, Benton Harbor, MI 49022 (269) 927-2295

www.edgewaterconsultants.com


Task #3 – Marina Master Plan – New Locations This task will include evaluation of the overall Lake Michigan shoreline in Acme Township with a focus on the 1.5-mile section under immediate consideration. However, we would also look at the entire 10-mile shoreline and determine if there are potentially better physical locations for a new marina that may not yet have been discussed or considered. The work in this phase will include preparation of a preliminary marina master plan for several alternative sites. The drawings will include bubble diagrams initially showing suggested marina locations and identifying the advantages/disadvantages of the various locations relative to the following:

Public access

Impacts on natural resources along the shoreline

Permitability with DEQ, USACE and other agencies

Preliminary construction costs

Other impacts, as appropriate The goal will be to reduce the number of alternative locations to one for a recommended site which would be preferred over the others. The selected site would be further evaluated in a greater level of detail to identify project features in a preliminary way, including but not limited to the following:

Seasonal vs. transient vs. day dock / shopper dock wet slips

Utilities for slips, including water, electric, telephone cable, wireless internet, etc.

Fueling station (if appropriate)

Winter boat storage onsite / offsite / remote site (if appropriate)

Consider boat launch integral to the marina or potentially a separate project

Public fishing pier / other public access as part of the marina project / breakwaters

Preliminary evaluation of fixed vs. floating vs. combination dockage designs

Entrance location / design based on preliminary coastal engineering / littoral drift

Breakwater / shoreline protection concerns (preliminary coastal analysis)

Impacts to dredging / excavation / access channel maintenance

Impacts to bottomland leases with DNR / DEQ

Other features, as appropriate




Task #4 – Evaluation / Master Plan of East Harbor Bay Corporation Marina This work will include reviewing existing plans, drawings and documents (both the economics / financial statements and physical construction) of this existing marina and provide an analysis of the long- and short-term costs needed to improve / upgrade the facility and/or expand the facility to meet the potential needs of Acme Township. We will review the bottomlands leases and existing permits that have been submitted and received, thereafter looking at the shoreline construction and providing preliminary recommendations for long-term use of the facility. All features will be reviewed, including buildings, support structures, utilities, site work, fueling station, etc. A preliminary budget will be prepared for short- and long-term improvements, along with a slip analysis of existing and recommended slip size and mix based upon the market analysis completed earlier. Public Meeting

We would also suggest having an initial meeting with the DEQ and USACE (if amenable to the agencies) to discuss the initial findings and alternative recommended marina locations to discuss the permitability of the “new” project. This agency discussion would also include a review of the permitability and leases, including the East Harbor Bay Corporation Marina (with potential expansion / improvement considerations), if appropriate. This should occur early on in the project planning process after we have initial information to support going further with the project, but before we have finalized plans, to gain agency input from the appropriate state and federal agencies (and special interest groups). This meeting also could include broader public participation / public hearing to interested groups, as appropriate. Task #5 – Preliminary Appraisal of East Bay Harbor Corporation Marina Based upon the preliminary physical engineering evaluation of the East Bay Harbor Corporation Marina (which will identify short- and long-term improvement costs needed to bring the marina up to modern standards and potentially beyond), we would also have our associate, Robert Bogner, MAI (who has over 30 years of experience teaming with Edgewater/Abonmarche in appraising marinas throughout the Great Lakes), perform a preliminary consulting assignment to identify a likely selling/purchase price of the East Bay Harbor Corporation Marina. In order to evaluate this price/value, we would conduct the following analysis:

Income Approach – This approach will identify a marina value based upon the existing cash flow of the project considering its revenues and operating costs, in addition to a discount for depreciated value of assets within the property that have met their useful life and need replacement.

Comparison Approach – This will be an evaluation of similar marinas throughout the

Great Lakes that have been recently sold and translating the terms of their transaction into a comparison of the potential opportunity for sale at this location.




The complex terms of each comparable transaction are unique as many not only have a marina element but also marina elements for summer storage of boats, full-service winter storage, boat sales and boat service operations and maintenance, and potentially adjoining commercial development.

Cost Approach – Although the cost approach may not be directly applicable, it

would also analyze the cost of replacing the marina in today’s dollars to better understand the combined value of the sale of the marina.

The summary of these three appraisal approaches will be to identify a preliminary price (or range) which may be appropriate for consideration or negotiation of the purchase of the East Bay Harbor Corporation Marina. The background data of this “appraisal study” could then be used as a basis to conduct a final “formal appraisal” at a later date (if needed).

Task #6 – Evaluate Road Endings / Potential Boat Launch Sites or Other Public Access Features This work will include further evaluation of other public access sites and points in the marina project and also consider public access at other locations that could be non-marina related, i.e., kayak / windsurfing access, fishing / viewing access, waterfront trails, etc. These access points could include, but are not limited to, the following:

Boat launch with parking east or west of U.S. 31

Winter boat storage east of U.S. 31, if applicable

Marina and/or boat launch facilities, including restrooms, meeting rooms, interpretative centers and other landside facilities, as appropriate

It should be noted that the Edgewater / Abonmarche team is currently completing a similar assignment in Manistee County to evaluate 50 waterfront access sites, with final design / implementation underway for the first three sites. Task #7 – Feasibility Study of Selected Marina Plans Ultimately, the definition of feasibility is whether a project can pay for itself in both its short- and long-term life and have funds left over as either excess cash flow for other public uses or creation of a replacement fund for future depreciation, i.e., docks last 15 to 20 years, etc. We will complete a preliminary feasibility analysis which will be an economic evaluation of the desired new marina versus rehabilitation / expansion / reconfiguration of the East Bay Harbor Corporation Marina to identify the economic advantages and disadvantages of each potential marina. This economic analysis will look at a static relationship of a mature project considering potential revenues, operating costs, debt service (less assumptions for grant funding) and depreciation of assets. Revenues from the combination of seasonal,




transient and day dock usage of each marina will be considered, in addition to the revenue stream / operational costs of a boat launch (boat launch will likely be a separate financial analysis). If desired at a later date, a more detailed, dynamic economic evaluation can be completed (which would be a 10- to 20-year cash flow analysis) providing additional assumptions for inflation, bonding, and the impacts of potential grant funding that would impact the project’s cash flow / amortization schedules. We typically provide the more detailed analysis at the time funding is pursued. The conclusion of this financial analysis will be an economic analysis of both the desired new marina in comparison to the economics of purchase and improvement of the existing East Bay Harbor Corporation Marina for evaluation by the committee. In addition to the economic evaluation, the report will also identify other project features that may vary from both projects. These other features could include a public access boat launch, fishing piers, dredging, maintenance, permitability, public access / benefits, etc. A spreadsheet showing a comparison of the two projects will likely be provided to present these findings in both report format and PowerPoint presentation for appropriate committee and public input / presentation. Funding Sources

The Edgewater / Abonmarche team also has significant experience with project funding / grant applications. Examples of funding sources that may be applicable include the following (non-inclusive listing):

Federal Boating Infrastructure Grants – Marinas USRDA

MDOT

Transportation Enhancement Grants – Non-motorized paths Congestion Mitigation and Air Quality – Non-motorized paths

MDNR

Waterways Coastal Zone Management Brownfield Trust Fund

Great Lakes Fisheries Trust

If the project is feasible, we would assist the Township to pursue funding for the appropriate agencies. We also have experience in revenue bonding and tax increment financing for the local match for projects and can discuss the need for final due diligence studies / detailed cash flow analysis of projects to pursue bonds for the project at an appropriate time.




Task #8 – Draft and Final Reports This work will include compiling all existing information to date into a draft and subsequent final report for review and evaluation by Acme Township. The reports will consider all work to date and an evaluation of the feasibility of the potentials of the new marina recommended along the shoreline versus evaluation of the existing East Bay Harbor Corporation Marina from a physical and economic feasibility perspective. The reports would also identify potential project schedules and the regulatory process and preliminary schedules involved in each project. PowerPoint presentations of the reports will also be prepared (could be utilized on the Township web page) and electronic copies provided (10 hard copies of each are assumed in this budget). Task #9 – Meetings For this assignment, we anticipate four meetings with the Steering Committee and the general public at the following project stages:

Anticipated Attendance By: Initial project meeting / kickoff (Task #1) Schults, Mikula

Identification of findings of shoreline analysis /

alternative marina locations and findings of initial evaluation of East Bay Harbor Corporation Marina (potentially an all-day session inviting public special interest groups with public hearing opportunity) (Task #4)

Schults, Weykamp, Mikula

Presentation of draft report / economics / market analysis (Task #8)

Schults, Bogner, Mikula, Weykamp

Presentation of final report (Task #8) Schults, Mikula






COST OF SERVICES Based upon the above scope of work, we have estimated our fee at $40,000.

Proposal Requirements


PROPOSAL REQUIREMENTS 1. References Ben Bifoss, City Manager City of Traverse City Cell: (231) 233-1451

Fax: (231) 726-1194 Email: [email protected]

Ben became affiliated with Edgewater / Abonmarche as Manistee City Manager from 1985 through 2000 working with Ron Schults and Jeff Mikula on numerous marina waterfront projects, including the public/private partnership “Harbor Village” development.

Harry Larkin, Supervisor Leland Township P.O. Box 1112 Leland, MI 49654 Work (231) 256-7546 Fax: (231) 256-2465 Email: [email protected]

Abonmarche / Ron Schults have been involved with the Leland Township Marina rehabilitation project for the past seven years.

Michael Cain, City Manager City of Boyne City

319 N. Lake Street Boyne City, MI 49712

Work: (231) 582-0377 Fax: (231) 582-6506

Email: [email protected]

Abonmarche / Ron Schults have been working with the City of Boyne City on a marina rehabilitation / expansion since 2004. It is currently in the permitting stage.

Cyndy Fuller

Phone: 231-723-0070 Email: [email protected]

Abonmarche / Ron Schults have worked with Cyndy Fuller for 15 years in various roles, including President of Harbor Village Development, Manistee Mayor and the recent Waterfront Coalition in Manistee County.




Robert Peterson, Village Manager Village of Elk Rapids 315 Bridge Street P. O. Box 398 Elk Rapids, MI 49629

Phone: 231-264-9274

Abonmarche / Ron Schults worked with Bob Peterson on a marina master plan, permits, construction drawings and construction management for a 250-slip rehabilitation / expansion project from 2000 – 2005.

2. Availability and ability to perform the Feasibility Study, coordinating and scheduling

the work with others involved in the project

Ron Schults / Edgewater / Abonmarche Team have worked together for over 30 years on hundreds of marina projects throughout the Great Lakes and worldwide. This project fits well within our capabilities and is an ideal project to work on from our past experience, performance and qualifications and staffing.

3. Ability to communicate and work effectively with Acme Township administration,

staff, citizen advisory committees, other Township consultants and private sector developers with respect to any of the services or actions required.

The Edgewater / Abonmarche Team has significant experience not only with public

marinas but also with private projects working with developers. We have a “can do” attitude toward projects where we simply do not hand you a set of plans with a cost estimate and let you try to figure it out, but we will work with you to see how that project can be developed, whether it is 100% on the public side (pursuing grants, etc.) or considering the new, more creative public-private partnerships (P3) program elements that may be considered. Ron Schults has worked with the State of Michigan on development of public-private marinas in the Village of Sebewaing and Ludington, Michigan and also is working on marina projects in Illinois and Wisconsin where the public sector will develop the non-revenue producing infrastructure and the private section can develop the revenue-producing infrastructure through a long-term lease. These are all options that can be discussed at a later stage of the project and considered in the initial feasibility; however, the economics should work either way, whether the project is 100% owned publically or a combination of public and private funds.

Ron Schults has proven himself over the years to effectively work with the public and

private sector partnerships, both regulatory agencies and local special interest groups for consensus building and ultimate project approvals. An example is the public/private marina development in Manistee, Michigan where it took a three-year process to receive approvals from the state and USACE working through a myriad of issues, including threatened and endangered species, shoreline transport of sand (littoral drift), USACE pier/harbor issues, coastal studies, etc. We also had 58 public






meetings locally before the project was finally approved and subsequently built and currently operated, all under Ron Schults’ supervision. Ben Bifoss (currently City Manager of the City of Traverse City) was City Manager of Manistee during development of that project from concept through several phases of construction.

The Abonmarche Group also established the standard for public processes for

obtaining approvals for highway and other related projects in the City of Traverse City through development of the Woodmere Roadway project. This project initially began with a design that was completed and was presented to the pubic for approval. Since there was a lack of public participation during the design process, the project was stopped, and special interest groups lobbied against project officials. Abonmarche was retained to revisit the project, and our design at the initial project meeting had a blank sheet of paper. We listened to the community, special interest groups, project leaders and officials, and identified their questions, concerns, comments, objections, issues, etc. All of these items were taken through a major public session to identify the needs and balances between public improvements and private interests. Subsequently, the plans were drawn with additional review sessions at various design stages. The project was then supported not only by the local contracting agencies, but also special interest groups and neighboring property owners, and then built. This is currently the development / approval standard required by the City of Traverse City on all projects going forward. This type of methodology is one that we have successfully used on marina/waterfront projects where initial public input and information is sought early on in a project rather than at a later stage.

4. Ability to work effectively with public agencies

Ron Schults’ proven track record in leading project teams from concept through construction and implementation in hundreds of marinas speaks for itself. Without strong working relationships with local, state and federal agencies, it would difficult if not impossible to build these projects. We have ongoing relationships with all agencies and welcome their input early on in the process.

5. Ability to submit surveys, reviews, reports, positive and negative observations and assessments in writing and by deadline to the Township

Again, our past track record of hundreds of marina/waterfront projects speaks for itself. We respond to projects in a timely need and attempt to address/readdress issues as they arise, in the best interests of the client. Waterfront projects are difficult given the complex regulatory maze of local, state and federal agencies and special interest groups. In fact, permits can even change once they have been issued, as we found out two years ago in Leland. However, it is the approach that is used to respond to those changes by state and federal agencies that results in successfully meeting the goals and objectives of the local public agency, given things that happen that we, nor the client, can control.

Qualifications & Experience

Firm Overview

Edgewater Group Marina / Waterfront Consulting and Development

The Edgewater Group’s mission is to assist communities, municipalities and private developers

through the complex maze of the waterfront development process with professional assistance

from project concept through completion. We work closely with local, regional and national

developers and design and construction firms on a collaborative basis on projects. Our focus is

to assist local project design teams with the vision, planning, and physical and economic

feasibility for complex waterfront projects. We also provide advice on project design,

construction methods and systems, and marina operations and management.

Ronald E. Schults is recognized as one of the most notable marina/waterfront experts in the

world and often speaks on the topic at national and international conferences. It was Schults’

combined passion for coastal engineering, boating and sailing that inspired him to create a

company that would help preserve the Great Lakes and yet assure the economic growth and

vitality of those communities that house the many harbors of his journeys. Schults founded The

Abonmarche Group in 1979 and hired the brightest talent in the waterfront field to see his goal

realized. He chose not only to focus on marina and coastal engineering, but to make sure that

waterfront services were offered domestically and internationally, thus becoming a protective

expert of our great waterways.

Ron created the Edgewater Group in 1998 initially to develop quality marina / waterfront

development projects. After he sold his ownership in Abonmarche in 2006, he transitioned his

technical marina consulting practice in waterfront projects to the Edgewater Group. The

Edgewater Group currently has a staff of four employees, in addition to numerous affiliations with

experienced marina/waterfront professionals in the following specialty areas:

Marina appraisals, market analysis, feasibility studies and economic impact analysis.

Marina entitlement process, project design and construction management.

Marina operations, including boat sales and service, rack storage and winter storage. Our associates own and manage full-service marinas with over 1,500 slips in the Great Lakes Region.

Coastal engineering studies and analysis, including physical 3-D and computer numeric modeling of breakwaters, marina entrances and coastal structures

Marina development / investment and owner’s representative services: We buy, own and operate marinas and waterfront developments in key market areas. We understand the complexity of being an owner in the marine industry and provide advice on your project as if it were our own.

Many of the projects in this document make reference to Abonmarche; however, it was Ron

(as founder and former owner of Abonmarche) who was the driving force in their success.

Today, Ron is an independent consultant who collaborates with Abonmarche and/or other

design professionals depending upon the project/client’s needs.

Edgewater Group Marina / Waterfront Consulting and Development

Note: This is a collaborative effort by EDAW (AECOM), Edgewater and the Abonmarche team.

Note: This is a collaborative effort by EDAW (AECOM), Edgewater and the Abonmarche team.

Ronald E. Schults, P.E. – Project Experience Marina / Waterfront Consulting and Development

Client: City of Rochester, New York

Contact: Mark Gregor (585) 428-6855

Project Cost: $26 million

Special Features:

Public-Private Partnership to Convert Abandoned 30-Acre Industrial Site Containing Ferry Terminal Operations into Mixed-Use Marina/Waterfront/ Commercial/Retail Public & Private Development Marina Market Analysis & Feasibility Study Completed Spring 2009 Regulatory Permit Process Underway, Construction Anticipated Spring 2010

The Edgewater Group/Ron Schults completed a marina market analysis and feasibility study in Spring 2009 to redevelop a 30-acre park/beach parking area/ abandoned ferry terminal and related buildings into a mixed-use marina/residential/ commercial property. A key element was selling a portion of the land to private developers in order to generate direct and indirect revenues to pay for the project, create jobs and stimulate the local economy. Key project features include:

280 - 430 residential units on 7 footprints

118-slip marina Cruise ship dock Property values on

completion: $88.9 million to $193.8 million

Present worth of future property taxes: $33.8 million to $93.4 million

City of Rochester New York


Ronald E. Schults has worked with numerous municipalities throughout the Great Lakes on their projects. The State of Michigan, which is surrounded by four of the five Great Lakes, has 82 harbors of safe refuge. Ron Schults has project experience at 80 of these locations as shown below:

Harbors of Refuge Statewide, Michigan

Blue Dots = State-Sponsored Harbors Purple Dots = Recreational Harbors Red Dots = State-Operated Harbors

Leland Harbor

Hartshorn Marina, Muskegon

Elk Rapids Marina

Ontonagon Marina

St. Clair Marina

Sebewaing Marina


F Client:

City of Muskegon

Contact:

Lee Slaughter (231) 724-6724

Project Costs:

$1.4 million

Project Fees:

$110,000

Special Features:

Breakwaters

New Walers

New Tie-Backs

New Fill Material

Concrete Boardwalk

ADA Accessible

Electrical Upgrades

Slip Utility Upgrades

Marina Improvements

Renovations

New Docks

Ronald E. Schults completed a Marina Master

Plan in 2001 to study structural problems requiring

immediate correction. The study recommended

changes that were implemented in two phases.

Abonmarche designed and managed the

construction of the physical improvements needed

to restore structural stability. Repairs included

construction of new walers, tie-backs, fill material,

etc. A new ADA-compliant concrete sidewalk was

constructed and the electrical service and slip

utilities were upgraded. Overall marina

improvements and building renovations were

performed.

Upon completion of Phases I and II, the project

performed a follow-up investigation and wrote an

addendum to the 2001 Master Plan which detailed

additional recommendations for marina

improvements.

Hartshorn Marina

Muskegon, Michigan


F Client:

City of St. Clair

Contact:

Avery Armstrong, Harbormaster (810) 329-4125

Project Costs:

$3.2 million

Project Fees:

$260,000

Special Features:

Coordination with State Officials

Master Planning

New Fuel Dock

Landside and Waterside Improvements

Ronald E. Schults has provided marina master planning, permitting and

consulting services for the City of St. Clair since 2001. In 2003, the City of St.

Clair adopted the Marina Master Plan for the City of St. Clair Municipal Boat

Harbor located on the Pine River. Upon completion of the Master Plan, we

processed the construction permits, and Abonmarche completed the final design

and engineering, including construction management for the Harbor. The final

design of this project required coordination with and approval from the Michigan

Department of Management and Budget, as well as the Michigan Department of

Natural Resources. This project included marina basin dredging (over 16,000

cubic yards), dock construction (3 fixed piers, over 100 slips floating and fixed),

utility upgrades (including a new fuel dock), parking lot construction and building

renovation.

St. Clair Municipal Boat HarborSt. Clair, Michigan


Client: City of St. Joseph

Contact: Frank Walsh, City Manager (269) 983-5541

Project Costs: $2 million

Project Fees: $250,000

Special Features:

Marina Master Plan

Upgrade & Renovation of 120 Slips Landscape Architecture

Structural Inspection

ADA Accessible

Permitting

Construction Management

Ronald E. Schults has provided

engineering services for West Basin

Municipal Marina beginning in 1982

with a 20-year Marina Master Plan.

Since that time, the 120-slip

seasonal and transient marina with

winter storage services has been

upgraded over several phases.

Upgrades include: new slip utilities,

installing a new boardwalk,

landscaping improvements, new

bathhouse and marina breakwaters,

providing local, state and federal

permitting, and construction

administration and management.

The Master Plan was amended in

1995 to incorporate the replacement

of deteriorated docks and pilings, as

well as dredging through the marina. It was revisited again in 1996-1997 to

consider a transient marina facility in conjunction with the MDNR Boating

Programs funding. The 25-slip transient marina was built in 1998.

West Basin Municipal MarinaSt. Joseph, Michigan


Client:

Chicago Yacht Club

Contact:

Raymond J. Green 847.702.0852 Project Costs:

$1,500,000

Project Fees:

$150,000

Special Features:

Seawall Reconstruction

Transient Docks

Patio Areas

Exterior Deck Architectural

Structure

Government Permitting

ADA Accessible

Facility Relocation

Monroe Station – Ronald E. Schults’s services

included redevelopment of the existing marina

facility, including reconstruction of steel sheet pile

seawalls, transient dockage facilities that included

utilities, ADA-accessible patio areas, and

construction of a tensile-skin architectural exterior

deck feature. Additionally, the work included

permitting with local, state and federal officials.

Belmont Station – This project included planning

and design to relocate the existing Belmont Station

barge and sailing school facilities into a new

location to accommodate the Chicago Park District

Master Plan. This project was recently completed in

Spring 2004.

Chicago Yacht Club Chicago, Illinois


F Client:

State of Michigan Waterways Commission

Contact:

Peter Beauregard (810) 794-4932

Project Costs:

$2 million

Project Fees:

$150,000

Special Features:

Seawall / Bulkhead

Master Plan

Boatwell

Docks

Utilities

Dredging

Regulatory Permitting

Ronald E. Schults has provided multi-task marine consulting services for Colony

Marine at the Michigan Harbor Marina at St. Clair Shores, Michigan and Algonac

Harbor in Algonac, Michigan. These marinas were outdated, requiring

rehabilitation, demolition and new construction. We evaluated several thousand

feet of existing seawall / bulkhead and developed a master plan to reconfigure

the marina and rehabilitate the seawall, boatwell, docks, storage buildings,

utilities, etc. Improvements included emergency dredging required as the result

of site conditions. Ron provided oversight for the planning, design and regulatory

approvals required to accomplish this project.

Colony Marine (at Michigan Harbor Marina) St. Clair Shores, Michigan


Additional Domestic Project Experience

Washington Park Marina Michigan City, Indiana Updated 20-year Master Plan for this 570-slip marina. The Master Plan included dock reconfiguration to gain an additional 50 slips, as well as larger slips. Construction of the 3-phase project was completed spring 1999 with a total budget of $7 million.

Portage Public Marina, Portage, Indiana Feasibility studies, permitting, engineering, architecture, and construction administration for a 250-slip marina. 4000 sq. ft. Two private toilet/shower facilities and one public, located within 2 buildings at the city marina. Investigation for marina project to determine designs of footings for bathhouse building and steel sheet piling.

Elk Rapids Municipal Marina Elk Rapids, Michigan Multi-phased marina improvement program that included repairs to breakwaters, docks, electrical system upgrades, boat launch, etc. This $3 million project was completed in spring 1999.

Village of Sebewaing Marina Sebewaing, Michigan 126-slip, 4-lane boat launch/marina co-sponsored by the Village and Michigan Department of Natural Resources.



Belle Maer Harbor Harrison Township, Michigan Our role included complete renovation, market feasibility studies, permitting, engineering, state and federal regulatory, construction management, and surveying of this once dilapidated 60-acre marina. Belle Maer is now recognized as a first-class marina and recreation complex of a club-type facility. 406 of the 834 renovated boat wells are used as condominium slips.

Eagle Pointe Harbor Marina St. Joseph, Michigan Market feasibility study, permitting, engineering, federal regulatory, construction management, surveying, and architectural design of this new 870-slip marina with 240-condominium units.

Harbor Isle Marina St. Joseph, Michigan Permitting, engineering, surveying, architectural and construction management/inspection services for 300 slip full service marina

Mallard Creek Marina Port Huron, Michigan Marina market analyst, marina engineer, surveyor and construction manager for development of the initial marina basin for Mallard Creek Marina in Port Huron. Due to market conditions, the housing for the marina has not been completed, however, Abonmarche completed all its services in a timely manner within budget requirements.



Grand Isle Marina Grand Haven, Michigan Expansion project of this 360-slip marina, included permit applications.

Diamond Cove/Pine River Club St. Clair, Michigan Engineer, surveyor, and permit specialist to develop the Pine River Club in St. Clair, Michigan, and Diamond Cove Marina and Residential Development. Both projects were completed for DSLT Development Company during the last five to eight years. Abonmarche is also currently in the planning stages for an expansion of the Diamond Cove project.

St. Joseph Junior Foundation St. Joseph, Michigan The St. Joseph Junior Foundation, a non-profit organization in southwest Michigan, received 65 feet of riverfront property next to their city-owned, sailing dock. We provided new facility and storage building design and construction administration for this project.

St. Joseph River Yacht Club St. Joseph, Michigan The St. Joseph River Yacht Club received the Lighthouse Depot, a nationally recognized historical building, including 140 feet of river frontage next to their marina facilities. The building was originally constructed in 1891, by the U.S. Government, serving as a supply and buoy repair depot for all lighthouses along Lake Michigan, including Green Bay. Our work included historical renovation of the three-story 11,500 square foot Lighthouse Depot building and the yacht club’s restaurant facilities. Additional work included a new five-lane, 32’ x 75’ pool with walk-in steps.

Proposal for Acme Township Municipal Marina Feasibility Study Abonmarche • 95 West Main Street, Benton Harbor, MI 49022 •www.abonmarche.com

Abonmarche Statement of Qualifications Abonmarche Information Company History Abonmarche’s tradition of service dates back to 1979 when our company was first founded and incorporated in Southwest Michigan. After years of providing clients with surveying, civil engineering and marina development, we diversified, adding architecture, planning and landscape architecture to our range of services. As our client base and geographical service area expanded, Abonmarche continued to grow, opening additional offices to better meet our clients’ needs and carry on the tradition of service upon which the company was funded. Today, the company provides a full range of services to municipal, private, institutional, commercial and industrial clients throughout Michigan and Northern Indiana. Today, Abonmarche employs nearly 90 professionals and has completed projects throughout the Midwest, as well as internationally. We provide engineering, architecture, hydrographic and land surveying, marina and land development, landscape architecture and planning services to governmental, commercial, educational, industrial and private clients. Our Strategy At Abonmarche, we understand that your project is important to you and to those who depend on you. Whether you are planning for the transportation needs of your growing community, designing a new subdivision, or building a home for your family, your ideas will improve the lives of people who trust you. We want to be your creative and technical design partner as you meet this important challenge. Our approach to every project is molded by our years of professional experience, high-quality training, and dedication to the highest quality of life for the communities we represent. These are the steps we take to ensure excellence for your final product:

Thoroughly analyze your needs Accurately specify detailed project goals and

requirements Identify and comply with all regulations and codes Effectively schedule and control project activities Successfully meet goals and requirements through

responsive project management Meet your needs within budget and schedule

requirements


Abonmarche Statement of Qualifications

Our Services Engineering

At Abonmarche, we are dedicated to technical excellence in engineering design for numerous municipalities, developers, governmental, educational and private clients. We draw on the knowledge and experience of our professional staff to help communities solve engineering issues related to all types of public infrastructure, including water and sewer, traffic and transportation, land development and structural design.

Architecture

Abonmarche’s LEED certified architects provide design and consulting services for governmental, institutional, commercial, industrial and residential clients, our design philosophy focuses on value through appropriate form and a flexible palette of materials, while being mindful of financial, functional and environmental concerns. Marina/Waterfront

Surveying

Abonmarche specializes in the feasibility, design and construction administration of private and public marina/waterfront projects. Our experienced and professional staff includes engineers, waterfront planners, bathymetric surveyors, construction specialists and landscape architects. This in-house capability, combined with our extensive projects experience, has earned us a world-wide reputation as experts in waterfront engineering and development. Abonmarche completes both land and bathymetric surveys for a variety of clients, including government, real estate agencies, mortgage lenders and businesses. We use the most modern electronic and satellite data collection equipment and a ground penetrating radar system, as well as computer aided drafting and design programs for mapping.



Landscape Architecture

Planning

Abonmarche’s Landscape Architecture team has a strong understanding of the natural environment, allowing us to design with an insightful perception toward any project. Our team works closely with the engineering, surveying and planning staff to maximize each project’s potential. Our projects include recreation plans, signage design, site plan development for subdivisions and waterfront developments, multi-use accessible trail systems and nature refuges. The Abonmarche planning team provides comprehensive municipal, commercial/industrial, transportation and facility master plans, among others. We are also experts in conducting transportation studies, housing studies and public efficiency and effectiveness studies. We work closely with our engineers, surveyors and landscape architects to complete site analysis, planning and design for new developments and subdivisions.

Our Staff

The 86 member Abonmarche team includes professional engineers, licensed architects, registered landscape architects, planners, licensed land surveyors and hydrographic surveyors, many of whom are LEED Certified AP’s. Our in-house multi-disciplined team allows us to provide services from preliminary planning to final design, as well as engineering and construction administration in all professional design areas. Our staff is constantly striving to provide professional hand-tailored services to meet our clients’ requirements. We pride ourselves on our proven reputation for completing projects on time and within budget.

Marina/Waterfront Development Expertise

Abonmarche was founded in 1979 and currently has over 80 employees in four offices in Michigan and Indiana. We specialize in waterfront developments for both public and private concerns. One of our key strengths is our in-house ability to take key projects from market analysis to feasibility and permitting, through engineering and project construction. We have worked on hundreds of projects throughout the Great Lakes and greater Midwest.



Our project work has taken us to six continents, 80 of the 82 harbors of safe refuge in Michigan, and we have served every market from recreational boating to today’s super yachts. Our experience has given us an in-depth understanding of marina/waterfront operations that range in size from smaller boat launches and fishing piers to marinas with more than 1,000 slips. In addition to our hundreds of municipal and private clients, Abonmarche has provided structural services to the U.S. Army Corps of

Engineers, the Michigan Department of Management and Budget, the U.S. Coast Guard and the Michigan Department of Environmental Quality.

As specialists in waterfront development, Abonmarche also offers expertise in the preparation and filing of permits for such projects as dredging, seawall installation and/or renovation, wetland dredging and filling, and marina development. Each project is unique in nature, requiring a careful understanding of the ecological influences involved to minimize environmental and regulatory impacts and maximize the value of the project. In addition to the qualifications already mentioned, we have knowledge, resources and extensive experience with marinas along Michigan’s western shore, giving us unique insight into the concerns Acme Township has expressed regarding the optimal location for a state-of-the-art marina facility. Project Experience

Abonmarche and the Edgewater group are currently involved in a variety of marina and waterfront projects. These include two Chicago Park District Marinas totaling $120 million, a recently completed marina in Leland with total costs of $4 million, a marina project in Arcadia, currently in the design process, budgeted for $1 million, a dock replacement and new Ship Store construction project in St. Joseph for approximately $1 million, and a major municipal boat launch project in Michigan City, Indiana. We are also in the planning stages for the design of three boating access sites in Manistee,

Michigan and three fishing access sites in Manistee County. Primary Abonmarche Contact: Jeffrey W. Mikula, Vice President 361 First Street Manistee, MI 49660 T: 231.723.1198 F: 231.723.1194 [email protected]

Michigan Boating Access Sites

Statewide

ClientsMunicipalitiesMDMB

In recent years, Abonmarche has worked with numerous municipalities and with the Michigan Department of Management and Budget on design and construction administration for the renovation or new construction of boating access sites in Michigan. Among them are the following:

Elk Rapids - Included the design and construction of boating docks and parking facilities, in addition to the renovation of one boat ramp and the addition of a second individual ramp.

Duck Lake - Included replacing wood bollards with concrete curb and parking blocks, making provisions for ADA parking spaces, improving traffic patterns and upgrading drive lanes to DNR standards. The boat launch, pit toilet and parking spaces were all upgraded to meet ADA requirements.

Lake George - Included the design of a 20-car/trailer parking lot with 2 ADA spaces, replacement of riprap along the bank and ADA accessibility for the boat launch, pit toilet and parking spaces. Storm water runoff was evaluated and designed to meet current standards.

Marble Lake - included upgrading the boat launch, pit toilet and parking to meet ADA requirements. A new 50-car/trailer parking lot with 2 ADA spaces was constructed and a new traffic flow pattern established.

Randall Lake - Included the design and construction of a 20-car/trailer parking area with asphalt paving, widening the approach to the boat ramp, and designing all elements to meet ADA requirements. Concrete curbing was installed and entrances were moved to allow for easier flow of traffic. A Soil Erosion and Sediment Control Plan was prepared to meet DNR standards.

In addition to the above, Abonmarche has recently completed the design of new boating access sites for Cedar River, Leland and Manistee.

Woodmere Avenue Corridor Improvements

Traverse City, Michigan

ClientTraverse City

ContactR. Ben BifossCity Manager231.922.4468

Project Costs:$1,300,000

Special FeaturesWiden 2-Lnes to 3 Public Input ProcessEasements and Property AcquisitionTraffic Signal DesignCurb and GuttersNon-Motorized Path

Woodmere Avenue serves as a main connecting street to the center of Traverse City. After numerous failed attempts to reconstruct and reconfigure the roadway, Abonmarche was contracted to develop a project that would succeed. A plan was developed per AASHTO and MDOT standards and presented to the community through an extensive public participation process and was unanimously approved. Services included design and construction administration through the MDOT Local Agency Programs unit. The approved plan included roadway removal and reconstruction using a two-lane boulevard section, construction of geometric improvements to the horizontal and vertical alignments, addition of dual left turn lanes at Eighth Street, bikeway extensions of the TART trail, drainage studies and improvements, staged construction, traffic signal upgrades, easement and right-of-way plans, cost estimates and critical paths for the project. The project was funded by MDOT STP and Enhancement funding and city-share funds.

Appendix

Edgewater Group Page 29

Article featured in April 2009 edition of Great Lakes Boating magazine

Marina / Waterfront Consulting and Development

Appendix

Edgewater Group Page 1 Marina / Waterfront Consulting and Development

A Case Study Harbor Village at Manistee Beach Development Manistee, Michigan Co-Authored by:

Ronald E. Schults, P.E. Former President, C.E.O., Abonmarche

and

R. Ben Bifoss Manistee City Manager 1987-2001 R. Ben Bifoss was City Manager for the City of Manistee from July 1987 through January 2001. Prior to that, he was the City/County Manager for the consolidated City/County Government of Anaconda/ Deer Lodge County Montana. He also served as the City Manager for Montevideo, Minnesota and as the Assistant City Manager for Grand Haven, Michigan, another Lake Michigan front community. He has received numerous State and local honors and awards and has written extensively in City Manager publications. Economic Impacts and Costs/Benefits of Waterfront Redevelopments

Waterfront developments and the resort/recreational industry can create jobs, add tax base,

and diversify and stimulate economic development in a community.

They promote tourism and recreational activities, and both directly

and indirectly promote economic development. The following is a

summary of the economic impacts and costs/benefits of

development of a mixed-use marina/waterfront project in the City of

Manistee, Michigan. Manistee is a community with a population of

approximately 7,000 persons in a County of 25,000 located 5 hours

north of Chicago, 5 hours northwest of Detroit and 2 hours from

Grand Rapids.

City of Manistee Community Profile

Most of the communities along the Lake Michigan coast have a long established

tourism/resort sector of the economy, with many lakefront communities relying on that sector

as a primary economic engine. However, since the lumber era in the late 1800’s, the City of

Manistee was focused on the wood, salt, chemical and related industrial and manufacturing

companies with no emphasis on tourism/recreational development. As the heavy industries

experienced decline in the 1970’s and 1980’s, the City suffered severe economic decline

Appendix


with unemployment hovering around 19%. In the ten-year span from 1975 to 1985, this City

of 7,000 residents lost over 2,000 direct manufacturing jobs. With the associated indirect

job loss, the effects on the entire community, including the downtown, the schools, the

churches and the neighborhoods was dramatic.

The financial impacts were felt by the City of Manistee. Despite layoffs, cutbacks and a

relatively high property tax levy, the City’s General Fund balance declined to dangerous

levels unable to withstand any additional stress.

Following a community-driven planning process, the City determined that it was necessary

to diversify its economic base with the inclusion of recreational and resort component

through the development of its waterfront resources. The effort was to continue to support

the industrial sector in all ways possible, but also to focus on the growth opportunities that

were available.

The City recognized that it had significant waterfront resources, including the Manistee

River, Manistee Lake, and two large beaches on Lake Michigan. In the mid 1970’s, sand

dune mining on 66 acres of waterfront property ceased operations on the City’s “Northside,”

a historically low-income neighborhood. The City identified this site as having a “highest

and best use” as a private marina/waterfront development. The City also developed a

platted subdivision on approximately one-half mile of Lake Michigan frontage owned by the

City that was unfortunately located immediately adjacent to a light industrial park developed

in the 1970’s.

The City advertised for a developer to design, finance, and market a mixed-use marina/

waterfront project and simultaneously attempted to market the lakefront subdivision. For

clarity, while Lake Michigan frontage was then selling for $1,000 to $1,500 per front foot in

communities north and south of Manistee, the City was attempting to sell its residential

subdivision property at less than $350 per foot. This exemplifies the difference with those

other lakefront communities that had earlier established the recreational/resort sector of

their economies.

Appendix


Site was previously used for Sand Mining

Manistee’s goals and objectives included the following:

Expand the tax base with a private development

Create jobs, both directly and indirectly from the marina development

Diversify the community’s profile with a recreation/tourism component

Maintain a historic/Victorian design theme in the project

Develop direct access to the waterfront from State Highway US-31

Development Issues

The City created specific development guidelines for use of the property, including

provisions such that no multifamily condominium units could be located immediately

adjacent to existing single-family homes. This meant that

the new development must include a single-family

element. The City solicited specific proposals from

developers and subsequently selected the real estate

development subsidiary of The Abonmarche Group (ADI),

led by Ronald E. Schults as the developer. ADI was

tasked to design, permit, finance, and market the project.

The property would only be conveyed to ADI as certain

development targets were achieved.

The development steps were initiated with preparation of final feasibility studies and permit

applications to the City, Michigan Department of Natural Resources (MDNR), and U.S. Army

Corps of Engineers (USACE). The initial concept planning and market analysis indicated a

need for boat slips and residential condominiums; however, several significant development

issues identified in the feasibility study needed to be addressed, including:

Relocating a major street (the only access road to the north side beach) around

the project site to allow construction of the marina access channel.

Construction of new roads, infrastructure, sewer and water lines for road relocation and project development purposes.

Developing appropriate mitigation and protection measures for a Pitcher’s Thistle plant (threatened/endangered plant listed by U.S. Fish & Wildlife Service found within the site).

Appendix


Receiving USACE approval for modifications to their existing federal channel/seawall for construction of the marina access channel.

Integrating the City’s stormwater management plans within the development Master Plan.

Receiving Michigan Department of Transportation/Federal Aid Urban Systems roadway improvements cost sharing.

Addressing public concerns/local impacts to:

Beach access and parking

Upgrade City beach parks

Improve overall traffic patterns and circulation

Upgrade adjoining neighborhood public infrastructure

Respond to litigation from project opponents.

Over the next three years, these issues were addressed through a public input/review

process that included 58 public meetings/hearings resulting in the following project

timetable:

Sand Mining Operation Is Abandoned in 1970’s

City Developer Guidelines Established in October1987

ADI Selected as Developer in September 1988

State (MDNR) Approval in May 1990

Federal (USACE) Approval (31 Months) in September 1991

Phase I Construction Completed in June 1992

Project Master Plan

Originally, the marina was projected to have 388 boat slips, in addition to 373 residential

units. The residential units included the following building types:

Single-family lots

4- and 8-unit condominiums

100-unit hotel

Duplex units

Appendix


Original Harbor Village Development Master Plan

Additionally, an extensive clubhouse facility and a waterfront restaurant were planned.

The market for the development was not the current residents of

the City or surrounding market area. Original projections

anticipated upwards of 80% of the sales being to persons outside

of the Manistee marketplace. This was evidenced by the

proposed pricing structure for the units to be developed;

substantially higher than current residential properties available in

the community.

As the project has progressed, the plan has been modified to respond to the market demand

for waterfront products. This was facilitated by the City’s approach to zoning approvals for

the project. Detailed plans for individual building components could be modified if the overall

municipal objectives for the development remained intact.

The demand for marina slips decreased in the early 1990’s resulting in a revised project

Master Plan that proposed fewer slips and 300 residential units. The hotel was scaled down

from one large structure to eight 16-unit “suite” type residences. The market demand for

marina slips and residential units has subsequently stabilized, with the initial marina phase

of 100 slips fully occupied and approximately 225 housing units built as of 2007.

Residential Subdivision

The City failed to sell a single lot in the Lake Michigan subdivision despite being priced at

perhaps 25% the cost of similar lakefront property in communities north and south. The

entire subdivision was ultimately sold to the Harbor Village developers (ADI), who marketed

these lots as the top end of the development for single-family residential. The City’s failure

to sell any lots was eventually traced to the City’s lack of status in the resort/residential

marketplace. Until Harbor Village spent considerable dollars marketing Manistee as an

alternate resort destination, Manistee was simply left out of that marketplace. Once

Manistee was identified as an alternate resort destination, the residential subdivision sold

well. The original 17 lots were re-divided into 24 lots with the last lot sold in 2007 for more

than $4,400 per front foot. That is a per front foot price increase of more than 1250%

compared to the City’s original price.

Appendix


Community Impacts

Community impacts have exceeded expectations that were planned in 1987. The original

expectation was that Harbor Village would create jobs and contribute significantly to the

City’s tax base. While those expectations have been exceeded, they did not anticipate other

more significant impacts.

With the high unemployment and low tax base of 1987, the downtown was in poor condition.

Many vacant storefronts visually demonstrated the lack of economic opportunity available in

Manistee. These and other factors led to a dismal self-image in the community that pointed

to a self-reinforcing spiraling decline. While not solely responsible for the changes that have

occurred in Manistee, the contribution of Harbor Village is predominant.

First, the hard numbers. From 1992 when the project commenced, the market value of

property in Manistee (upon which property taxes are levied) has increased approximately

360%. That number is 220% greater than an inflation correction over that same time period.

Harbor Village currently includes 100 boat slips, 224 condominium units and, including the

residential lakefront subdivision, represents a market value of $91,000,000. In 2007, that

value represents about 22% of the entire City tax base. On an annual basis the

development pays $2,750,000 in state and local property taxes.

It is estimated that the construction created approximately 850 annualized direct jobs with

another 300 indirect jobs created. Harbor Village continues to employ approximately 15 to

20 full-time equivalent positions on a regular basis.

Appendix


It should be noted that despite being a large taxpayer, marina/waterfront developments

typically have small impacts to community services and needs. As an example, marina

residential developments like Harbor Village house people

during the summer who return to their primary residence

where their children go to school, etc. The taxes paid

include amounts for city services, schools, the library, county

services, the jails and court systems that are often unused

by the second home owner or marina slip buyer. The impact

on infrastructure can also be minimal (except during the

seasonal usage period).

More difficult to quantify are the other perhaps more significant impacts. The buyers did

come from outside the Manistee marketplace, approximately 80% as projected.

Unanticipated, many of those buyers were originally Manistee residents who had left town

for better pay and more opportunity. They were able to return home as retired boomers.

As buyers of high-end residential resort property, they brought with them considerable

disposable income. That disposable income has helped create Downtown Manistee as a

vibrant and healthy mix of retail, food and beverage, and service industries. Downtown

Manistee is now considered a model for other communities’ redevelopment challenges.

The rising property values across the board reflect the creation of real wealth by Manistee

residents. With its new position in the resort marketplace, non-waterfront property values

have increased substantially for regular Manistee residents. That wealth creates better

retirements, college educations, and a higher standard of living for all of Manistee residents.

Combined, these factors have re-created a positive self image for the community. School

elections for new facilities are approved because there is a confidence in the future. Rather

than a spiraling sense of decline, there is a spiraling sense of ascent. Harbor Village was

and is a large part of the reason why.

Appendix


Summary

Waterfront developments can turn under-utilized property into tax revenue and job-

producing assets in many direct and indirect ways. Well-planned projects that can adjust to

changes in market demands can also stimulate other economic activity in a community’s

retail centers, restaurants, and construction industries. The City of Manistee has been able

to accomplish its goals and objectives of expanding and diversifying the tax base, job

creation, and stimulating economic development through careful planning, and balancing the

public’s needs while allowing the developer to implement a viable marina/waterfront

development. Good luck with yours.

Appendix


Appendix


Appendix


Resumes

Ronald E. Schults, P.E. Chief Executive Officer

Ronald E. Schults • Page 1

Education: Michigan Technological University Bachelor of Science, Civil Engineering with Honors

Registrations: Registered Professional Engineer in the States of MI, IN, OH, FL Professional Affiliations:

National/Michigan Society of Professional Engineers American Society of Civil Engineers Michigan Boating Industries Association International Marine Institute National Marine Manufacturers Association

Expertise:

Waterfront Planning: Design & Construction Mr. Schults was the founder and former owner of Abonmarche Consultants, Inc. He served as Project Executive for Abonmarche on high-profile waterfront development projects worldwide from 1979 to 2008. Currently, Mr. Schults is owner and Chief Executive Officer of the Edgewater Group, a specialty marina and waterfront design and development consulting firm. With over 30 years of waterfront project planning, Mr. Schults is considered one of the most notable marina experts in the world. Mr. Schults speaks on the topic at a number of national and international conferences. Mr. Schults was also co-owner and Vice President of Morren Construction and Engineering from 1986 to 2005, a marine construction company providing general construction and construction management services on numerous marina projects. Morren Construction and Engineering built 10 marinas with over 1500 slips in the Midwest over a 19-year period. Mr. Schults was also co-owner / secretary-treasurer of Morren Dock Company, which manufactured custom fiberglass fixed and floating docks from 1985 to 1995.

Selected Experience:

Domestic Marina Projects:

Chicago Park District Marina at Navy Pier and 31st Street with AECOM

City of Rochester, New York Marina Study at Port Property on Lake Ontario with Passero Associates

82 State of Michigan Municipal Marinas Mississippi River Marinas, Clinton, IA, Fulton and Rock Island, IL Lorain, OH – Marina/ Residential Mixed Use Master Plan 76 Private Marinas in Michigan Michigan Upper Peninsula Marinas at Ontonagon, Cedar River,

DeTour and White Fish Point

Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295


Ronald E. Schults • Page 2 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Selected Experience (Continued):

International Marina Projects:

Shanghai Municipality Yachting Master Plan, China Sharm El Sheikh Marina, Egypt Lestari Island Resort, Pulau Kapal Besar Islands, Indonesia Dun Laoghaire Marina, Dublin, Ireland Port Dickson Marina, Port Dickson, Malaysia The Malacca Club, Malacca, Malaysia Penang Swimming & Tennis Club, Penang, Malaysia Port Klang Golf Resort, Port Klang, Malaysia Langkawi Island Resort, Kuala Lumpur, Malaysia Mofaz Marina, Port Klang, Malaysia Linggi Riverine Resort Marina, Port Dickson, Malaysia Puerto Penasco Marina / Resort, Sea of Cortez, Mexico

Marina/Yacht Club Experience:

Chicago Yacht Club (Belmont and Monroe Stations) Grosse Pointe Yacht Club (Detroit area) St. Joseph River Yacht Club (St. Joseph, Michigan) Harbor West Yacht Club (Traverse City, Michigan) Crescent Sail Yacht Club (Detroit area) Royal Singapore Yacht Club (Singapore) Changhi Sail Club (Singapore) Manila Yacht Club (Philippines) Riga Yacht Club (Latvia)

Waterfront Development Projects: Mr. Schults is also a waterfront developer / real estate investor of the following projects: Harbor Village Marina, Manistee, MI, $120 million

Boardwalk Marina & Residential Community, Royalton Township, MI, $12 million (sold out 1992)

Edgewater Dunes Neo-Traditional Subdivision, St. Joseph, MI, $30 million (sold out 2008)

Edgewater Center Neighborhood Commercial Center, St. Joseph, MI, $3 million

Marina Shores Resort Community, Portage, IN, $180 million (sold out 2006)


Ronald E. Schults • Page 3 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Selected Experience (Continued):

Morris Waterfront Community, Morris, IL, $264 million

Port Cottonera Marina / Waterfront/Casino Development, Malta, $126 million

Lighthouse Dunes Development, Complex property exchange with St. Joseph River Yacht Club / St. Joseph Junior Foundation

Concord Ridge Residential/Commercial, Royalton Twp., MI, $89 million, 135 acres, 200 units

Lakeside Sports Center, Multi-Use Indoor Soccer and Baseball Center Development, Fall 2008, Royalton Township, MI

Awards:

2005 Winner Entrepreneur of the Year Ernst & Young - Michigan Region 2004 Finalist Entrepreneur of the Year Ernst & Young - Michigan Region “Quality of Life Award,” Edgewater Brownfield Development, American Society of Civil Engineers, St. Joseph, MI, 2000 “Small Business Person of the Year,” Cornerstone Chamber of Commerce, Benton Harbor, MI, 2000 “Young Engineer of the Year,” Michigan Society of Professional Engineers, Blossomland Chapter, 1991

Lectures/ Publications:

Speaker, States Organization for Boating Access Conference, 1996 Speaker, Asia Pacific Waterfront and Marina Development Conference, 1996 Speaker, International Council of Marina Industry Associations Conference, 1996 Speaker, International Conference & Exposition on Marina, Parks, and Recreation Developments Speaker, Marina Asia, 1993 Speaker, Marina Asia, 1992 “Transferring Wetland Properties,” Realtor Review, 1992 “Rules of Thumb for Marinas,” Urban Land Institute, 1989

L:\Resumes\Schults 2009.doc

Robert W. Bogner, MAI Associate – Edgewater Group Owner – R. W. Bogner & Assoc., Inc.

Robert W. Bogner • Page 1 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Education: University of Michigan, Ann Arbor, Michigan 1972-75 Bachelor of Science, Business Administration

Other Education: American Institute of Real Estate Appraisers, now the Appraisal

Institute

All necessary education to obtain and retain the MAI designation (seven courses)

Registrations: Registered Professional Engineer in the States of MI, IN, OH, FL

Professional Designations:

Member, Appraisal Institute (MAI) #9102 The MAI designation is recognized as the highest award in the appraisal profession. Robert W. Bogner has 30 years of service as an appraiser. He has extensive experience in the valuation of proposed development projects with waterfrontage and commercial marinas, including value estimates for real estate and ongoing business concerns.

Expertise:

Robert W. Bogner is a consultant for marina developments in the States of Michigan, Ohio, Indiana and Illinois. Robert W. Bogner & Assoc., Inc. has the ability to utilize internal information to benchmark the operating expenses of public and commercial marinas both with and without winter storage, as well as rack storage. Robert W. Bogner & Assoc., Inc. is routinely hired by the following banks and can provide references from these organizations:

Charter One, part of Citizens Financial Group (Royal Bank of Scotland)

LaSalle Bank, now owned by Bank of America

J.P. Morgan Chase

National City Bank

Comerica Bank, Detroit, Michigan

Horizon Bank, Michigan City, Indiana

Valley Bank, Davenport, Iowa

Harris Bank, Chicago, Illinois

Recent Assignments (2007 to Present):

Jefferson Beach Marina, St. Clair Shores, Michigan, a 800-slip commercial marina with restaurant (assignment included benchmarking expenses as the marina was bank owned and had no available operating history)

Robert W. Bogner, MAI Associate – Edgewater Group Owner – R. W. Bogner & Assoc., Inc.

Robert W. Bogner • Page 2 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Recent Assignments (2007 to Present): (continued)

Belle Maer Harbor, Harrison Township, Michigan, a 850-slip

marina

Northshore Marina, Grand Haven, Michigan, a 126-slip commercial marina with 250,000 s.f. of heated indoor storage

Dune Harbor, Portage, Indiana, a 440-unit waterfront PUD with marina amenity

Proposed PUD (unnamed at the time of this writing), Morris, Illinois with a marina amenity

Harbor Isle Marina, St. Joseph, Michigan, a 113-slip marina to be re-developed with 200 residential units and the marina as an amenity

Harbor Hill Marina, Detroit, Michigan, a 250-slip commercial marina with proposed residential component (rack and heated storage)

Eagle Ottawa Leather, Grand Haven, Michigan, feasibility study of a brownfield site on the Grand River with access to Lake Michigan

Kean’s Marina, Detroit, a 210-slip commercial marina with rack and heated storage

Heritage Harbor, Ottawa, Illinois, an 800-unit housing development with a 400-slip marina (feasibility study and appraisal with TIF impact)

The Moorings, New Buffalo, Michigan, a 400-unit condominium marina (appraisal to measure the impact of lost parking)

Emerald City Harbor, St. Clair Shores, Michigan, a 595-slip commercial marina with restaurant

Eldean Marina, Macatawa, Michigan, a 309-slip commercial marina with restaurant and heated storage

Torreson Marina, Muskegon, Michigan, a 149-slip commercial marina

Oliver’s Crossing, Chatsworth, Illinois, feasibility study of a proposed residential development with an 800-acre man-made lake

City of Rochester, New York, marina market / feasibility study

L:\Resumes\Schults 2008 Waterfront EGI.doc

Jeffrey W. Mikula

Vice President, Manistee Division

ResponsibilitiesJeff’s duties and responsibilities include project and staff manage-ment; construction administration, supervision, inspection, layout, and other related duties associated with the design and con-struction of civil engineering projects. Select ExperienceHarbor Village at Manistee Beach, Manistee, MIProject Manager responsible for design and construction adminis-tration of the site work and infrastructure, including marina exca-vation, seawall construction, city sewer rehabilitation, city street reconstruction, drainage improvements, city parking lot recon-figuration, new storm sewer, sanitary sewer mains and services, water mains and services, private roads and parking, site plan-ning, building elevations, utility coordination, elevated ponds and streams, irrigation systems, retaining walls and sidewalks.

Newaygo Riverbank, City of Newaygo, MIPrincipal in charge of this $100 million mixed use development along the Muskegon River. Includes $5 million in city infrastructure construction and a $15 million lodge.

Project manager for recent municipal projects including:City of ManisteeInfrastructure projects exceeding $20 million including sewer separation, water main upgrades, street enhancements, etc.

Elk Rapids, MIConstruction administration for Elk Rapids marina, Phases I and II, and the Upper Harbor Boat Launch replacement

Stronach Fishing Pier, Manistee County, MIPrincipal in charge of design and construction administration for this barrier-free fishing pier constructed at an existing MDNR Boating site. The access site and pier were designed to be maintenance free and is ADA accessible.

Leland, Boyne City, Elk Rapids and Arcadia Municipal MarinasPart of the design team for rehabilitation projects for these facili-ties including new parking, electrical upgrades, restrooms, boat launches and new docking facilities. Total planned improve-ments are approaching $12 million.

Facility reviews for the MDNR Electrical Study Facilities included Whitehall, Ludington, Manistee, Arcadia, Frankfort, Leland, Northpoint, Suttins Bay, Traverse City and Elk Rapids Marinas

Marina Studies Conducted market and feasibility studies for marinas in Northport, Boyne City, Leland, Manistee, Solberg’s Boat Yard, Sengs Marina, Arcadia, Ludington, and Onekama

EducationMichigan State UniversityBachelor of Science in Building Construction Management

CertificationsCertified Storm Water Management Construc-tion Site Operator by Michigan Department of Natural ResourcesAffiliationsManistee Non-Motorized Transportation Commit-teeExplore the Shores Leadership TeamManistee Township ZBA

361 First Street Manistee, MI 49660 T 231.723.1198 F 231.723.1194 www.abonmarche.com

Kathy Weykamp Senior Planner

Kathy Weykamp • Page 1 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Education: Michigan State University Bachelor of Landscape Architecture

University of Georgia Masters of Landscape Architecture Planning Area Focus

Expertise:

Land and Urban Planning with Design focus Ms. Weykamp is a land and urban planner with landscape architectural degrees recently returning back to the Midwest. She was a Senior Associate in the Denver office of EDAW, Inc. (now AECOM Planning and Design Development) leading a planning group within the 90 person office. Large scale planning and entitlement projects mixed with smaller scale urban design projects for transit and mixed use were the focus of her work.

In more than 15 years of experience, Kathy has completed and built work in several regions of the United States and overseas. Working with local municipalities, state and federal agencies and international committees, she’s lead many projects from the initial feasibility phase through design and construction.

Kathy began her career at Abonmarche in Benton Harbor, Michigan after graduating from Michigan State University. After receiving her MLA from University of Georgia, she was able to practice in Sydney, NSW Australia. Work overseas focused around the International Equestrian Center and the Shorebase in Sydney Harbour, both for the 2000 Olympics. Returning stateside to Denver, Colorado, Kathy was with the firm Civitas, Inc. prior to being a founding member of the successful firm studioINSITE. Projects in Denver cover a vast range of locales and project types, including residential, high-end resorts, campus planning, academic and research facility design, federal courthouse site design, and facilitating the public and city approval process for many clients.

Selected Experience:

Waterfront Development: Sydney 2000 Olympic Sailing shore base, Rushcutters Bay – Site design and

documentation for temporary marina facilities for major sports event Morris Waterfront Master Plan for 450-slip, 400-unit residential development on the

Illinois River, south of Chicago Numerous Seawall / Waterfront Permit Applications / Public Processes Michigan City Port Authority – Marina/waterfront master plan for 1500 acres in

downtown – 2 marinas, 3 boat launches, 2 miles of public access/promenades Racine Wisconsin – Marina/waterfront planning update to address marina

deficiencies and slip occupancy issues

Land Planning Entitlement and Master Plans: Coyote Springs, Clark and Lincoln Counties, NV – 3,000 acre development

creating a new town in Nevada featuring world class golf Rapids Stadium Development, Commerce City, CO – soccer stadium and regional

soccer fields facility, major retail and residential components on 78 acres Weld County, CO Mixed Use Development – 1400 Acres including Industrial Park,

Railway routing, retail and residential Lincoln Station, Littleton, CO – 53 Acre Transit Oriented Development located on

new light rail line from Denver Littleton Village, Littleton, CO – Infill Mixed Use on former Marathon Scientific

Research Laboratory site Mixed Use, Surprise, AZ – 300 acres including sensitive natural habitat for park

and residential development

Kathy Weykamp Senior Planner

Kathy Weykamp • Page 2 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

University of Colorado Health Sciences Center, Anschutz Medical Campus Master Plan – world's only completely new education, research and patient care facility located on site of former Fitzsimons Army Medical Facility site

Creighton University, Omaha, NE – campus master plan including land acquisition and existing reuse

Colorado College, Colorado Springs, CO – Long Range Development Plan Littleton Adventist Hospital, Littleton, CO – Campus Master Planning and

Entitlement

Site Design: Clayton Lane Urban Design and Entitlement, Cherry Creek Denver, CO – Infill

high-end retail and entertainment design and construction The Center for Technology and Learning Media, Colorado School of Mines Golden,

CO – Campus sector master plan and detailed site design Federal Courthouse, Cape Girardeau, MI – site planning and design including

LEED and Federal Security compliance measures University of Colorado Health Science Center Anschutz Medical Campus, Aurora,

CO – site design of several research and clinical facilities on campus Belmar, Lakewood, CO – site design and consultant management of major mixed

use infill project creating downtown district for Lakewood, CO Sydney International Equestrian Park, Horsley Park, NSW Australia – Site design

and fulfilling Olympic Co-ordination Committee requirements Campus Residential and California Street Mall, Creighton University, Omaha, NE –

Site design and construction management for major new residential facility and primary campus pedestrian spine

WeykampK 2010

AECOM Résume

Weykamp_Greg

Greg Weykamp, ASLA, LEED, AP. Principal

Education

Bachelor of Landscape Architecture, Michigan State

University, 1992

Registrations/Training Landscape Architect, State of

Illinois 157-001276

CLARB Certified Council of Landscape Architecture

Registration Boards

LEED Accredited Professional

Awards Air Force Design Award,

Planning/Design Guidelines Category, Misawa AB, 2005

Merit Award for Research,

Summer Student Program 2001, Colorado Chapter ASAL, 2001

Merit Award for Planning, Great

Plains Chapter American Society of Landscape

Architecture, Omaha City Parks Master Plan, 1999

National APA Honor Award,

GASLA Merit Award, Georgia APA Honor Award: Gateway to

Coastal Georgia

Award of Excellence, Atlanta Urban Design Commission:

Centennial Olympic Park

GASLA Honor Award, University of Arkansas, Pine Bluffs

Award of Excellence, Atlanta

Urban Design Commission: John Wesley Dobbs Plaza

Experience Greg Weykamp has a strong planning and design background ranging from site analysis and conceptual layout, through master planning, detailed design, and implementation. His project experience includes planning and design for master planned communities, urban revitalization, streetscapes, parks and recreation facilities, university campuses, military installations, conference centers, medical facilities, camps and churches. In addition, Mr. Weykamp has significant experience in implementation of built landscapes and urban environments.

Project Experience:

Evanston Lakefront Master Plan Principal in Charge Client: City of Evanston Development of a master plan to implement the Lakefront Vision, including an extensive public involvement process and the development of strategies to expand biologically diverse native habitats, improve the durability of the built environment, and apply improved stormwater management techniques while reducing maintenance and environmental impacts. Chicago Gateway and 31st Street Harbors Principal in Charge Client: Chicago Park District Design and permitting for wo new harbors for the Chicago Park District, accommodating up to 1,200 new slips. Key elements include “Green Marina” design standards, improved pedestrian and bicycle connectivity, habitat creation, alternative energy generation and LEED Certified structures. Elgin Sustainable City Master Plan – Elgin, IL, 2009 Principal in Charge Client: City of Elgin Development of City-wide sustainability master plan addressing land use planning and development, urban design, transportation, green building, water resources, waste management, energy conservation, and carbon footprint measurement. The master planning process will include a vigorous community participation component, involving a steering committee, topical subcommittees, and a series of public workshops.

AECOM Résume

Weykamp_Greg

Omaha Parks and Boulevards Master Plan, Omaha, NE Project Landscape Architect Client: Omaha Parks Department and The Peter Kiewit Foundation Preparation of a master plan of the overall parks system and master plan for two new city parks, as well as the design of Abbott Drive from the airport along six miles of this gateway corridor. Wichita Riverfront, Wichita, KS Project Landscape Architect Client: City of Wichita Master Plan and design for over 2 1/2 miles of the Arkansas riverfront, with urban river plazas, pedestrian promenades, water features, light shows, parks, and amphitheater and opportunities for privately developed retail shops and restaurants. Yosemite National Park Campground Planning Study, Yosemite National Park, CA Project Manager Client: National Park Service In support of the requirements of the 1980 GMP, the National Wild and Scenic Rivers Act, and the Yosemite Valley Plan of 2000, this study identified areas within the park for potential expansion of campground facilities. Extensive field work verified the potential of each site, and provided realistic recommendations for adding campgrounds without compromising the mission of the Park. Stapleton Greenway – East-West Linear Park, Denver, CO Project Manager Client: Park Creek Metropolitan District Landscape architecture services for a new 44 acre linear park as part of the Stapleton Redevelopment project. Amenities provided include a 3 acre dog park, climbing walls, skate skills park, play area, tennis courts, decomposed granite running trails, open space, and a 10 foot wide multiuse trail. The Greenway also includes an 8 acre foot stormwater detention facility, and a gray water irrigation system. Yuma Riverfront and Downtown Improvements, Yuma, AZ Project Coordinator Client: City of Yuma Design and implementation of several local, state, and federal grant funded projects, including the 100 acre West Wetlands Park, 350 acre East Wetlands Park, 20 acre Riverfront Park,, Yuma Crossing State Park Improvements, East Main Canal Multi-Use Path, Downtown Gateways and Entry Corridors as well as several other downtown urban design projects. Unicoi State Park Master Plan Updated, Helen, GA Landscape Architect Client: Georgia State Parks Master plan update for a 40 year old, 1,028 acre State Park. The master plan goals included providing for a new visitor’s center, continued accommodation of the annual NORBA mountain bike race, an additional facility for interpretive programs, additional camping facilities, and improvement of pedestrian and bicycle circulation. Gateway to Coastal Georgia – Connecting the Coast, Georgia Project Manager Client: Coastal Georgia Land Trust Design and master planning for a new network of 460 miles of bicycle and pedestrian facilities, with a focus on expanded tourism, economic development, enhanced recreation opportunities,

STS Résume

Weykamp_Greg

and an improved quality of life for the residents of Coastal Georgia. Awarded National APA Honor Award, GASLA Merit Award, Georgia APA Honor Award. Disney’s Coronado Springs Resort, Lake Buena Vista, FL Landscape Architect Client: Disney Development Company Landscape architecture services for a1,920-room moderate resort and convention center Walt Disney World. Conneaut Lake Park, Meadville, PA Project Designer Client: Conneaut Lake Park Master plan for the redevelopment of a 100-year-old amusement park and resort. Responsibilities included site design, construction documents and a comprehensive signage and wayfinding system.

AECOM Résume

Weaver_William_HarborAndMarine_3page.doc

William J. Weaver, P.E., D.WRE. Vice President/Senior Principal Engineer

Education

M.S., Environmental Engineering, New Jersey

Institute of Technology, formerly Newark College of Engineering,

1978

B.S., Civil Engineering, New Jersey Institute of Technology,

1976

Professional Affiliations American Society of Civil

Engineers (National Urban Drainage Standards Committee

Member)

American Water Resources Association

Association of State Floodplain

Managers

Consulting Engineering Council of Illinois

Illinois Association for

Floodplain and Stormwater Management

Illinois Lake Management

Association

Society of American Military Engineers

Registrations

Professional Engineer: Illinois, Michigan, Missouri, North

Carolina

Training Federal Highway Administration

(Design of Improved Inlets for Culverts, Energy Dissipator

Design, Design of Stable Linings for Channels)

Experience Mr. Weaver is the lead principal responsible for the direction and management of STS Water Resources activities, a role he has held since 1982. He provides technical direction and supervision for projects involving environmental assessments, lake management, wetland evaluations, stormwater management, erosion, coastal and marine engineering, groundwater, water supply and wastewater treatment and water quality. Mr. Weaver served as Chief Engineer and Principal on the following projects:

Coastal and Marine Engineering

• Designed 4,500 feet of Lake Michigan shoreline structures at Promontory Point in Hyde Park, and 2,000 feet of Lake Michigan shoreline including a new five acre park expansion at Fullerton Avenue, for the City of Chicago DOE.

• Chicago Park District – design development for Chicago Gateway Harbor (400 slips) and 31st Street Harbor (800 slips).

• Chicago Park District South Lakefront Study. Developed a shoreline and lakefront trail master plan between 71st and 92nd Streets.

• Design of the award winning Shedd Oceanarium seawall.

• Littoral drift, bluff recession and shoreline erosion evaluations for six miles of Lake Michigan shoreline near Ludington, Michigan. Developed allocation of long term erosion among natural and man-made influences.

• 100-Boat Slip Marina in Kewaunee, Wisconsin; a 500-Boat Slip Harbor Marina concept plan in Waukegan, Illinois; marina entrance structures for the St. Joseph Marina in St. Joseph, Michigan; and a 150-Boat Slip Harbor for Algoma Harbor Marina in Wisconsin.

AECOM Résume

Weaver_William_HarborAndMarine_3page.doc

FEQ/FEQUTL/HIP (Unsteady Flow Model Training Seminars)

HECRAS Model Seminar

HSPF Model Seminar

(Hydrologic Simulation Program – Fortran)

National Weather Service

(DAMBREAK, Flood Forecasting Model; DWOPER,

Dynamic Wave Routing)

Pennsylvania State University (HEC-1, Flood Plain Hydrology,

HEC-2 Advanced, Water Surface Profiles)

River and Bridge Scour Analysis

Seminar

Soil Conservation Service (TR-20, Surface Runoff and Stream Flow; TR-55, Urban

Hydrology for Small Watersheds; UD-21, Hydrologic

Analysis Techniques)

University of Michigan (Fluid Transient Analysis by

Microcomputer)

• Lake Michigan shoreline protection system for LaRabida Hospital in Chicago, Illinois.

• One mile of Lake Michigan shoreline protection in Racine, Wisconsin.

• Design and permitting of a new 100-barge boat harbor on the Mississippi River, a 150 foot high rockfill dam and spillway, and analytical (1D and 2D) river modeling in St. Genevieve County for Holcim.

• Designed channel improvements, dredging facilities and a jetty in Lake Michigan at the mouth of Oak Creek in Milwaukee, Wisconsin.

• Design of two miles of City of Chicago Lakefront for the Corps of Engineers Chicago Storm Damage Reduction Project (Montrose Harbor, I55 to 30th Street, 33rd to 37th Street).

• Designed an offshore berm breakwater at the Zion Nuclear Power Plant in Illinois.

• Dow Chemical harbor protection and pier structure evaluation and design in Pere Marquette Harbor in Michigan.

• Diamond Lake Boat Launch Park, Mundelein, Illinois.

• Wave force determination for offshore Lake Michigan platform in Burns Harbor, Indiana.

• Presque Isle Park Shoreline Restoration for one mile of Lake Superior rock bluffs.

• Designed 5,400 feet of Lake Michigan breakwater and revetment for the City of Racine.

• Deubler breakwater design, bluff restoration and beach expansion along 500 feet of Lake Michigan shoreline in Lake Forest, Illinois.

• Otterbeck 600 feet of Lake Michigan shoreline and bluff restoration, Lake Bluff, Illinois.

• Reid-Anderson 500 feet of Lake Michigan shoreline and bluff restoration and beach creation, Lake Forest, Illinois.

AECOM Résume

Page 3 Weaver_William_HarborAndMarine_3page.doc

Publications/Presentations

“McCormick Place Conference Center Stormwater Reclamation Tunnel Advances Chicago’s Clean Water Agenda”, IAFSM 2008 Annual Conference, March 12-13, 2008, Tinley Park, Illinois.

“Fen Wetland Groundwater Recharge Determination and Preservation at Carrington Reserve”, May 18, 2007, World Environmental & Water Resources Congress 2007, Tampa, Florida.

“Standard Guideline for the Design of Urban Stormwater Systems”, ASCE Urban Drainage Standards Committee, 2006 Contributing Author –Hydraulics Chapter.

“Fen Wetland Groundwater Recharge Limit Determination and Protection Strategies at the Pulte Homes Carrington Reserve Development in West Dundee, Illinois,” The Association of State Wetland Managers, Inc. International Symposium: Wetlands 2006: Applying Scientific, Legal, and Management Tools to the Great Lakes and Beyond, August 28-31, 2006, Traverse City, Michigan.

“Flood Damage Reduction for the City of Chicago Lake Michigan Waterfront”, 2003 WAFSCM Annual Conference, November 14, 2003, Wisconsin Dells, Wisconsin.

“Chicago Shoreline Protection Project: Design Considerations and Lessons Learned.” ASCE/AEG Annual Joint Meeting, January 15, 2002.

“Community Initiatives that Employed Public Education and Outreach to Advance Multi-Objective River and Pond Management Projects”, 25th Annual Conference of the Association of State Floodplain Managers, June 3, 2001, Charlotte, North Carolina.

“Lake Michigan Flood Hazard Determination”, Annual Conference of the Illinois Association for Floodplain and Stormwater Management”, March 7, 2001, Orland Hills, Illinois.

“Lake Management Approaches in Urbanized Environments”, Illinois Lake Management Association Annual Conference, 1999, Rockford, Illinois.

“Suburban Lake Management Strategies”, Association of State Floodplain Managers Annual Conference, May 1998, Milwaukee, Wisconsin.

"Shedd Aquarium Oceanarium Addition: Civil and Structural Engineering Considerations," American Society of Civil Engineers, Chicago, IL, May, 1993.

"Influence of Man Upon Lake Michigan Coastline Geomorphology Near Ludington," Proceedings of the AEG Annual Conference, Chicago, IL, October, 1991.

"A Seawall for Sea Mammals," American Society of Civil Engineers Magazine, New York, January, 1989.

"Coastal Engineering Issues for Seawall Design," ASCE (Milwaukee Section), January, 1989, Milwaukee, Wisconsin.

"Engineering Considerations for the Protection of LaRabida Children's Hospital from Lake Michigan Storm Surges," Proceedings of the Indiana Water Resources Association Symposium on Water Resource Development and Management, Angola, Indiana, July, 1986.

George J. Morren Associate – Edgewater Group

George J. Morren • Page 1 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

Expertise:

Mr. Morren brings over 45 years of marine, bridge, and highway construction experience to The Edgewater Group. As a consultant, Mr. Morren has been working with the staff at The Edgewater Group for nearly 30 years on numerous major marina and civil engineering projects. Throughout his experience from 1956 to present, Mr. Morren has held key project positions for the following construction firms: 1956-1958 Stearns & Rodgers, Inc., General Foreman, $5 million

pump station

1958-1969 L.W. Lamb Company, Bridge Construction Superintendent

1969-1985 Speidel Foundation & Marine, President

1986-Present Morren Construction & Engineering, Inc., President (co-owner with Ronald E. Schults)

1979-Present Associate, The Abonmarche Group

2007-Present Associate, The Edgewater Group

Projects:

Through his experience, Mr. Morren has supervised numerous major public and private construction projects ranging from $50,000 to over $50 million in value. A brief overview of these projects includes the following: MARINAS Mr. Morren’s experience is also extensive with marina-related projects for public and private owners. Typical construction projects have been completed utilizing general contractor/construction manager/design-build construction delivery methods by Mr. Morren include: Harbor Village at Manistee Beach (construction 1991-1995) New Harbor Marina, Benton Harbor, Michigan Harbor Isle Marina, St. Joseph, Michigan West Basin Municipal Marina, St. Joseph, Michigan The Boardwalk Development Marina, Royalton Township, Michigan Speidel Marina, St. Joseph River, Michigan Brian’s Marine, St. Joseph, Michigan Eagle Pointe Harbor, St. Joseph, Michigan

George J. Morren Associate – Edgewater Group

George J. Morren • Page 2 Edgewater Group • 95 W. Main Street, Benton Harbor, Michigan 49022 • 269.927.2295

RELATED HEAVY CONSTRUCTION ASSIGNMENTS Mr. Morren has also successfully completed numerous Civil Engineering projects for private and public clients throughout Michigan. These projects range from steel sheet piling installations to housing foundation piling, and shoreline erosion control structures. The following listing identifies area contractors and owners Mr. Morren has services: Upjohn Company, Kalamazoo Whirlpool Corporation, Benton Harbor Miller Davis Company, Kalamazoo VanderVeen Construction Company, Kalamazoo Triangle Associates, Grand Rapids Holland Construction Company, St. Joseph Pearson Construction Company, Benton Harbor Austin Weston Company, Kalamazoo Erhardt Construction Company, Grand Rapids L.W. Lamb Company, Holland Henry Company, Indiana Christman Brothers, South Bend, Indiana Auto Specialties Manufacturing Corporation, Benton Harbor Clark Equipment Company, Buchanan General Motors Corporation, Kalamazoo/Three Rivers Muskegon Municipal Power (Cobb Plant foundation piling)

MDOT PROJECTS Grand Rapids area, Franklin Street ramp, Stocking Avenue Bridge

and Pedestrian tunnel, Pleasant Street structure, Sixth Street structure, numerous Complex Retaining walls.

Widen bridges on I-94 at Pipestone, M-139, and St. Joseph River crossing, Berrien County, Michigan.

City of Three Rivers, two bridge structures.

Railroad tunnel bridge under I-96, Grand Rapids.

M-37, railroad track crossing Traverse City.

M-21 and I-96 River Crossing at Granville, Michigan.

Riverside Road Bridge, over Paw Paw River, Hagar Township.

Bascule Bridge over Black River, South Haven.


JANUARY 27, 2010, 2:30 P.M. – 3:30 P.M. JJR

MEETING CALLED TO ORDER AT 2:30 P.M.

Members present: J.Aukerman, W. Kladder, D. Krause, S. Vreeland, L. Wikle Members excused: None Also present: Mark Breederland, MI Sea Grant Representing JJR: Patrick Doher, overall project management and engineering, planning, LEED Certified. Referred to Bernie Fekete, not present, as the day-to-day project manager. Doug Dennison, Grand Traverse Bay-specific information and agency contacts, grantwriting. Robert Doyle, landscape architect and site planning, 25 years experience, larger land use planning issues and leading public engagement process.


Consider the condition, function and potential of the existing marina as well as potential for location of a new marina elsewhere in the township; a technical assessment of how a marina facility relates to the township. Secondly there is a community design issue of how to incorporate the shoreline area into the whole community, protect natural assets, and promote connectivity and economic development. They want to provide tools for township strategic thinking. They will assess locations not only as to their ability to house a marina but also as to the implications within the context of the entire community. This is about maximizing resources to benefit the community’s future. They advise not using all of our resources to consider the technical aspects of the physical facility and have nothing left for the broader context. A marina by itself does not promote economic development.


Doher recommends that wind and coastal modeling analyses (wave studies, littoral drift, wind energy, ice studies, hydrology studies) not be done at this phase. It should be done at an intermediate technical analysis phase between feasibility analysis and final engineering, bidding and construction. At this point existing data could be used to determine answers to questions for the first phase. They have been working on Kalamazoo Harbor where there are historically sedimentation issues. Existing data have been used to project solution needs including funding dilemma. In Muskegon they have worked with Torreson Marine prepared some concept drawings over a three –day period based on existing knowledge about Muskegon Lake and the wave, bottomland and ice patterns. Detailed technical studies come at the next phase.


First the core group would identify goals/confirm those in the RFQ/P for the study. Next comes public involvement, particularly including potentially differing points of view and the people who have already been involved with this issue. Officials, property owners, business owners and agencies such as MDOT and TART should be included in the process. The Land Conservancy was mentioned as partnering with the township on land acquisition so they should be included. A fairly small working group would be established to include perhaps 3 key township contacts for day-to-day communication and deliverables. A larger steering committee could consist of the Marina Advisory and/or the Planning Commission who would provide resources, feedback and guidance. Community stakeholders and key decision-makers are in the next layer, and the final layer is the general public. While sounding complicated it streamlines the visioning process.

4. Describe, in moderate detail, your approach to educating the public about the issue, generating enthusiasm for participation in the public process and gathering public input during that process? How do you help the public see all the possibilities beyond those they bring to the process and bring people beyond the usual small set of usual participants?

The proposal given to the township was abbreviated from their normally-suggested 3 to 2. After information gathering they would sponsor an open house where there would not be a presentation but there would be discussion engagement with the public who drop by. At this phase they develop interest and engagement in the process. The second meeting is a “visual listening” session. They might display slides of different types of designs, structures, components or processes, even whole facilities. This helps build understanding of what people do in such projects and what the jargon is (here is a floating dock, here is a fixed dock, here is a boathouse, here’s the type of character that could be developed). At the third session is a workshop where people get to help design. Several ideas will be developed and tweaked, leading to a preferred plan that combines the core ideas in common across the several concepts. Our proposal includes an initial meeting and focus groups with stakeholders with reporting back to the steering committee. The consultant would learn about their issues and would educate the stakeholders in return. For the second meeting they would return with some rough design sketches containing key ideas but not so finished or formal that people are discouraged from contributing to them. Before that meeting the steering committee would have an opportunity to refine the sketches before presentation. They can be flexible and will work as many hours as they can out of a 2-day visit, even meaning two full days of different levels of meetings close together with feedback from the first day feeding progress on the second day. The process details can be refined based on the township’s understanding of what will work and what won’t with its stakeholders.


Doher was the project manager for a public access project on the Detroit Riverwalk. There were a number of privately-owned businesses very close to the Riverwalk and there was a strong feeling that people should have uninterrupted access to the full length of the project area. They came up with a new sheet pile structure off-shore that would be wide enough for the public to use but would not infringe on the operation of the waterfront businesses. They sent some concept sketches to the DEQ on a pre-application basis and the initial response was

that they would never permit a precedent-setting use of the public bottomlands in such a fashion. They revisioned the structure as providing both human access and additional wildlife habitat, and invited the DEQ to Detroit to walk the site and envision the technical, environmental and planning aspects of the suggestion rather than just debating on paper. The event was successful; DEQ became convinced that the precedent was not filling bottomland but creating enhanced public access and positively influencing the river environment. When issues come up you shouldn’t hide from them, and you should not approach a stakeholder by saying “this is what WE want to do.” You need to communicate the desire and ability to work with them to create a win-win situation to achieve success.


Having a working group they can communicate with daily is critical to ensuring that change orders are not a surprise. Some positively impact costs and schedules, but if more time or money is needed it has to be discussed. JJR is service-oriented and start by asking themselves if the client was getting what they wanted without the change order, or if they were then are they seeking to go beyond the original scope. Change orders should never be driven by them, but should always be client-driven; they need to meet our expectations within the approved scope and bid. If they suggest a shift in focus it’s a shift in effort, not an addition of effort. Such shifts will occur as we move through the process and learn things that are not apparent today. In the proposal two months were allocated for contract negotiations; normally they expect to take 2 weeks. Doher suggests that as a start, the township should have whichever team is selected back up for an additional meeting to refine the scope and costs for the contract. His firm is rarely the low bidder, but he feels they provide better value for the bid. Some firms will only bid the items requested even though they know there’s something else that needs to be done to deliver those things. He bids not only the things on the list but the ancillary things that he knows must be done to make it happen. Doher felt one of the smartest things we did was to put an expected price in the RFQ/P, because otherwise we probably would have received identical proposals as those received that likely have price ranges from $35,000 - $40,000, but would have had price ranges from $30,000 - $100,000 for the same services.


If the unexpected occurs, and if possible, the exiting person would bring their replacement for introductions and a smooth transition. A full team would be put in place with a total of over 100 years of experience. Doher has been with JJR for 22 years and working for 30, and only twice has a key member been changed out. Once was due to an interpersonal issue and once was due to an illness. If a replacement had to be made he would try to come with several candidates for the township to select from. They are proposing an integrated, multi-disciplinary team that is under one roof, as opposed to pulling together external subcontractors, and they are experienced and ready to get to work right away.


Sustainability is defined differently in different places, so pinning down this definition locally is a starting point for the approach to analysis and planning. Doher is LEED accredited, so he seeks to use renewable items with minimal manufacturing impacts, using local labor and as much local product as possible, managing and reusing water, and managing stormwater quality and its impacts on the environment. Doug Dennison is on their team because he had lived and researched on Grand Traverse Bay and is very knowledgeable about the impact of development on it.


Most innovation is on the management side in Doher’s opinion. The Clean Marina program is one example. How fueling is handled, how sanitary pump-outs are handles, how facility users are educated on best boating practices are examples. There are a variety of designs and engineering that can be employed depending on the site-specific conditions of the environment, but real innovation comes through best management practices.

Kladder: How do you create “Clean Marinas” and employ other “green” and sustainable principles? How can it be blended with preservation of our natural environment? Dennison send Doher a very long e-mail full of ideas for our project on this front. Fisheries and addressing littoral drift will be key drivers of the process beyond their customary environmental concerns. Doyle added that the highway is a critical factor. The usable land is narrow, and along the shoreline 95% of the surface area is impervious. Doher does not believe it would be economically feasible to build a new marina near the existing one. Expanding the current marina could be a viable option. The current marina is sheet pile construction which poses significant environmental concerns. What can be done to improve the existing construction to improve wave attenuation and wildlife habitat and fisheries? Maybe it would also help with the littoral drift issues?


Doher states there are no current conflicts of interest. Their nearest project was in Traverse City and is complete. None of their staff serves the township and none of their clients are seeking to develop here. If a conflict were to arise they would respect our wishes completely, even if the township felt it had to terminate the relationship. Doyle stated that they worked for the City of Petoskey for a long time when they were approached by the Bay Harbor developer. There was a concern that it could be seen as a conflict of interest if they worked on a nearby project that might compete with Petoskey’s downtown area, so they went to the City management and asked for their direction.

Aukerman asked who they call if they have questions for relevant state agencies? Doher calls Dennison, because he has strong contacts with people at all of the agencies. At MDOT they would start with Rise Rasch at the local TSC. Doher noted that the Army Corps of Engineers is another important contact. Dennison is their liaison to environmental and technical agencies, and they have former agency employees on staff.

Breederland asked for a description of Fekete. Doher and Doyle gave him a glowing report. He is their company-wide quality assurance person – “an engineer’s engineer.” He is level-tempered and delivers top-quality totally integrated product.

Kladder asked who would address economic feasibility? Bruce Lunde is the Marina Operations expert as to operations, maintenance and finances. He has constructed and operated many marinas and is nationally know. Grant identification and expertise would come from Doher and Dennison. Dennison helped Traverse City in this regard, and has been on the Fisheries Trust Board.

Doher asked if it was appropriate that they brought a subset of their team; based on our instructions they interpreted that we wanted to have an intense conversation with the people with primary responsibility on the team. He stated that his firm has a national perspective on waterfront development that they apply to all their clients. They are working nationwide and abroad with a group that focuses on waterfront and stays abreast of trends. The depth of resources goes beyond the local office and extends throughout the entire firm. JJR has a proven process, waterfront expertise and satisfied clients. They are very service oriented and do want to sit down with us to jointly write the final scope of services leading to a contract, and so that we know firmly what will be delivered and on what dates and a well-rounded process.



JANUARY 27, 2010, 1:00 P.M. – 2:00 P.M. PREIN & NEWHOF

MEETING CALLED TO ORDER AT 1:00 p.m.

Members present: J.Aukerman, W. Kladder, S. Vreeland, L. Wikle Members excused: D. Krause Also present: Mark Breederland, MI Sea Grant Representing Prein & Newhof: Mark Lee, principal project manager and structural inspections and design James Hegarty: tunnel and pedestrian bridge expertise R. James Morgan, RJM Design: landscape architect and land use planning Jason Washler: transportation expertise, coordination with MDOT regarding US 31 Matt Bingham (by phone): economist, Veritas Economics, assessing marina demand and potential cash flow vs. cost.


Review feasibility of acquiring and upgrading existing marina to modern standards, and/or potential relocation to a different site. Preliminary investigations indicate that the DNR might not be willing to provide necessary permits for relocation. Shallow shoreline is viewed as a valuable fisheries resource and preliminary they might not entertain a new bottomlands lease. Establishing an answer to this question would be a key first step, as it would perhaps eliminate some sand transport study work need and allow us to focus on the existing marina facility and their dredging records. They often find dredging records more reliable than theoretical sand transport studies. Early on they would also recommend substantial contact with MDOT regarding potential transportation issues on US 31. Safe access to the public shoreline is critical to the project, and the community will likely want to beautify the corridor and engage in traffic calming in the project area. Walkability to the township center is also critical. After these questions are answered, stakeholder meetings would be held to gather public input on project design. Inspection of the existing marina, including underwater, structural and electrical studies is important before key meetings occur as well.


Lee spoke with Paul Peterson at DNR Waterways recently to ask a question. Mr. Peterson said that including everything necessary for a DNR preliminary engineering study grant might be beneficial, and this would include wave analysis, sand transport, economic studies and permits as required for activities such as expansion. The DNR has a grant cycle in which they will fund 50% of preliminary engineering studies; applications are due by April 1 but answers often don’t come until September so if we wait for the grant we might be set back a full year.


The people at this table, MDOT, DNR Waterways.

4. Describe, in moderate detail, your approach to educating the public about the issue, generating enthusiasm for participation in the public process and gathering public input during that process? How do you help the public see all the possibilities beyond those they bring to the process and bring people beyond the usual small set of usual participants?

Lee suggested that early meetings have limited participants to get past key issues, but opening the process to the broader public at the design phase. Morgan specializes in the land use planning and would be asked to develop graphics to facilitate the meeting. Hegarty would be asked to do substantial grant writing, and would use the local radio, print and television media to encourage people who might not ordinarily attend a public meeting to come and participate. It may not be the best avenue for public education. Lee feels that it would be beneficial to start with the DNR, DEQ and MDOT to find out what their limits would be on our possibilities, and then take that subset of possibilities to the public for their input. Morgan indicated that beginning a charrette with an explanation of designs and opportunities it can open people’s thinking. Bingham would work to optimize the marina facility to meet the needs of the community. He specializes in recreational resource demand and evaluating available options/substitute sites and how far people have to travel to get to them. Then he can evaluate the impact of design and amenity packages on pricing. DNR would require a marketing study to demonstrate that a facility is supportable and will provide an appropriate return on investment and ability to pay for continuing improvements to keep the facility competitive over time. Studies on the East Coast and in Wisconsin have evaluated ROI from improving facilities on visitation to those facilities, what people are willing to pay to use those facilities and have compared the amount of usage expected at a variety of price points.

Wikle asked about analysis of the impact of improved facilities on the broader local economy. A multiplier effect of new jobs and economic development is generally associated with improved boating facilities. This multiplier is generally applied once a good sense of the change in visitation rate is established.


A project in Ludington involved digging a 9-acre marina basin on an old industrial site. During the course of the project new information was revealed about the extent of environmental contamination from a former plating facility that caused changes. A sheet pile wall was installed to hold contaminated water back until it could be remediated. What hadn’t been known was that coal from the old railroad/car ferry operation on the site had lead associated with it, resulting a substantial amount of soil potentially contaminated beyond acceptable levels. After consulting with the DNR, they were allowed to scrape down and consolidate contaminated topsoil and blend it with non-contaminated soil to reduce lead levels to acceptable background levels. They were able to change gears quickly and not incur financial penalties for construction delays. It helped that the DNR was already involved in cleanup of the plating facility. Morgan added that another significant challenge was relocation of US 10, which used to go through where the marina site is today. A park, some condominiums, a restaurant and other commercial facilities were developed along with the

marina. Usually something comes up no matter how much advanced research you do, and they are experienced in moving past those issues and getting regulatory agencies involved and informed early on before a problem can arise.


If an extra cost is fairly small the firm may simply perform the new task within the price for the original scope of service. If the cost is larger they work with the client to agree on a changed scope of service and pricing. They feel that our general budget is fairly reasonable for the project. Much of the planned scope of work may be eliminated if we learn at the outset that the DNR will not consider an additional or relocated bottomlands lease. Excess meetings or going down a fruitless path for too long are the biggest budget-breakers and they do what they can to avoid these difficulties. Initially there are 3 public meetings proposed; one for preliminary planning and brainstorming, one for refinement particularly after agency input, and one for finalizing the plan. Visual materials are important, as people react better generally to images than to extended reading.


Hegarty and Lee both would have a significant understanding of the project, so Hegarty would step into project management if needed. He has had experience in such situations when a partner he was working with on a project passed away unexpectedly. Lee has been with Prein & Newhof for 23 years, Washler for his entire 17-year career and Hegarty for 16 years. This is a very stable firm. Morgan is well-qualified, but if something happened to him the firm has relationships with a number of well-qualified landscape architects/land use planners. Hegarty’s specialty is not marine design as Lee’s is, but he is confident that he has an excellent education, experience, the ability to ask the right questions and get the right answers and that there are people in the firm with appropriate marine design expertise who could be drawn into the project if something happened to Lee. Lee has several people working on his team on current marine projects downstate that would be able to carry on with the technical design details while Hegarty assumed the lead in project management. The have one of the lowest turnover rates for civil engineering firms in the state.


For every Great Lakes project this is taken into account. Critical wave height, usually wind-driven, is assessed. Design is performed subject to waves within the “vertical zone” minimum and maximum water levels. Lee has never had a project subject to erosion due to poor planning.


Floating docks have become popular in recent years. There are trade-offs as compared to fixed-pier docks. Floating docks can be safer and have less ice protection concerns. Annual

maintenance costs can be somewhat higher. Lee’s personal innovation has been to design smaller marina structures without electricity using PVC pipe to create a casing around a structural member. Ice will not attach to PVC pipe. Last year when it was very cold and icy, fishing piers he developed this way help up very well and there has been some thought of adding it to older pilings. The pilings also don’t have to be set so deep because you don’t have to compensate for ice lifting – the depth can be reduced by up to a third. Lee also works on sewers and works with PVC pipe in that context, and he had learned about PVC wrapping. The issue was how to prevent fasteners from being ripped out by ice. On new structures he employs PVC from the top to the bottom of the structure, bolted at the top. One problem is that in hard water conditions there is discoloration, but if you keep the PVC stained any aesthetic concerns could be mitigated. Hegarty and Lee also believe they could develop a continual dredging system that would relieve the need to bring in dredgers periodically. They haven’t implemented one yet. It would sense sediment depth and automatically dredge. A pumping and deposit area would be required. If they could find a suitable project they could apply for a grant to test the idea. One of the biggest expenses in dredging is getting a barge in place and the number of days it can operate, and this would mitigate two of those issues.

Kladder: How do you create “Clean Marinas” and employ other “green” and sustainable principles? How can it be blended with preservation of our natural environment? Sustainability to Lee means something that will last until the material dissolves, which for rock and metal is a very long time. It also includes economic feasibility, or planned ice protection based on “degree days.” Choosing equipment that will be effective in doing the job and economical is important to operations and maintenance. Lee indicated that if certain things occur at the marina such as boat cleaning or fueling, there would need to be some special facilities in place to handle them in an environmentally appropriate way. Brining existing fuel tanks and lines up to current standards could be a potential significant cost. Stormwater management using porous pavement and directing runoff to a bioswale or raingarden is a good idea. To manage blowing sand, such systems would have to be low maintenance. In our situation parking will be an issue, and it could be beneficial if the township could obtain parking space on the east side of US 31 in terms of freeing up shoreside green space. Use of appropriate plantings, pitching runoff away from the bay and processing water though a bioswale before water reaches the bay would be desirable. In Whitehall Township they are designing a “complete street” employing many of these principals to treat runoff water and detain it as much as possible before it reaches its final destination. Having water infiltrate as much as possible reduces contamination to ultimate ground and surface water outlets.


They do not perceive any conflicts of interest. Locally they have worked on the Boardman Dams issue and have also worked recently on the septage treatment plant issue. They are aware that some parties have raised the latter as a potential conflict of interest, but they don’t believe this is the case. Their firm works with so many municipalities that they turned down a $1 million fee because a potential developer client wanted to create a project in a township they represented. They are very respectful of this issue. Lee has been approached by developers asking if they would like to participate in a project in a client township, and the

first thing he does is call the client township and ask if they would have a problem. If they say yes, he turns down the job.

Wikle: if we hire you, how do you assist with us in seeking funding? Lee stated that all of the team members would bring to our attention any grants that seem pertinent to the project. They are very aware of opportunities and have relationships with many of the contacts at the programs. If there would be an additional cost beyond that quoted for the project scope they would let us know first. In this case they are eyeing DNR Waterways and the DNR Trust Fund, perhaps the Fisheries Trust and Coastal Zone Management. Sometimes making a call and asking good questions early on to grant coordinators makes all the difference, and sometimes the design is influenced by what grants are available for what purposes. They are handing out a new grants pamphlet and giving two lectures on the topic at the MTA convention over the next day or two.



JANUARY 27, 2010, 10:30 a.m. – 11:30 a.m. GOURDIE FRASER/UDA/DR. GUY MEADOWS/PROGRESSIVE AE

MEETING CALLED TO ORDER AT 10:30 A.M.

Members present: J.Aukerman, W. Kladder, S. Vreeland, L. Wikle Members excused: D. Krause Also present: Mark Breederland, MI Sea Grant Representing Gourdie Fraser/UDA/Dr. Guy Meadows/Progressive AE: Joe Elliott, President of Gourdie Fraser: oversight and quality control Brian Boals, Project Manager of Gourdie Fraser, prime contact/consultant. Municipal and coastal engineering experience. Coordination of special resources. John Schlak, United Design Associates: marina design Jim Marshall, United Design Associates: specialist in weather, waves and ice studies, coordinating with marina design.


Recognition of shoreline preservation plan pursuant to public process. Marina advisory committee is recommending incorporation of a municipal marina. As a start, need to focus on shoreline preservation area and establish advantages or disadvantages to establishing a municipal marina within it relative to site specifics and factor such as parking and US 31. Full municipal ownership, not public/private. Coastal issues of littoral drift and sediment transport to be considered. Potential for working with Tribe for their input and/or partnership opportunities. Elliott was involved with proposed Tribal marina in Peshawbestown, considerations of which date back 20 years or more. An off-shore marina has been permitted there; obtaining off-shore permits/bottomlands leases is difficult and time consuming. Similar challenges with highway tight to shoreline. They performed a full fisheries study before embarking on the permitting process, which was a crucial step.

Dr. Guy Meadows is a professor at University of Michigan who specializes in coastal littoral drift and sedimentation and is seen as a national expert. Impacts site selection and long-term maintenance.


Feel this should be done now; important to have as much information as possible up front to determine appropriate marina design and orientation. Ice is a factor along with wave impact. This is necessary to a solid preliminary cost estimate. Weather data over 38 years for the area is evaluated in conjunction with Great Lakes ice research to predict depth of ice and general ice conditions. Programs have been written to assist with the data analysis. Number of “freeze degree days” is determined to predict ice thickness. Locality factors are part of the equation. Predictions have been fairly accurate, and the number of freeze degree days in the data indicate either support for global warming and/or evidence of planetary cyclical weather patterns. Recommend a general wave study to select appropriate wave attenuation structures.

They understand that dredging is always an important concern on the east side of the bay. Data affects not only design and construction cost but ongoing maintenance expense. Most of cost for a marina tends to be in perimeter structures and dredging.

Kladder: is this a feasibility study or a design project? Boals believes that some basic site planning, facility layout and budgeting are all part of the deliverable results of this project.


The general public is clearly a stakeholder, and there is a baseline perceived long-term need for additional facility space on East Bay. Recreational boating and fishing are key segments, as is Tribal interest in all shoreline matters in this region. In Peshawbestown the marina was intended to be the basis for a sense of place and a village, with gaming support as supplementary. It seems that Acme is primarily placemaking and has already garnered significant public input and made a good start on developing the list of stakeholders.

In Indian River a new boat launch ramp was created that met a clearly pent-up demand. Something that perhaps could have been addressed better would parking space for vehicles and trailers.

4. Describe, in moderate detail, your approach to educating the public about the issue, generating enthusiasm for participation in the public process and gathering public input during that process?

Graphic materials such as PowerPoint presentations would be developed based in information developed from township planning materials and the RFQ/P indicating a perceived need for a marina facility. Opportunities for business, recreational boating and remaining in Acme to access the bay would be stressed through public meetings. They would be prepared to accept public comment and addressed questions raised.

Kladder: how do you help the public see all the possibilities beyond those they bring to the process? Boals indicated that they would discuss potentials for design, support structure and utilites, and in general all of the possible details and amenities that can be incorporated into the modern marina facility. They would explain how a full range of vessels could be accommodated. Elliott stressed explaining to the community not what a marina is, which is basic, but what does it bring to the community in terms of additional businesses and additional personal recreation facilities.


Boals described construction of the boat launch in Indian River. The township had an initial vision and had developed a budget and applied for Waterways grants based on this information developed with the help of a different consultant. The site was difficult in terms of soil conditions (hard pan made sheet pile driving difficult, a lot of clay and high ground water also provided complications.) Engineering can solve any issue given enough money, but it turned out that the initial budget and the grant funding based on it were insufficient to complete the project. Through a “value engineering” process the project was trimmed down

to functional minimums for a municipal boat launch, for instance eliminating asphalt parking in favor of gravel. They were able to bid out a project for the money available, and also were able to secure additional grants from DNR Waterways to improve the parking lot to asphalt after it had been opened for a while and the performance of the gravel surface had been evaluated. The threats to the project could have scuttled it if the project had not been re-evaluated. The project was delayed approximately 1 – 1 ½ years to allow the township to raise additional funding as well as redesigning to close the funding gap.

Wikle: local infrastructure such as manholes in the road shift significantly from time to time, particularly in the key project area. In light of this, how do we decide if the project is even feasible at all? Marshall and Boals stated that we would have to discover why this occurs and determine what impact it has on whether a project can be done and what viable options exist.


Detailed project scopes are established at the outset for achieving goals along with detailed pricing. If modifications are needed they are not moved on unless they are pre-approved. Sometimes the answer depends on the grant agency or agencies and their requirements for changes to the approved budget. Communication is the key. It was difficult to propose a fee structure for the project because they often find that an adjustment should be suggested based on initial fact-finding. It may be that after initial exploration the township would want to change the focal emphasis between project components, in which case a revised scope of work and budget would be suggested. Due to a strong local presence they feel they can be more cost-effective than some other service providers. Gathering all public input and pros and cons into a base plan leads to gathering specific information. Prior to final design there has to be a good grasp of what the project will be and how it should be designed. Environmental aspects need to be factored in, as does the Army Corps of Engineers and DEQ process that is required for working with public waterways. The permit processes are complicated and lengthy (2-3 years), and adaptability is crucial. Even after construction starts unexpected things can happen that require changes in approach. It used to be possible to obtain a preliminary evaluation before entering the formal permit process through the DEQ, and perhaps it would be possible to get them to return to this process before extensive resources are committed to a plan that will be rejected in the formal review process.


Boals would be the primary conduit for services. Elliott would step to provide continuity in case of emergency. He would not be redirected to another project. Elliott has the best alternative background and will be constantly in the loop on the project performing QA/QC.


Floating docks rather than fixed docks would compensate for changing water levels. This can present anchorage problems. In Peshawbestown the beach had to remain walkable throughout

the marina without blockage by breakwalls, and had to remain natural habitat and greenway for wildlife. Terraced stonework was used to maintain the natural look and be helpful to wildlife and walkers, as well as accommodating changing water levels. Creativity and best management practices are employed. Sustainability can come in the form of things such as the 8 wind turbines for the Straits Harbor, which provide most of the electricity for winter ice suppression and a substantial amount of boater electricity needs in the summer. Marina perimeters are designed for durability and to withstand lake level fluctuations of 5’. Floating docks have been lasting about 25 years, but it’s important to note that boats change and utility needs change. The DNR periodically reviews and updates standards for slip dimensions and utilities based on changes to user equipment. Floating piers can be less costly to construct, and proper design to minimize the effect of wind and waves within the harbor minimizes ice damage. However, if the wave analysis is not done property and waves bounce through the facility it affects the durability of the facility. Each site has its own unique issues. In Cheboygan they tried a new rip-rap concept that stepped down similarly to the Peshawbestown design to help people deal with usability at changing lake levels.


In Peshawbestown the walkable beach/natural shoreline were created. They looked at providing facilities to accommodate cruise ships at the docks and for sewage pump-outs. They designed a separate fishing pier to utilize a drop-off in the water. 30-80’ boats could be accommodated, and there would be approximately 100 slips. Straits Harbor has wind turbines for power generation and everything about the site was designed with “green” practices in mind. They earned LEED Gold-level certification.

Kladder: How do you create “Clean Marinas” and employ other “green” principles? At Straits Harbor there is a storm sewer system, but as much as possible water was managed on the surface to direct it through a natural raingarden using carefully selected plantings to absorb the water. The system is designed so that a heavy storm runoff is able to be retained and settled before release into the environment.


Gourdie Fraser has worked for LochenHeath in the past, that development being currently idled. In the past they worked for the Village at Grand Traverse but are not working for them currently. On a personnel level, none of the team working on the marina project would work on private development within the township. Gourdie Fraser also works for the Tribe from time to time (no active contracts), and they are significant landholders within Acme Township. Boals is not involved with the septage treatment plant issue. Elliott is but, UDA is not.

Aukerman: has this team worked on several marinas? Gourdie Fraser was involved in the Peshawbestown marina, and UDA was involved in the Straits Harbor in Mackinaw City. Aukerman asked if they have performed wind and wave studies for any shorelines? UDA has performed 400 studies, many related to East Bay. Changes have been noticed in study results over a 32-year period, from water depth to shoreline changes. Bottom lands creates a difference from site to site.

DRAFT UNAPPROVED

Acme Township Board of Trustees January 20, 2010 Page 1 of 2 Marina Feasibility Study Consultant Selection Committee

ACME TOWNSHIP Marina Feasibility Study Consultant Selection Committee

6042 Acme Road, Williamsburg MI 49690 Tuesday, January 20, 11:00 A.M. MEETING CALLED TO ORDER AT 11:12 A.M. Members present: J.Aukerman, W. Kladder, D. Krause, S. Vreeland, L. Wikle Members excused: None Also present: Mark Breederland, MI Sea Grant The meeting began with a discussion of the process for selecting firms to interview. Each member of the selection committee independently read the six proposals received from:

• Edgewater Group/Abonmarche • Gosling Czubak • Gourdie Fraser Associates/UDA/Dr. Guy Meadows/Progressive AE • JJR • Prein & Newhof • Wade-Trim

Each was given a standardized Qualifications Based Selection (“QBS”) scoresheet for use in identifying their personal perception of the strength of each application in several key areas. Scoresheets received from Aukerman, Kladder, Krause and Wikle were tallied and compiled by Vreeland into an overall ranking spreadsheet. The totals revealed that the individuals’ preferences were similar and the top 4 ranked firms are:

• Edgewater Group/Abonmarche • Gourdie Fraser Associates/UDA/Dr. Guy Meadows/Progressive AE • JJR • Prein & Newhof

Kladder and Vreeland indicated that it had come to their attention through the community “grapevine” that Gourdie Fraser Associates had raised the question of whether it is a conflict of interest for Prein & Newhof to participate in the selection process. Prein & Newhof was selected some time ago by the Board of Public Works to perform an independent assessment of whether Gourdie Fraser and attorney Michael Houlihan employed a reasonable standard of professional care in their work relative to the septage treatment plant. Apparently, one reason why they were selected was that they did not perform a significant amount of work in this region and were felt to be truly uninterested and independent. Committee discussion noted that the Prein & Newhof investigation findings were released a few days ago, but after the township’s selection process was underway, and that they were not favorable to Gourdie Fraser. There was a general feeling that no conflict of interest actually exists, but that a) we would check with our legal counsel for their opinion, and b) if it were determined that a conflict existed with considering Prein & Newhof and they are eliminated from consideration on that basis, the committee feels it would also be inappropriate to interview Gourdie Frasier due to their involvement in the situation. Either both firms will be interviewed or neither. If neither is interviewed after seeking legal counsel, only the remaining two top-scoring firms will be interviewed. Discussion turned to developing a list of standardized questions to be asked of all applicants. It was decided that applicants would be asked not to bring PowerPoint presentations or a significant number of storyboards or handouts; instead we would like to focus on in-depth discussion beyond the presentation materials.

DRAFT UNAPPROVED

Acme Township Board of Trustees January 20, 2010 Page 2 of 2 Marina Feasibility Study Consultant Selection Committee

Interview times were set for January 27 from 9-10 a.m., 10:30 – 11:30 a.m., 1:00 – 2:00 p.m. and 2:30 – 3:30 p.m. The committee will deliberate on a recommended firm at 4:00 p.m.


MARINA FEASIBILITY STUDY CONSULTANT CANDIDATE INTERVIEW REVIEW

JANUARY 27, 2010, 4:00 – 5:00 P.M.


Members present: J.Aukerman, W. Kladder, D. Krause, S. Vreeland, L. Wikle Members excused: None Also present: Mark Breederland, MI Sea Grant Everyone began by silently reviewing their personal notes, the minutes taken by Vreeland and pictures of each candidate team taken by Kladder to help people with a visual reminder of who we have met today. Key issues concerning the group are: conflict of interest issues, green development issues, public communication and how well they “get” the township, and project phase and scope definition, importance of financial feasibility study, Conflict of Interest: Wikle feels that Gourdie Fraser may have too deep a conflict of interest in terms of their service to the Tribe. The Tribe is a stakeholder in the process. Most firms indicated they would talk to us first in case of a problem, but not Gourdie Fraser. Environmental Issues: Most mentioned LEED certification and construction of projects at various LEED score levels. Wikle feels that Manistee is an outstanding example of Edgewater’s ability to put the talk in to practice. There was general consensus that overall Gourdie Fraser’s presentation was weak. They identified few stakeholders, and their proposal seemed more technically oriented, lacking enthusiasm or a sense of cohesiveness as a team. They seemed more prone to design something independent of public input rather than welcoming the public into the process to have an impact from the ground up. By consensus they were eliminated from consideration. Public Communication: JJR and Edgewater were seen as very strong in this arena procedurally. There was appreciation for Prein & Newhof’s idea about talking to the key agencies first to find out what ideas should be off the table as not permitable and then presenting the remaining possibilities to the public for the process. Krause stated that JJR is particularly strong in the public communication arena. Breederland observed that JJR and Edgewater did side-by-side projects in Leland. Checking references is crucial, and calling Leland to see how the two firms are perceived comparatively could be particularly helpful. JJR was generally felt to have a good process. Economic Viability, and the ability to tell us if the number just won’t pan out: Edgewater addressed this question immediately, but JJR did not, and it is less evident as to how strong their team would be in this regard. Prein & Newhof also seemed stronger in this regard. Breederland noted that Veritas was a subcontractor on the Boardman Dams study, but felt the information they provided could have been provided otherwise for less money. People were generally impressed with Bob Bogner’s (Edgewater) financial expertise. Breederland noted that there is a website called www.marinaeconomics.com that is a free on-line tool that is easy to use and relevant to the Great Lakes. Krause observed that the RFQ/P wording may have conveyed to many firms a stronger existing pre-supposition that the project is economically feasible than we actually have, so they may have de-emphasized this portion of the project in their approach. Project Phase & Scope Definition: Some firms felt that detailed technical studies are necessary now, and seemed to be recommending inclusion of more detailed engineering in this phase, while some felt

that general data already available are sufficient to do some project visioning. The group tended to feel the latter approach was more appropriate. General consensus was that the leading two firms after the interviews are Edgewater/Abonmarche and JJR. References will be checked on these two firms. We feel we should go back to JJR and ask them again about the economic feasibility side of the project; everyone is very comfortable with Edgewater’s addressing this. Background check questions should include questions about tendencies to have add-on charges, and seeking information about both positive and negative aspects of their experiences. Several people were concerned that JJR did not bring their project manager to the meeting, nor did they offer to conference them in. Other questions to ask references would be whether the public input process was conducted well and appropriately, and how well did they interface with the agencies involved. Delivering on the expected timeline is also important. Meeting adjourned at 5:43 p.m.

MARINA FEASIBILITY STUDY CONSULTANT CANDIDATE REFERENCE CHECK REVIEW

FEBRUARY 22, 2010, 4:00 – 5:00 P.M.


Members present: J. Aukerman, D. Krause, S. Vreeland, L. Wikle Members excused: W. Kladder Also present: Mark Breederland, MI Sea Grant Wikle has been making calls to various individuals who might be helpful as references regarding past marina and waterfront work performed by JJR and by Edgewater Group/Abonmarche. She provided written summaries of her calls. JJR received compliments from Russ Soyring of Traverse City for their work in running public processes and creating a general master plan for past projects. There were no financial or performance surprises. Members of the public involved in the process felt involved, informed and like at the end of the process they understood and supported the outcome. Mr. Soyring would be extremely willing to hire them again for the same type of work. Wikle discussed the Edgewater Group with Cyndy Fuller from Manistee. While both firms listed her as a reference, she was not personally well enough acquainted with JJR to want to speak about them. The Harbor Village project on which Edgewater worked has been well-supported by the public. There were no project financial or performance surprises; the surprises came in the form of environmental and permitting issues uncovered as a result of the process. Edgewater was able to act on behalf of the community to resolve potential ongoing permitting issues. She indicated that if she were planning a new marina they would be the only firm she would want to work with. Wikle has calls in to several other places such as Elk Rapids and Fishtown and is awaiting further call-backs. Breederland was particularly interested in hearing from Leland Harbor because he understands that there were some financial difficulties involved with their project in 2008, some related to design, some related to construction and some related to state permitting and reimbursement cash flow. Aukerman is most concerned for this phase of the project with the economic feasibility study and how well a firm performed in bringing back a financial analysis demonstrating both potential strengths and potential weaknesses in proceeding. Edgewater discussed their financial analysis skills more strongly than JJR. Breederland also noted that Edgewater has developed marinas. Krause observed that JJR is a great urban design firm, but Edgewater concentrates solely on marinas. Motion by Krause, support by Aukerman to have a vote on which firm would be supported for selection. Motion carried unanimously. Wikle asked how many would select Edgewater: the group unanimously chose them to recommend to the Board. Meeting adjourned at 4:43 p.m.

Documents

Marina Feasibility