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Working with Small Communities
APA-WI 2017 Annual Planning Conference
Getting there together: Bridging the Divide
October 27, 2017
Presented By:
Timothy Schleeper, PE
Katherine Westaby, AICP
Bryan Gadow, AICP
v i s i o n t o r e a l i t y
October 27, 2017
Road Map for Discussion
• Introductions
• About New Glarus
• Town and Village Quick Facts
• Common Small Town Issues• Common Small Town Issues
• Tools for working with small communities
• Questions?
Katherine A. Westaby, AICP
• Community Development Consultant
with Vierbicher
• Private and municipal development
experience, specializing in:experience, specializing in:
– Comprehensive Plans
– Housing Studies
– Outdoor Recreation Plans
– Policy
– Workflow and Processes
– Alderperson for my local community
Bryan Gadow, AICP
• Village Administrator of New Glarus
• 10+ Years of municipal development
experience, specializing in:experience, specializing in:
– Land Use and Zoning Review for the Village
– Municipal Finance and Budgeting
– Economic Development
Timothy Schleeper, PE
• Vierbicher Project Manager
• Civil Engineer, B.S. UW-Madison 1993
• 20+ Years of private and municipal
engineering experience, specializing in:engineering experience, specializing in:
– Municipal infrastructure reconstruction (streets,
sewer, and water)
– New private developments (subdivisions, urban
site redevelopment)
– Construction and technical design
Vierbicher Profile
• Community Planning and Civil Engineering firm
– Wisconsin Based
• Started in 1976 in Reedsburg
• Offices in Madison, Milwaukee Metro,
Reedsburg, Prairie du Chien
• 60 Employees
– Clients in Wisconsin, Iowa and Illinois
• Primary Services• Primary Services
• Comprehensive Planning
• Economic Development
• Urban Design & Concept Plans
• Landscape Architecture
• Municipal Infrastructure & Subdivisions
• Surveying and Land Divisions
• Stormwater Plans and Water Quality
Management
About the New Glarus Area
• Green County Communities
– 17 miles north of Monroe
– 30 miles southwest of Madison
– Trail head for the Sugar River Trail
• Town of New Glarus
– 20,000 acres
– Population of 1,400
– Expected to grow to 2,020 by 2040.
• Village of New Glarus
– 1,140 acres
– Population of 2,150
– Expected to grow to 2,280 by 2040
About Village of New Glarus
• Known as “America’s Little Switzerland”
− Additional growth and economic development is limited
• Significant valley / ridge topography
• Floodplain / Wetlands limit expansion near Sugar River
and tributaries
− Local economy is predominately tourism-driven
• Limited large manufacturers such as the New Glarus
Brewing Company, Jack Links, and Planet Wise.
– Limited land available for multiple family developments,
unless areas are rezoned for higher density.
– Village is surrounded by the Town of New Glarus, providing
challenges for future growth opportunities.
About Village of New Glarus
• Village – Town Relationship
– Village is looking for additional growth, Township is more
cautious, wanting to maintain rural character.
– Cordial, but lack strong partnership (each does own thing)
– Joint Park and Recreation Committee meets twice per year– Joint Park and Recreation Committee meets twice per year
to discuss issues of shared interest.
– Unsuccessful Cooperative Boundaries Agreement in 2006
previously setback relations.
– Currently working to explore areas for future partnership
(e.g. Recreation District, Library funding).
Towns – Quick Facts
• Powers and Duties: Chapter 60 of State Statutes
• Governance:
– An elected Town board (Chair and 2-5 supervisors)
– An elected or appointed clerk and treasurer or combined
office of clerk-treasureroffice of clerk-treasurer
– Constables, Assessors, Patrolmen
• Services: All Towns must:
– Operate local polling places for elections
– Conduct property tax assessment, dispute procedures,
billing and collection
– Ensure fire protection and ambulance service
– Ensure that there is a recycling program
– Maintain Town highways.
Towns – Quick Facts
• “Town”: A “town” is a form of local
government. A “township” is a geographic
surveyor’s unit measuring six by six miles
square. Many towns, but far from all, have
roughly the dimensions of a township. There
are 1,255 Towns in Wisconsin
30.1
69.9
Population
Percentage
are 1,255 Towns in Wisconsin
• Citizens: 1,709,491 Wisconsinites live in a
town, or 30.1% of the state’s population.
• Land Area: 95% of Wisconsin’s land area is
within a town.
• Transportation: Towns maintain 61,996 miles
of town highways. That is approximately half
of the 112,362 miles of public highways of all
types (federal, state, county, city, village and
town) located within the State of Wisconsin.
95
5
Land
Percentage
Village Quick Facts
• “Village”: A ”village” is an autonomous incorporated area within
one or more counties. It provides various services to its residents
and has a degree of home rule and taxing jurisdiction over
them.
• Citizens: 869,515 Wisconsinites live in a village, or 15% of the
state’s population.state’s population.
• Size: In order to incorporate as a village, a community must have
at least 150 citizens if it is in a rural area, or 2,500 if it is in an urban
area.
• Governance: Villages are governed by a Village President and a
Board of Trustees. Village officers include a president, clerk,
treasurer, and assessor. Villages may also elect to hire a village
manager to oversee day-to-day operations instead of an
elected Village President.
Town Vs. Village Governance
• “Home Rule”: The right to local self government including
the powers to regulate for the protection of the public
health, safety, morals, and welfare; to license; to tax;
and to incur debt.
• Towns have less authority than villages and cities; they do not• Towns have less authority than villages and cities; they do not
have home rule granted to them by the state, but instead have
only the specific powers granted to them under state statute.
Unincorporated Areas?
• Administered by a town or municipality in
which they exist. They serve as a useful local
reference to specific places and are
important references and sometimes
included in vital records.
• Many of these named places contain a small• Many of these named places contain a small
cluster of houses, a church or local business
such as store or tavern.
• They do not have any governmental
function.
Town & Village Issues
People
Priorities /
Identity
Development
IssuesBudget Services
Budget Issues
• Limited sources of local revenue (property taxes)
• State funds are stretched and in demand
• Many pots to fill!
– Road Maintenance– Road Maintenance
– Fire / EMS / Police
– Staff
– Parks & Recreation
– Buildings and Equipment
People Issues
• Governance
– Neighbors governing neighbors
– Most who serve are not “politicians”
• Staffing
– Many Towns have part time Clerks/Treasurers/Maintenance– Many Towns have part time Clerks/Treasurers/Maintenance
– “Large” projects require significant volunteerism to move
forward
– Village staff “wear many hats”
• Constituents
– Variable levels of engagement
– Often only react to “big” issues
Priority & Identity Issues
• Budget and Governance
– Who sets priorities?
– Reduce / Conserve / Maintain / Enhance / Grow
• Community Identity• Community Identity
– Are we:
• Rural / Agricultural?
• Residential / Bedroom?
• Tourism / Entertainment?
• Manufacturing / Business?
• Recreational / Environmental?
Development Issues
• Costs
– New roads and infrastructure have to be maintained
– Low density costs more than compact development
– Approval Process takes time (staff time, consultant time, Board time)
• Attitude towards development• Attitude towards development
– Loss of community character / identity
– Opposition to ‘excessive’ regulations
– Hesitant to use consultants for help (planners, engineers, attorneys)
• Record Keeping
– Land division information is often not in one place
– Staff knowledge of “process”
Service Issues
• Road Maintenance / Snow Removal
• Fire protection / EMS / Police
• School / Library
• Parks / Recreation
• Garbage / Recycling / Brush collection• Garbage / Recycling / Brush collection
• Internet / Connectivity
• Demand increases due to changing population
– “Urban” residents moving to the “country” (City / Village to Town)
– “Rural” residents moving to the “city” (Town to Village)
– New businesses and business expansion (Development /
Redevelopment)
– Home business and virtual offices
The Challenge
As governing council members change, municipal staff change and
budgets remain lean; a consistent presence is needed to bridge these
transitions to maintain community plans and carry infrastructure projects
forward. However, how can small communities without full-time
professional staff, or budgeted consulting staff provide this consistency?
Bridging the Budget Gap
• Develop a 5 year Capitol Improvement Plan
– Identify needs and projects
– Prioritize based on collaboration with staff / constituents
– Determine how the needs and projects are funded
• Leverage grant and public funding programs
– Wisconsin DNR, Wisconsin Economic Development
Corporation (WEDC), Wisconsin Department of
Transportation (WisDOT), Wisconsin Department of Tourism,
United States Department of Agriculture (USDA)
– Tax Incremental Funding
• Learn More with the Vierbicher Bulletin
https://www.vierbicher.com/vierbicher-bulletin/
Funding Sources
• USDA Rural Development Community Facilities –
No Deadlines
– Maximum loan 100% of project cost
– Maximum grant limited grants available
– Eligible communities – Less than 20,000 population
– Eligible projects – Municipal buildings, fire stations, police stations,– Eligible projects – Municipal buildings, fire stations, police stations,
libraries and health clinics
• USDA Rural Development Rural Utilities – No Deadlines
– Maximum loan 100% of project cost
– Maximum grant 0% to 75% depending on median income
– Eligible communities – Less than 10,000 population
– Eligible projects – Municipal wastewater system improvements,
municipal drinking water system
Funding Sources
• WDOT STP Urban & Rural – Deadline July 10, 2017
– 80% funding for street improvements for local roadways classified as collectors or above.
• WDOT Local Road Improvement Program (LRIP) –
Deadline Nov. 1, 2017
• DOT Alternatives Program – Deadline Jan 29, 2018
– Program replaces the transportation enhancement, Recreation Trails, and Safe Routes to– Program replaces the transportation enhancement, Recreation Trails, and Safe Routes to
School.
– 80% Funding available for eligible costs
• WDNR Knowles-Nelson Stewardship Grant – May 1st
– Requires CORP within last 5 years
– Requires 50% match
• WDNR Recreational Boating Facilities Grant – February 1st
(potential funding)
Bridging People Issues *
• Attitude is key
• All who serve deserve clear, thoughtful, accurate
documents to review
– Prepared by staff and consultants for the Board
– Prepared by petitioners for review by the Board– Prepared by petitioners for review by the Board
• Working with staff and boards to understand and
interpret ordinance and planning documents in plain
language
• Consultants should be an extension of staff
• Engage constituents meaningfully and with purpose
*From our perspective
Collaboration
“A collaboration is a purposeful relationship in
which all parties strategically choose to
cooperate in order to accomplish a shared
outcome.” – Hank Rubin, Institute for Collaborative Leadership
Effective Leadership requires collaboration
outcome.” – Hank Rubin, Institute for Collaborative Leadership
“Collaboration needs a different kind of
leadership; it needs leaders who can
safeguard the process, facilitate interaction
and patiently deal with high levels of
frustration” – Rosabeth Moss Kanter, Harvard Business School
Collaboration
“Getting value from difference is at the heart
of the collaborative leader’s task… they
have to learn to share control, and to trust a
partner to deliver, even though that partner
may operate very differently frommay operate very differently from
themselves.” – David Archer and Alex Cameron, authors
“Collaborative Leadership, How To Succeed In An Interconnected World”
Development Barrier Tools - 1
• Plans
– Mapping is a powerful tool that is underutilized
– Create a map of land divisions (past and future)
– Determine areas for growth and preservation
• Attitude towards development• Attitude towards development
– Everyone should benefit from thoughtful development
– Ordinances are the roadmap developers use to guide them
– Developers should be expected to follow procedures and
standards presented in the Ordinance
– Development is a risk and can be expensive:
• Caveat emptor!
• If you want it don’t ‘add on’ to make it financially unsustainable.
Development Barrier Tools - 2
• Ordinances and Guides
– Update strategic and policy documents to:
• accommodate growth through compact and contiguous
development
• consider using “Smart Growth” approaches to create compact,• consider using “Smart Growth” approaches to create compact,
walkable, mixed-use places
• Use Cluster Development to Transition From Town to Countryside
– Create Annexation Policies and Development Standards That
Preserve Rural Character
– Plan and Encourage Rural Commercial Development
– Address Premature and Obsolete Subdivisions
– Incorporate Fiscal Impact Analysis in Development
Coordinating Planning Efforts
• Sharing Information
– Committees and Commissions should be aware of all planning
efforts…EARLY
– Collaborate with others to find solutions for the efficient delivery
and funding of local government services consistent with theand funding of local government services consistent with the
needs of citizens.
Questions, Answers, Discussion
Katherine A. Westaby, AICP Timothy Schleeper, PE
608-821-3976 608-821-3959608-821-3976 608-821-3959
www.vierbicher.com

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Working with Small Communities

  • 1. Working with Small Communities APA-WI 2017 Annual Planning Conference Getting there together: Bridging the Divide October 27, 2017 Presented By: Timothy Schleeper, PE Katherine Westaby, AICP Bryan Gadow, AICP v i s i o n t o r e a l i t y October 27, 2017
  • 2. Road Map for Discussion • Introductions • About New Glarus • Town and Village Quick Facts • Common Small Town Issues• Common Small Town Issues • Tools for working with small communities • Questions?
  • 3. Katherine A. Westaby, AICP • Community Development Consultant with Vierbicher • Private and municipal development experience, specializing in:experience, specializing in: – Comprehensive Plans – Housing Studies – Outdoor Recreation Plans – Policy – Workflow and Processes – Alderperson for my local community
  • 4. Bryan Gadow, AICP • Village Administrator of New Glarus • 10+ Years of municipal development experience, specializing in:experience, specializing in: – Land Use and Zoning Review for the Village – Municipal Finance and Budgeting – Economic Development
  • 5. Timothy Schleeper, PE • Vierbicher Project Manager • Civil Engineer, B.S. UW-Madison 1993 • 20+ Years of private and municipal engineering experience, specializing in:engineering experience, specializing in: – Municipal infrastructure reconstruction (streets, sewer, and water) – New private developments (subdivisions, urban site redevelopment) – Construction and technical design
  • 6. Vierbicher Profile • Community Planning and Civil Engineering firm – Wisconsin Based • Started in 1976 in Reedsburg • Offices in Madison, Milwaukee Metro, Reedsburg, Prairie du Chien • 60 Employees – Clients in Wisconsin, Iowa and Illinois • Primary Services• Primary Services • Comprehensive Planning • Economic Development • Urban Design & Concept Plans • Landscape Architecture • Municipal Infrastructure & Subdivisions • Surveying and Land Divisions • Stormwater Plans and Water Quality Management
  • 7. About the New Glarus Area • Green County Communities – 17 miles north of Monroe – 30 miles southwest of Madison – Trail head for the Sugar River Trail • Town of New Glarus – 20,000 acres – Population of 1,400 – Expected to grow to 2,020 by 2040. • Village of New Glarus – 1,140 acres – Population of 2,150 – Expected to grow to 2,280 by 2040
  • 8. About Village of New Glarus • Known as “America’s Little Switzerland” − Additional growth and economic development is limited • Significant valley / ridge topography • Floodplain / Wetlands limit expansion near Sugar River and tributaries − Local economy is predominately tourism-driven • Limited large manufacturers such as the New Glarus Brewing Company, Jack Links, and Planet Wise. – Limited land available for multiple family developments, unless areas are rezoned for higher density. – Village is surrounded by the Town of New Glarus, providing challenges for future growth opportunities.
  • 9. About Village of New Glarus • Village – Town Relationship – Village is looking for additional growth, Township is more cautious, wanting to maintain rural character. – Cordial, but lack strong partnership (each does own thing) – Joint Park and Recreation Committee meets twice per year– Joint Park and Recreation Committee meets twice per year to discuss issues of shared interest. – Unsuccessful Cooperative Boundaries Agreement in 2006 previously setback relations. – Currently working to explore areas for future partnership (e.g. Recreation District, Library funding).
  • 10. Towns – Quick Facts • Powers and Duties: Chapter 60 of State Statutes • Governance: – An elected Town board (Chair and 2-5 supervisors) – An elected or appointed clerk and treasurer or combined office of clerk-treasureroffice of clerk-treasurer – Constables, Assessors, Patrolmen • Services: All Towns must: – Operate local polling places for elections – Conduct property tax assessment, dispute procedures, billing and collection – Ensure fire protection and ambulance service – Ensure that there is a recycling program – Maintain Town highways.
  • 11. Towns – Quick Facts • “Town”: A “town” is a form of local government. A “township” is a geographic surveyor’s unit measuring six by six miles square. Many towns, but far from all, have roughly the dimensions of a township. There are 1,255 Towns in Wisconsin 30.1 69.9 Population Percentage are 1,255 Towns in Wisconsin • Citizens: 1,709,491 Wisconsinites live in a town, or 30.1% of the state’s population. • Land Area: 95% of Wisconsin’s land area is within a town. • Transportation: Towns maintain 61,996 miles of town highways. That is approximately half of the 112,362 miles of public highways of all types (federal, state, county, city, village and town) located within the State of Wisconsin. 95 5 Land Percentage
  • 12. Village Quick Facts • “Village”: A ”village” is an autonomous incorporated area within one or more counties. It provides various services to its residents and has a degree of home rule and taxing jurisdiction over them. • Citizens: 869,515 Wisconsinites live in a village, or 15% of the state’s population.state’s population. • Size: In order to incorporate as a village, a community must have at least 150 citizens if it is in a rural area, or 2,500 if it is in an urban area. • Governance: Villages are governed by a Village President and a Board of Trustees. Village officers include a president, clerk, treasurer, and assessor. Villages may also elect to hire a village manager to oversee day-to-day operations instead of an elected Village President.
  • 13. Town Vs. Village Governance • “Home Rule”: The right to local self government including the powers to regulate for the protection of the public health, safety, morals, and welfare; to license; to tax; and to incur debt. • Towns have less authority than villages and cities; they do not• Towns have less authority than villages and cities; they do not have home rule granted to them by the state, but instead have only the specific powers granted to them under state statute.
  • 14. Unincorporated Areas? • Administered by a town or municipality in which they exist. They serve as a useful local reference to specific places and are important references and sometimes included in vital records. • Many of these named places contain a small• Many of these named places contain a small cluster of houses, a church or local business such as store or tavern. • They do not have any governmental function.
  • 15. Town & Village Issues People Priorities / Identity Development IssuesBudget Services
  • 16. Budget Issues • Limited sources of local revenue (property taxes) • State funds are stretched and in demand • Many pots to fill! – Road Maintenance– Road Maintenance – Fire / EMS / Police – Staff – Parks & Recreation – Buildings and Equipment
  • 17. People Issues • Governance – Neighbors governing neighbors – Most who serve are not “politicians” • Staffing – Many Towns have part time Clerks/Treasurers/Maintenance– Many Towns have part time Clerks/Treasurers/Maintenance – “Large” projects require significant volunteerism to move forward – Village staff “wear many hats” • Constituents – Variable levels of engagement – Often only react to “big” issues
  • 18. Priority & Identity Issues • Budget and Governance – Who sets priorities? – Reduce / Conserve / Maintain / Enhance / Grow • Community Identity• Community Identity – Are we: • Rural / Agricultural? • Residential / Bedroom? • Tourism / Entertainment? • Manufacturing / Business? • Recreational / Environmental?
  • 19. Development Issues • Costs – New roads and infrastructure have to be maintained – Low density costs more than compact development – Approval Process takes time (staff time, consultant time, Board time) • Attitude towards development• Attitude towards development – Loss of community character / identity – Opposition to ‘excessive’ regulations – Hesitant to use consultants for help (planners, engineers, attorneys) • Record Keeping – Land division information is often not in one place – Staff knowledge of “process”
  • 20. Service Issues • Road Maintenance / Snow Removal • Fire protection / EMS / Police • School / Library • Parks / Recreation • Garbage / Recycling / Brush collection• Garbage / Recycling / Brush collection • Internet / Connectivity • Demand increases due to changing population – “Urban” residents moving to the “country” (City / Village to Town) – “Rural” residents moving to the “city” (Town to Village) – New businesses and business expansion (Development / Redevelopment) – Home business and virtual offices
  • 21. The Challenge As governing council members change, municipal staff change and budgets remain lean; a consistent presence is needed to bridge these transitions to maintain community plans and carry infrastructure projects forward. However, how can small communities without full-time professional staff, or budgeted consulting staff provide this consistency?
  • 22. Bridging the Budget Gap • Develop a 5 year Capitol Improvement Plan – Identify needs and projects – Prioritize based on collaboration with staff / constituents – Determine how the needs and projects are funded • Leverage grant and public funding programs – Wisconsin DNR, Wisconsin Economic Development Corporation (WEDC), Wisconsin Department of Transportation (WisDOT), Wisconsin Department of Tourism, United States Department of Agriculture (USDA) – Tax Incremental Funding • Learn More with the Vierbicher Bulletin https://www.vierbicher.com/vierbicher-bulletin/
  • 23. Funding Sources • USDA Rural Development Community Facilities – No Deadlines – Maximum loan 100% of project cost – Maximum grant limited grants available – Eligible communities – Less than 20,000 population – Eligible projects – Municipal buildings, fire stations, police stations,– Eligible projects – Municipal buildings, fire stations, police stations, libraries and health clinics • USDA Rural Development Rural Utilities – No Deadlines – Maximum loan 100% of project cost – Maximum grant 0% to 75% depending on median income – Eligible communities – Less than 10,000 population – Eligible projects – Municipal wastewater system improvements, municipal drinking water system
  • 24. Funding Sources • WDOT STP Urban & Rural – Deadline July 10, 2017 – 80% funding for street improvements for local roadways classified as collectors or above. • WDOT Local Road Improvement Program (LRIP) – Deadline Nov. 1, 2017 • DOT Alternatives Program – Deadline Jan 29, 2018 – Program replaces the transportation enhancement, Recreation Trails, and Safe Routes to– Program replaces the transportation enhancement, Recreation Trails, and Safe Routes to School. – 80% Funding available for eligible costs • WDNR Knowles-Nelson Stewardship Grant – May 1st – Requires CORP within last 5 years – Requires 50% match • WDNR Recreational Boating Facilities Grant – February 1st (potential funding)
  • 25. Bridging People Issues * • Attitude is key • All who serve deserve clear, thoughtful, accurate documents to review – Prepared by staff and consultants for the Board – Prepared by petitioners for review by the Board– Prepared by petitioners for review by the Board • Working with staff and boards to understand and interpret ordinance and planning documents in plain language • Consultants should be an extension of staff • Engage constituents meaningfully and with purpose *From our perspective
  • 26. Collaboration “A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to accomplish a shared outcome.” – Hank Rubin, Institute for Collaborative Leadership Effective Leadership requires collaboration outcome.” – Hank Rubin, Institute for Collaborative Leadership “Collaboration needs a different kind of leadership; it needs leaders who can safeguard the process, facilitate interaction and patiently deal with high levels of frustration” – Rosabeth Moss Kanter, Harvard Business School
  • 27. Collaboration “Getting value from difference is at the heart of the collaborative leader’s task… they have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently frommay operate very differently from themselves.” – David Archer and Alex Cameron, authors “Collaborative Leadership, How To Succeed In An Interconnected World”
  • 28. Development Barrier Tools - 1 • Plans – Mapping is a powerful tool that is underutilized – Create a map of land divisions (past and future) – Determine areas for growth and preservation • Attitude towards development• Attitude towards development – Everyone should benefit from thoughtful development – Ordinances are the roadmap developers use to guide them – Developers should be expected to follow procedures and standards presented in the Ordinance – Development is a risk and can be expensive: • Caveat emptor! • If you want it don’t ‘add on’ to make it financially unsustainable.
  • 29. Development Barrier Tools - 2 • Ordinances and Guides – Update strategic and policy documents to: • accommodate growth through compact and contiguous development • consider using “Smart Growth” approaches to create compact,• consider using “Smart Growth” approaches to create compact, walkable, mixed-use places • Use Cluster Development to Transition From Town to Countryside – Create Annexation Policies and Development Standards That Preserve Rural Character – Plan and Encourage Rural Commercial Development – Address Premature and Obsolete Subdivisions – Incorporate Fiscal Impact Analysis in Development
  • 30. Coordinating Planning Efforts • Sharing Information – Committees and Commissions should be aware of all planning efforts…EARLY – Collaborate with others to find solutions for the efficient delivery and funding of local government services consistent with theand funding of local government services consistent with the needs of citizens.
  • 31. Questions, Answers, Discussion Katherine A. Westaby, AICP Timothy Schleeper, PE 608-821-3976 608-821-3959608-821-3976 608-821-3959 www.vierbicher.com