Redevelopment Authority Agenda Packet (PDF)

203 S. Farwell Street, P.O. Box 5148, Eau Claire, WI 54702-5148 Phone: 715-839-4914 Redevelopment Authority Agenda October 21, 2026 PLEASE TAKE NOTICE that there will be a meeting of the Redevelopment Authority on Wednesday, October 21, 2026 at 7:30 a.m., in the Council Chambers, City Hall, 203 S. Farwell Street, Eau Claire, Wisconsin, on the following agenda items: 1. Call to Order and Roll Call 2. Review and approval of minutes from 8/19/26 3. Review and approval of financials 4. Public comment for items that are not listed as public hearing or discussion 5. Business items with public hearing or public discussion 6. Other Business 1. Review and potential action on the riverwalk feasibility study RFP submissions A. Staff presentation on the RFP responses and scoring B. RDA discussion C. Motion to authorize staff to enter into an agreement with the selected service provider for the Riverwalk study 2. Discussion and potetnial action on a proposed development in the former Kessler Park space for an affordable housing project A. Staff presentation of the proposed development project B. RDA discussion C. Motion to authorize staff to enter into an MOU on the purchase and development of the former Kessler Park space 3. Discussion on the Liner site project (Council Member Brewster request) 7. Executive Director’s Report 8. Next meeting date – 11/18/26 9. Adjournment This notice is given in accordance with the provisions of Subchapter V of Chapter 19 of the Wisconsin Statutes. In order to accommodate the participation of persons with special needs at this meeting, the City will provide the services of a sign language interpreter or make other reasonable accommodations on request. To make such a request, please notify the City at 715-839-4902 at least 2 days prior to the meeting. Notice is hereby given that members of the City Council may be present at the foregoing meeting to gather information about a subject over which they have decision-making responsibility. This constitutes a meeting of the City Council pursuant to State ex rel. Badke v. Greendale Village Bd., 173 Wis.2d 553, 494 N.W.2d408 (1993), and must be noticed as such, although the Council will not take any formal action at this meeting. ____________________________________________ Connie Pedersen, Chair c: News Media Connie Pedersen DRAFT – NOT APPROVED Redevelopment Authority for the City of Eau Claire Minutes Wednesday, August 19, 2026 City Hall Council Chambers Members Present: Aaron Brewster, Jenny Fesenmaier, Pam Haller, Connie Pedersen, Wayne Wille Members Absent: Dave Solberg Others Present: Downtown Neighborhood Association, Visit Eau Claire, WEAU Staff Present: Michael Korbol, Leah Ness, Steve Nick, Aaron White, Kendall Williams 1. Call to Order and Roll Call. The meeting was called to order by Pedersen at 7:31am. 2. Review & Approval of Minutes from 7/15/2026. The meeting minutes from 7/15/2026 were reviewed. A motion to approve was made by Wille. Second by Haller. There was no discussion. The motion carried. 3. Review & Approval of Financials. The financials were reviewed by Korbol. Board members asked no questions. A motion to approve was made by Brewster. Second by Wille. There was no discussion. The motion carried. 4. Public comment for items that are not listed as public hearing or discussion. A. None 5. Business items with public hearing or public discussion. A. None 6. Other business items: A. Discussion and potential action on a riverwalk district feasibility study i. Staff Presentation: White shared an overview of the scope of work for the proposed riverwalk district feasibility study. ii. RDA Discussion: There was discussion regarding partnership with the Engineering Department on riverfront rebuilding, stakeholder engagement with UWEC, boundary amendments, study funding sources, potential riverfront connections to businesses, trail system connectivity improvements, the RFP process, study cost, potential study timeline, and past property owner engagement. iii. RDA Action: A motion to authorize City staff to release an RFP for consulting services on a riverwalk district feasibility study in the Core Reinvestment District was made by Haller. Second by Wille. There was no discussion. The motion carried. DRAFT – NOT APPROVED B. Updates and direction on the newly approved RDA districts i.Staff Presentation: White shared a summary of next steps after City Council approval of the two new RDA districts and progress on identifying vacant buildings and lots. Direction was requested on partnership with the Eau Claire Housing Authority for administrative services related to future RDA site identification. ii.RDA Discussion: There was discussion regarding focus areas, property types, services that would be contracted through the Housing Authority, ownership structures, metrics, and housing site concept planning. iii.RDA Direction: There was consensus among board members to explore partnership opportunities with the Eau Claire Housing Authority and to develop strategies for housing sites. 7. Executive Director’s Report. A. Staff Presentation: White shared updates regarding Liner Site development, new concept ideas for The Heights in the Cannery District, transfer of the Kessler Park site, and progress on concept plans for the Riverside site. B. RDA Discussion: There was discussion regarding a potential timeline for Liner site development. 8. Next meeting date – September 16, 2026 9. Adjournment – Wille made a motion to adjourn the meeting. Second by Haller. The meeting was adjourned at 8:15am. ___________________________________________ Ms. Pam Haller, Secretary MEMORANDUM Date: October 21, 2026 To: Redevelopment Authority Board From: Michael Korbol, Budget Analyst Subject: Budget and Actuals Report FINANCE DEPARTMENT Attached is the RDA Budget and Actuals Report as of September 30, 2026. These reports present year-to-date budgeted and actual expenditures in the Operating Budget and actual expenditures in the Capital Budget. Revenues, expenditures, and other funding sources are reported once they are realized. As of the end of September, $151.32 as been paid for bond costs, $39.08 in software allocation costs, $1,922.59 for a CSM related to former RDA TID 7 land, $178.59 for water costs related to RDA owned property, $93.76 in stormwater charge related to RDA owned property, $6,935.00 related to interest on bond payment, and $70,000.00 related to principle payment on bonds. Total expenses equal $79,320.34. Adopted Budget Actual OPERATING REVENUES Interest on Notes - $ - $ Principal Payments from Notes - - Rent - - Gifts/Donations - - Transfer from General Fund 109,540 109,540 Sale of Land - - Use of Fund Balance 100,000 - Total operating revenue 209,540 109,540 OPERATING EXPENSES Personnel - - Contractual Services 5,400 2,113 Utilities 5,500 272 Fixed Charges 1,500 - Materials & Supplies 100 - Contributions & Payments - - Loss on Sale of Property (Non-Op Proprietary) - - Bond Issue Costs 197,040 76,935 Total expenses 209,540 79,320 Change in Working Capital from Operations - $ 30,220 $ REDEVELOPMENT AUTHORITY Year-to-Date Budget Period Ending: September 30, 2026 Page 1 of 2 RDA Development Projects Program 4955775 Total Funding Funding 1,000,000$ 1,000,000 - Project Costs - Capital Expenditures - - Total Project Costs - - - Funding available before commitments 1,000,000 - 1,000,000 Less Estimated Commitments*: -$ - Total Commitments - - Uncommitted Funding 1,000,000$ 1,000,000 $ *Commitments are outstanding purchase orders. ====================================================================================== Period Ending: September 30, 2026 Page 2 of 2 City of Eau Claire September 29, 2026 IN PARTNERSHIP WITH Procurement No. 2026-56 Riverwalk Feasibility Study AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Table of Contents 01 Letter of Introduction 03 Firm Information 11 Firm’s Financial Responsibility 12 Individual Information 24 Proposed Services [Separate File] Price Proposal 715.834.3161 | 3433 Oakwood Hills Parkway | Eau Claire, WI 54701-7698 www.AyresAssociates.com September 29, 2026 Greg Bowe, Purchasing Manager City of Eau Claire – Purchasing Department 203 S. Farwell Street Eau Claire, WI 54701 Dear Selection Committee Members: Ayres, together with Vandewalle & Associates (V&A), is pleased to submit this proposal to assist the City of Eau Claire in evaluating the feasibility of a future riverwalk district along the Chippewa River corridor. More importantly, we are excited about the opportunity to help the City answer a question that extends well beyond the feasibility of a trail or riverfront amenity: How can Eau Claire leverage its riverfront to strengthen downtown, support reinvestment, expand public access, connect neighborhoods, and create a place that is active and valued throughout the year? As a Wisconsin-based team, we bring a combination of local knowledge, riverfront planning expertise, redevelopment strategy, stakeholder engagement, engineering, and implementation experience that aligns directly with the goals outlined in this study. Ayres will lead overall project management, community engagement, corridor analysis, planning, engineering, environmental review, and concept development, while V&A will lead market analysis, economic development strategy, redevelopment evaluation. Together, we will provide the City with a realistic, actionable roadmap grounded in both community aspirations and implementation realities. This feasibility study is guided by four perspectives we believe are essential to creating a successful and implementable riverwalk vision. » A Riverwalk Should Be Evaluated as a District, Not a Linear Project. The RFP consistently frames this effort as a riverwalk district rather than simply a pathway along the river. We agree with that perspective. Successful riverwalks do not succeed because of pavement alone; they succeed because they strengthen the relationship between public spaces, businesses, redevelopment opportunities, neighborhoods, and destinations. Ayres and V&A will evaluate the river corridor as a connected system of public investments, redevelopment opportunities, activity centers, and neighborhood connections, helping to ensure recommendations support both placemaking and long-term economic vitality. » Successful Riverfronts Balance Public Access with Private Investment. The RFP recognizes that portions of the corridor involve private ownership and that implementation will require careful consideration of property access, partnerships, and redevelopment opportunities. Our team views this as one of the project’s most important challenges and opportunities. Through V&A’s expertise in redevelopment economics and implementation strategy, combined with Ayres’ experience working within complex public-private environments, we will identify realistic approaches that create value for property owners while advancing public access and community benefits. Rather than assuming continuous access is immediately achievable, we will help the City understand where partnerships, phased improvements, and redevelopment can create momentum over time. » The Best Riverwalks Give People Reasons to Stay, Not Just Pass Through. One of the RFP’s most important themes is the need to understand what activities, destinations, and amenities can realistically support year-round use and activation. V&A’s market and economic analysis will focus on understanding who will use the corridor, what types of uses are supportable, and how riverfront investments can strengthen surrounding businesses and redevelopment opportunities. Ayres will translate those findings into physical concepts that people will actually use that connect places, create opportunities for activity and gathering, and establish a framework for long-term activation. Together, we will help the City identify not only where a riverwalk could be located, but why people would choose to visit, linger, and return. www.AyresAssociates.com 715.834.3161 | 3433 Oakwood Hills Parkway | Eau Claire, WI 54701-7698 City of Eau Claire September 29, 2026 Page 2 of 2 » Feasibility Is About Implementation, Not Just Vision. Too many planning studies identify exciting concepts without fully addressing the questions of permitting, ownership, infrastructure, cost, operations, funding, and phasing. We appreciate that the City has placed equal importance on implementation considerations throughout this study. Ayres brings in-house expertise in civil engineering, environmental services, floodplain analysis, transportation planning, utility coordination, and infrastructure evaluation, allowing implementation realities to inform concepts from the beginning rather than after recommendations have been developed. Combined with V&A’s experience in economic development, public-private partnerships, funding strategies, and redevelopment implementation, we will provide recommendations the City can realistically pursue. » Special Knowledge Relevant to Eau Claire. Our team brings a unique understanding of Eau Claire’s riverfront, redevelopment environment, trail network, and downtown through direct involvement in many of the projects shaping the community today, including the ongoing Water Street Trail project, the Sonnentag Event Center and Trail, Haymarket Plaza, multiple downtown riverfront improvements, and the Cannery District redevelopment effort among more. This experience provides firsthand knowledge of the opportunities associated with strengthening connections between downtown, neighborhoods, parks, trails, Eau Claire River and the Chippewa River, as well as the challenges related to floodplain conditions, shoreline improvements, property ownership, infrastructure constraints, and long-term implementation. Most importantly, we recognize that this study is not simply about determining whether a riverwalk is feasible. It is about identifying how the river can serve as a long-term framework for community investment, economic development, recreation, and placemaking while remaining grounded in realistic implementation strategies. Thank you for your consideration. We appreciate the opportunity to submit our qualifications and look forward to discussing how Ayres and V&A can help the City of Eau Claire advance this important initiative. Sincerely, Ayres Associates Inc. Christopher J. Silewski, PLA Jeff Maloney Project Manager I Landscape Architect V&A Principal 303.945.6732 I SilewskiC@AyresAssociates.com 608.255.3988 I jmaloney@vandewall.com Matthew J. Ashby, AICP CUD Vice President - Development Services 970-797-3595 I AshbyM@AyresAssociates.com 3 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Proven projects. Real-world performance. FIRM INFORMATION River Prairie Development I Altoona, WI 4 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Firm Information Ayres was founded atop a steadfast foundation of honesty, innovation, and good old-fashioned hard work, and a vision for a firm that revolved around strong, reliable partnerships. That foundation is what the City of Eau Claire Redevelopment Authority will draw on for the Riverwalk Feasibility Study: a locally rooted, employee-owned firm with a record of turning riverfront constraints into buildable, fundable plans. Because the Eau Claire office is Ayres’ home office, the study team will draw directly on staff who live and work in the community the Riverwalk will serve, without the travel lag a non-resident firm would carry into stakeholder meetings and site walks. 12 OFFICES 7 STATES APPROXIMATELY 400 EMPLOYEE-OWNERS FOUNDED IN 1959 Ayres will lead this study through a multidisciplinary team designed to support projects from early visioning through implementation. Landscape architecture, civil engineering, environmental services, water resources, floodplain analysis, GIS, planning, and cost evaluation are available within a single organization, allowing the project to move efficiently between planning, technical analysis, and implementation considerations. This integrated structure helps ensure recommendations remain grounded in how riverfront projects are funded, permitted, constructed, maintained, and ultimately delivered. To complement Ayres’ leadership, we have partnered with Vandewalle & Associates (V&A), a Wisconsin- based planning and redevelopment firm with more than 50 years of experience in economic development, market analysis, redevelopment strategy, public engagement, and implementation planning. V&A brings direct Eau Claire experience through its leadership of the Cannery District Redevelopment Plan Update, providing valuable insight into the redevelopment opportunities, market conditions, and investment strategies shaping the City’s riverfront. $309M IN FUNDING SECURED FOR COMMUNITIES 150+ DOWNTOWN PROJECTS NATIONWIDE IN THE LAST 10 YEARS 42+ WATERFRONT PUBLIC IMPROVEMENT PROJECTS IN THE LAST 10 YEARS Our firms have successfully collaborated on planning and redevelopment initiatives throughout Wisconsin, allowing the team to operate as a coordinated extension of City staff rather than as separate consultants. Combined with Ayres’ extensive Eau Claire experience and ongoing work advancing construction documents for the Water Street Trail and Wall Design Services project, the City will benefit from a team that understands both the physical realities and economic opportunities that will shape the future of the Riverwalk District. 5 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Vision-Driven Planning for People, Place, and Prosperity Vandewalle & Associates is a collection of passionate professionals with expertise in disciplines that converge to best impact change and make places work better for people. Established in 1976, V&A has been a Midwest leader in community planning, zoning, public participation, place-based analysis, economic strategies, visioning, and implementation for more than 50 years. We work in partnership with our clients to identify core, place-based opportunities and translate them into strategic plans, innovative projects, and custom regulations. Vandewalle & Associates stands as a premier leader in Wisconsin for delivering exceptional, cost-effective municipal planning services tailored to the unique needs of each community we serve. Our practice is built on a foundation of deep expertise, proven experience, and a commitment to providing customized teams and solutions that directly address our clients’ evolving challenges. Our approach to municipal planning is comprehensive and collaborative. Having served many communities as their trusted on-call planner for years—even decades—we offer unmatched consistency, institutional knowledge, and a genuine connection to the local context. This long-term presence allows us to deliver high-quality, responsive service that truly understands community priorities. Please visit our website for more information on our firm: www.vandewalle.com. Milwaukee Office Madison Headquarters  Who we are: Transforming places, shaping communities, building economies, and creating lasting impact since 1976  Areas of Expertise: • Redevelopment planning & design • Design & landscape architecture • Site design & landscape design • Streetscape design, design standards, & public space design • Land use & neighborhood design • Community planning & zoning • Comprehensive planning • Park & open space facility planning • Sign and land use regulations • Intergovernmental relations & grant assistance • Development review & proforma analysis • Economic strategy & market analysis • Asset, demographic & economic data analysis • Real estate positioning • Marketing, branding & real estate • Public-private partnerships  Our Approach: Collaborative partnerships to identify place-based opportunities, delivering strategic plans, innovative projects, and customized regulations  Leadership: Over 50 years as a Midwest leader in community planning, site design, public participation, economic development strategies, and implementation  Website: Visit our website at vandewalle.com to see some of our highlighted projects 2 offices 50+ years V&A: FIRM OVERVIEW 6 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Past Performance & Quality Control Ayres manages every municipal planning and feasibility assignment through a structured project control system rather than through the instincts of any one individual. An operations vice president or manager assigns a project manager to each project and tracks that project’s progress; the project manager serves as the primary contact with the client, attends meetings, develops project budgets, coordinates work tasks with the project team, and guides the project to completion. That structure is what keeps schedule, cost, and quality visible to the client throughout the engagement rather than only at milestone checkpoints. SCHEDULE COMPLIANCE COST CONTROL QUALITY OF WORK Ayres’ project plan handbook is the tool used to build project plans that keep cost control and quality assurance in place, identifying conflicts early in a project’s life so they can be resolved at minimal cost. Multiple levels of internal technical review carry through every deliverable before it reaches the client, which is the discipline this study’s phase-by-phase deliverables (existing conditions findings, market analysis, concept alternatives, and the final report) depend on to stay evaluator-ready at each checkpoint. Ayres builds a project plan for each assignment that sets client requirements, outlines the tasks required to complete the project, determines the expertise required, and budgets the time for those tasks, giving the team a means of measuring progress against cost, quality, and schedule from beginning to end. Ayres is committed to, and has been successful in, working within defined budgets and timelines while providing high-quality services, and where scope or engagement needs shift mid-project, the team works as a partner with the client to define the change with minimal disruption to either. Ayres has successfully completed environmental and planning reviews within required timeframes, preventing project delays through proactive coordination that anticipates potential bottlenecks and addresses them efficiently. That same proactive cadence, confirming scope and milestones at kickoff and flagging schedule pressure the moment it appears rather than at the missed deadline, underpins the firm’s commitment to bringing the Final Report in on the timeline the City has requested. “Ayres’ patience and professionalism ensured that we stayed true to our mission. The resulting facility reflects our unique needs and vision. The Sonnentag project has far exceeded our expectations, thanks to Ayres. ... We are grateful for the partnership with Ayres on such a transformational and visible project. They have helped us construct a landmark building that will serve our university and community for generations.” – Kimera Way, President, Eau Claire Community Complex “ 7 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Janesville, WI The City of Janesville engaged Ayres to help transform a 240-acre riverfront district long constrained by brownfields, environmental concerns, underused industrial properties, and disconnected neighborhoods. Anchored along the Rock River and adjacent to downtown, the ARISE, Adaptive Reuse Initiative for a Strong Economy, planning effort focused on reimagining the Rock Renaissance Area as a catalyst for long-term economic development, improved public access, environmental restoration, and neighborhood revitalization. Working closely with City leaders, property owners, stakeholders, and community members, the team evaluated existing environmental conditions, redevelopment barriers, market opportunities, transportation connections, and riverfront access throughout the study area. The planning process incorporated extensive community engagement and built on previous downtown and neighborhood planning initiatives to create a realistic vision that balanced environmental realities with redevelopment potential. A key component of the effort was understanding how strategic public investments could attract private redevelopment while improving connections among downtown destinations, surrounding neighborhoods, the riverfront, and key redevelopment sites. The resulting plan established a framework for cohesive land-use patterns, enhanced public spaces, improved river access, trail and transportation connections, and redevelopment strategies for six priority catalyst sites throughout the corridor. Beyond creating a vision, the plan established an actionable implementation strategy identifying redevelopment priorities, partnership opportunities, funding considerations, and phased investment recommendations. The project was funded through the U.S. Environmental Protection Agency’s Brownfields Area- Wide Planning Program. The completed planning process and deliverables provided the City with a roadmap for transitioning a historically constrained riverfront district into a long-term asset supporting economic growth, private investment, improved environmental conditions, and expanded community access to the river. ARISE: Area-Wide Plan Firm Experience 8 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Client Information • Client Name and Contact: City of Janesville Jimsi Kuborn Economic Development Director 608.755.3059 I kubornj@janesvillewi.gov • Ayres Team: Chris Silewski, Thomas Ramsey, Aaron O’Keefe, Logan Seipel • Budget Range: approximately $400,000, delivered over a project period from 2016 to 2024 RELEVANCE TO RIVERWALK FEASIBILITY STUDY • Riverfront district planning focused on redevelopment, connectivity, and public access. • Integration of environmental constraints, brownfield conditions, and implementation strategy. • Evaluation of how public investment can support private redevelopment and economic growth. • Extensive stakeholder and community engagement process. • Development of a phased, implementation-oriented framework rather than a purely conceptual vision. • Direct experience helping a community determine where riverfront improvements can create the greatest long-term community and economic value. 9 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Downtown Economic Development & Redevelopment - Waterloo, IA DATES: 1999-present V&A LEAD: Meredith Perks CONTACT: Noel Anderson, Community Planning & Development Director, City of Waterloo 319.291.4366 I noel.anderson@waterloo-ia.org NEED: Revitalize a former industrial waterfront and central business district and create jobs. ROLE: Comprehensive Range of planning and implementation services including: downtown and neighborhood redevelopment plan; economic opportunity analysis; concept design for catalyst projects; implementation management including financing strategies, funding procurement, detailed land use planning, property acquisition, developer recruitment and negotiation, and design review. OUTCOMES: Vandewalle & Associates had maintained a sustained partnership with the City of Waterloo and public -private partners since the development of the downtown and neighborhood redevelopment plan in 1999 and have provided ongoing implementation assistance. Key major outcomes from the sustained partnership include: • Riverfront Redevelopment. Vandewalle & Associates has assisted these key public-private partners over nearly two decades to bring about a remarkable transformation of this Midwestern city and have invented innovative approaches for retooling manufacturing-driven Midwestern cities. • TechWorks Campus. On January 30, 2012, the TechWorks mixed- use project was publicly unveiled to rave reviews. Consisting of 400,000 square feet of underutilized, former industrial space on a 40-acre brownfield, TechWorks will now contain a hotel, office space, John Deere museum, and a business incubator. The over $50 million project is the result of a compelling vision prepared by Vandewalle & Associates nearly ten years ago and a sustained commitment to a multi-faceted implementation strategy that initially had many doubters who are now the project’s biggest supporters. • Increased tax base by $200 million in new development investment. Firm Experience 10 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Firm Experience Riverfront Redevelopment and Design - Monona, WI DATES: 2014 - 2019 V&A LEAD: Rob Gottschalk, AICP CONTACT: Doug Plowman, AICP , Director of Planning & Community Development 608.222.2525 I dplowman@ci.monona.wi.us NEED: In 2014, the City of Monona acquired five under-utilized and disjoined commercial properties adjoining the Yahara River with the goal of attracting high-quality, mixed-use waterfront development. Three of the key parcels had come on the market at the same time, and officials saw this as the City’s last opportunity to provide a year- round, active waterfront for residents and to maximize the site’s development potential and tax base. ROLE. The Community Development Authority retained Vandewalle & Associates to lead the redevelopment process including the preparation of a tax increment finance district, statutory redevelopment plan, development of concept development plan and pro forma, and developer recruitment. Further, the firm provided an extensive financial analysis of the resulting developer proposals and advised the CDA on negotiations and the terms of the final development agreements. Creating a new public riverfront for Monona. From the outset, Monona’s leadership set several key goals for the project, including: • Eliminating deteriorating buildings, blighting influences and environmental deficiencies • Enhancing accessibility to and use of the water-front for all Monona residents and visitors • Developing an active, year-round community destination and gathering area • Diversifying the housing stock and creating new retail and restaurant opportunities with an integrated, high-quality mixed-use development • Increasing property value, property tax income, and economic value • Improving stormwater management by adding new green space and pervious surfaces The resulting $60 million project includes “The Current” – a 94-unit luxury residential complex with riverfront restaurant, coffee shop, offices, and boater access – and a 92-room business-class AVID hotel, both of which were completed in 2019. The final phase, a 160-unit residential project, broke ground in 2020. Dynamic public plaza. At the heart of the project is a 1.5-acre public plaza offering a wide range of amenities to everyday users and special events including a river overlook, kayak/canoe launch, seating areas, stage, lawn, fire pit, ice rink, and bicycle repair and bike area. Vandewalle & Associates worked with Strand Associates to lead the plaza design process from initial concepting and program through construction documents. Construction of the public plaza was completed in mid-2019. 11 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Firm’s Financial Responsibility Ayres has been in business for over 67 years and has established 12 offices in seven states. In each of the past three years our annual revenues have been between approximately $60.8 million and $72.7 million. Ayres maintains a minimum $4.5 million operating line of available credit, a $2 million purchasing card line of credit, and a cash reserve of $3 million. None of the credit is the personal liability of any officer or employee of the firm. In the past 14 years, we have only entered the line for 30 days and currently have a zero balance. Ayres’ Dun & Bradstreet number (DUNS number) is 06-283-6309. Ayres’ performance bond rating is A. Neither Ayres nor any affiliates has filed for bankruptcy or reorganization under bankruptcy laws. 12 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. INDIVIDUAL INFORMATION Willow River State Park Campground, WI People who deliver, together. Riverfront Master Plan I Elgin, IL 13 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Chris Silewski, PLA 9 Executive oversight 9 City relationship 9 Quality assurance 9 Strategic guidance Jeff Maloney (V&A) 9 Senior oversight of market positioning 9 Redevelopment strategy 9 Implementation guidance Alissa Santurri, PLA 9 Day-to-day leadership 9 Scope and schedule management 9 Team coordination 9 Stakeholder strategy, interviews, workshops, public communication, feedback documentation 9 Integration of findings 9 Final recommendations Meredith Perks (V&A) 9 Comparable riverwalk research 9 Visitor and user market analysis 9 Supportable-use assessment 9 Economic opportunity analysis Josh Olhava, AICP, PCCP 9 District positioning 9 Redevelopment opportunity analysis 9 Public-private strategy 9 Funding tools 9 Implementation framework Craig Stoffel, PLA 9 Riverwalk alignments 9 Access points, activity nodes, public spaces, amenities, programming concepts 9 Visual communication Stephanie Ramsey, PE, CBI 9 Utilities, streets, drainage, retaining structures 9 Constructability 9 Infrastructure needs 9 Planning-level cost input Logan Seipel, PG 9 Contamination screening 9 Water quality 9 Permitting 9 Agency coordination Alex Cowan, PE, PTOE 9 Walking, bicycling, transit, parking, crossings 9 Bridge and trail connections 9 Neighborhood access Lisa Fugett 9 Grants 9 Funding strategy 9 Public-private partnerships 9 Capital opportunities 9 Phased implementation strategy Nick Johansen, CFM 9 Floodplain 9 Shoreline 9 Wetlands 9 Erosion Greg Carr, CDT 9 Planning-level cost ranges 9 Major cost drivers 9 Escalation considerations 9 Phase-level cost comparisons Aaron O’Keefe 9 Ownership, land use, infrastructure, environmental, transportation, constraints, and opportunity mapping T eam Approach A lean core team supported by targeted technical advisors. Ayres leads the overall study; V&A leads market, economic, and redevelopment strategy. Ayres will contribute 77% of the work on the project and V&A will contribute 23%. 14 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Chris Silewski Principal-in-Charge Josh Olhava Redevelopment Strategy Lead Craig Stoffel Urban Design & Placemaking Lead Stephanie Ramsey Civil Engineering Lead Lisa Fugett Funding & Implementation Advisor Logan Seipel Environmental & Regulatory Lead Nick Johansen Water Resources & Floodplain Advisor Alex Cowan Transportation & Connectivity Lead Greg Carr Cost Estimating Advisor Aaron O’Keefe GIS & Mapping Support Meredith Perks Market & Economic Analysis Lead Jeff Maloney Deputy Principal / Economic Development Lead Executive Leadership Provides overall direction, maintains alignment with goals, and helps ensure decisions are clear, coordinated, and carried consistently from design beginning to end and through construction. Core Team Leads day-to-day design and technical coordination, turning project goals into realistic, buildable solutions that balance technical, market, regulatory, and implementation considerations while creating connected, actionable outcomes. Strategic Advisor & Project Support Provides focused expertise and a practical framework for comparing alternatives and phases, advancing feasibility findings into fundable next actions. CITY OF EAU CLAIRE Alissa Santurri Project Manager / Community Engagement Lead 15 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Chris Silewski, PLA Principal-in-Charge I Landscape Architect Chris brings strategic leadership, creative vision, and disciplined project management to complex public-space projects across the Upper Midwest. As a Principal Landscape Architect, he is known for guiding multidisciplinary teams through concept planning efforts that balance ecological responsibility, public access, and long-term feasibility. Chris excels at shaping big-picture ideas into clear, implementable concepts, helping to ensure projects remain grounded in community values, regulatory realities, and funding pathways from day one. As Principal, Chris serves as the primary point of contact and integrator across all disciplines. He leads client coordination, oversees schedule and scope, and helps to ensure alignment with comprehensive plans, grant requirements, and stakeholder expectations. His approach emphasizes clarity, accountability, and collaboration, creating a team environment where design excellence and practical decision-making reinforce one another. In Eau Claire, Chris has played a key role in several signature projects that highlight his commitment to impactful project management. Notable highlights include the Eau Claire Comprehensive Outdoor Recreation Plan, Boyd Park Master Plan, Eau Claire County Parks Master Plan, L.E. Phillips Memorial Public Library Community Plaza, Haymarket Plaza, Carson Park Stadium and Bleacher Improvements, and the Sonnentag Event Center & Trail. Through these efforts, Chris has helped the City of Eau Claire and Eau Claire County create vibrant, welcoming public spaces that reflect the community’s needs and aspirations. Select Experience • ARISE Downtown Redevelopment, Janesville • River Prairie Redevelopment, Altoona • Saratoga Lake & Riverwalk Plan, Waukesha • Eau Claire Parks and Recreation Plan, Eau Claire • Eau Claire Comprehensive Outdoor Recreation Plan, Eau Claire • Haymarket Plaza, Eau Claire • Plank Hill Park Master Plan, Eau Claire • Boyd Park Master Plan, Eau Claire • Sonnentag Event/Recreation Complex, Eau Claire • Carson Park Stadium and Bleacher Improvements, Eau Claire • Waterfront Overlay District Feasibility Report (Cotee River Landing), City of Port Richey, FL • Empire Dam Improvement Feasibility Study, Dakota County, MN • Lake Altoona County Park Master Plan, Altoona • Upton Feasibility Study, Upton, WY • Eau Claire County Parks Master Plan, Eau Claire • Erickson Park Improvements, Chippewa Falls • Echo Lake Dam Modification and Park Improvements, Burlington Total Experience 19 Years Registrations Professional Landscape Architect, WI, MN, FL Education BS, Environmental Design, North Dakota State University BLA, Landscape Architecture, North Dakota State University Membership American Society of Landscape Architects, Treasurer Chris is driven by the belief that great public spaces emerge when vision, ecology, and implementation are aligned from the beginning. 16 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Jeff Maloney is a Principal Urban Designer with more than two decades of experience specializing in urban redevelopment, mixed use neighborhood design, public space planning, and implementation of complex redevelopment initiatives. His work centers on identifying place based assets, shaping reinvestment strategies, developing site plans, and designing public improvements that support long term community vitality. Jeff collaborates closely with municipal staff to advance redevelopment goals, including development recruitment, Tax Increment District (TID) establishment, developer negotiations, pro forma evaluation, and securing grant funding. He has also guided private development projects through municipal entitlements with an emphasis on site planning, landscape architecture, and rezoning. As a lead designer, project manager, and implementation strategist for communities of varying sizes across the Midwest, Jeff brings a strong ability to align community priorities with achievable revitalization strategies and capital improvement programs. In Middleton, Wisconsin, Jeff has partnered with City staff to implement TID projects that have contributed to more than $1 billion in increased land value. His work includes the creation of detailed development concepts to attract private investment, the design of public improvements, and the preparation of historic design guidelines and greenway conservation plans. Currently, Jeff is leading efforts in Muncie, Indiana, to revitalize waterfront and downtown neighborhoods facing long term disinvestment, elevated unemployment and poverty rates, and a concentration of brownfield sites. His planning and implementation work focuses on neighborhood stabilization, creating a strong sense of place that aligns with new investment while meeting community needs. Jeff also leads public engagement, including workshops, outreach events, and interactive community discussions. Jeff’s recent clients include public and private organizations throughout the Midwest, such as Middleton, Racine, Thiensville, Hartford, Watertown, Jefferson, and previously Wauwatosa, the Milwaukee Regional Medical Center, and the Milwaukee County Research Park. Beyond design and redevelopment expertise, Jeff maintains a strong focus on visual communication. He excels at translating complex planning and urban design concepts into clear, compelling graphics and continually explores new techniques to enhance public understanding and stakeholder decision making. EDUCATION • B.S. Landscape Architecture University of Wisconsin - Madison, WI PROFESSIONAL LICENSES & MEMBERSHIPS • Associate, American Society of Landscape Architects National and State Chapters • Co-Chair, University of Wisconsin Planning and Landscape Architecture Alumni Committee JEFF MALONEY DEPUTY PRINCIPAL I ECONOMIC DEVELOPMENT & REDEVELOPMENT STRATEGY Madison Office: 120 E Lakeside Street | Madison, WI 53715 (608) 255-3988 jmaloney@vandewalle.com 17 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Alissa Santurri, PLA Project Manager + Community Engagement Lead I Senior Landscape Architect Alissa serves as Project Manager and Community Engagement Lead, guiding day-to- day coordination across all disciplines while serving as a key connection between the City of Eau Claire, the design team, and the Eau Claire community. She oversees schedule management, sub-consultant integration, grading workshop preparation, and delivery of all major milestones from project inception through 100% bid documents. In addition to managing the project, she leads stakeholder engagement efforts, helping ensure community input is gathered at the right times, clearly communicated, and meaningfully integrated into the design process. Alissa thrives in complex, multi-layered public projects where community priorities, technical requirements, and budget constraints must align. She brings both technical precision and an approachable leadership style to community-facing environments, helping build trust while keeping the project moving forward. Her ability to connect engagement with implementation – translating feedback into clear, buildable decisions – helps ensure the Riverwalk evolves in a way that reflects its neighborhood identity while remaining practical, coordinated, and deliverable. Select Experience • Saratoga Lake & Riverwalk Plan, Waukesha • Lake Eau Claire Master Plan, Eau Claire • Beaver Creek Reserve Master Plan, Eau Claire County • Irvine Park Flag Hill, Chippewa Falls • Cedar Creek Recreation Area, Rothschild • Green Acres Trail Plan, Greenwood • Holt & Ohio Playfields, Milwaukee • Wick Playfield, Milwaukee • Emigh Playfield, Milwaukee • Shipyard Plaza Phase II Development, Green Bay • Irvine Park Flag Hill, Chippewa Falls • Henry Schuette Park Playground, Manitowoc • Wisconsin State Fair Park West Grounds Infrastructure Improvements, West Allis • McKenna Park Master Plan, Shorewood Hills • Prairie Springs and Ingram Park Master Plan, Pleasant Prairie • Master Planning and CORP, Rothschild • Downtown Hortonville Master Plan, Hortonville • Cannery Trail Residences Roof Deck & Courtyard Reno, Madison • Malden Avenue Concept Refinement, Madison • Echo Lake Dam Modification and Park Improvements, Burlington • Sulphur Springs Neighborhood Action Plan, City of Tampa Total Experience 15 Years Registrations Professional Landscape Architect, WI Education BS, Landscape Architecture, University of Wisconsin- Madison Membership American Society of Landscape Architects Strategic project leadership integrating design, engineering, and construction accountability. 18 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. MEREDITH PERKS ASSOCIATE PLANNER I MARKET ANALYSIS & ECONOMICS Meredith Perks is an Associate Planner at Vandewalle & Associates. As part of our Milwaukee team, she brings a unique combination of professional experience along with an avid interest in planning, public service, local community and economic development, downtown redevelopment, active transportation plans, and a deep love of her city. Meredith works on Comprehensive Plans with clients across Southeast Wisconsin and beyond, including the Village of West Milwaukee, City of Glendale, City of Jefferson, and City of Sturgeon Bay, Hancock County, IN, as well as the implementation of the City of Jefferson’s Downtown and Economic Recovery Plans. Meredith led the development of the Glendale Bicycle and Pedestrian Plan as a direct implementation effort of the city’s Comprehensive Plan, which she also led. Meredith also leads numerous long-term economic and urban revitalization implementation projects in the Waterloo, Iowa. Having worked in the past as Regional Director for Senator Joe Donnelly, Meredith traveled to communities across Indiana and learned about their unique assets and character as well as the innovative approaches they were taking to face their challenges. These interactions provided valuable perspective on the constraints that communities of all sizes experience. At Vandewalle & Associates, Meredith aims to assist Midwest communities like these in overcoming such barriers. Meredith is excited by the opportunities Midwest communities have to grow and reinvent themselves using the tools of effective planning that can prepare their economies, residents, and institutions for the future. Active transportation is a particular passion for Meredith; she has worked on Complete Streets research projects in Chicago, reviewing policies and their connections to public health and equity. She also worked with the Chicago Department of Transportation Bike Program in the implementation of their Streets for Cycling Plan 2020. Her work included bike facility mapping, data analysis, and public engagement and communication. Applying her experience with community outreach and public speaking, Meredith is skilled at effectively facilitating an inclusive planning process that is meaningful to a wide range of stakeholders and clients, including elected officials, non-profit advocacy groups, and community residents. She is excited by opportunities to engage with communities in a variety of innovative ways that foster communication, dialogue, and understanding. She has proven herself to be an active and engaged listener who can consider diverse viewpoints while developing targeted alternatives to address interrelated economic development, land use, and transportation priorities. EDUCATION • M.U.P .P . Urban Planning and Policy University of Illinois at Chicago - Chicago, IL • B.A. Political Science The Hesburgh Program of Public Service University of Notre Dame - Notre Dame, IN PROFESSIONAL LICENSES & MEMBERSHIPS • Member, American Planning Association, National, Wisconsin, and Chicago Chapters • Member, Women in Planning & Development – Chicago • Phi Kappa Phi Honor Society • Leadership South Bend Mishawaka Emerging Leaders Program Milwaukee Office: 247 Freshwater Way | Milwaukee, WI 53204 (608) 255-3988 mperks@vandewalle.com 19 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Total Experience 15 Years Certifications American Institute of Certified Planners, Prosci; Certified Change Practitioner, Prosci; Certificate in Historic Preservation, University of Cincinnati Education MS, Community Planning, University of Cincinnati BS, Community and Regional Planning, Iowa State University Total Experience 20 Years Registrations Professional Landscape Architect, CO, AZ Education BS, Landscape Architecture, Colorado State University Josh Olhava, AICP, PCCP Planner I Economic Development With a strong background in community and strategic planning, Josh is well- versed in land use planning policies, procedures, and regulations, including their impact on the built environment. His experience spans both public and private sectors, including policy and plan development and implementation, regulatory analysis and updates, development review, and organizational process analysis and improvements. Josh is known for guiding creative and innovative planning initiatives with an eye on implementation. He enjoys bringing together community members and stakeholders to achieve common goals and objectives that embody community values. Josh is a recognized industry expert in local government processes and process improvement efforts. His unique skill set as a certified planner, certified change practitioner, and trained processes improvement specialist enables him to develop effective strategies and solutions to community and organizational challenges. Select Experience • County Materials Brownfield Redevelopment, Eau Claire • Comprehensive / Master Planning: Kimberly, WI; Evans, Lamar, Windsor*, Wray, Yuma, CO; Douglas, Lander, Wright, WY; Chadron, NE • Downtown / Main Street Planning: Multiple Communities, CO; Douglas, Hudson, WY Craig Stoffel, PLA Landscape Architect I Urban Design Craig is a landscape architect, illustrator, and nationally recognized urban sketcher whose work helps communities visualize future possibilities through hand drawing and visual storytelling, with experience across waterfronts, downtown revitalization, river corridors, streetscapes, and public realm projects. He brings that visualization skill directly to the riverwalk’s concept development: preparing sketches and renderings that communicate ideas clearly and help transform planning concepts into memorable, understandable visions the RDA and the public can react to, the same role he has played on comparable riverfront and downtown corridor studies. Select Experience • Sonnentag Event/Recreation Complex, Eau Claire • ECWRPC Small Business and Community Technical Assistance Program, Multiple Counties, WI • Wick Playfield, Milwaukee • Malone Park Design, New Berlin • Shipyard Plaza Phase II Development, Green Bay • University of Wisconsin Promotional Video, UW-Eau Claire 20 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Total Experience 11 Years Registrations Registered Professional Geologist, WI, MN, FL Education BS, Geoscience, UW–Stevens Point MS, Hydrogeology, Illinois State University Logan Seipel, PG Geologist I Environmental Planning Logan is an environmental engineer with experience evaluating legacy site conditions and environmental constraints. He brings a thoughtful, risk-aware perspective that helps teams design responsibly while planning for future investigation and remediation needs. Logan identifies areas where historical conditions may influence future design or construction approaches. He works collaboratively with design, infrastructure, and habitat leads to help ensure concepts are compatible with future environmental requirements, without triggering unnecessary scope at the concept phase. Select Experience • EPA Brownfield Grant Investigation and Remedial Planning, Eau Claire • Field Engineering & Grant Administration - PFAS Treatment Facility, Eau Claire • The Sonnentag EPA Brownfield Grant, Eau Claire • Blue Valley Landfill Groundwater Monitoring, Eau Claire • Brownfield Redevelopment, Former Landmark Property, Peshtigo • Turtle Creek Park, Beloit • 2026 Chippewa Falls Landfill Monitoring Total Experience 9 Years Registrations Registered Professional Engineer, WI Certified Bridge Inspector, WI Education BS, Civil Engineering, University of Wisconsin-Platteville Stephanie Ramsey, PE, CBI Civil Engineer I Infrastructure Stephanie is an experienced civil engineer with a strong background in site development and municipal infrastructure projects for both public and private clients. She excels in leading multidisciplinary teams through all phases of project delivery, from concept to construction. Stephanie oversees the development of detailed plans, specifications, bidding documents, and permit applications. Her role includes coordinating project schedules and budgets, ensuring timely communication, and serving as the primary client liaison. Her collaborative approach and attention to detail make her a valuable asset in site development and utility projects. Select Experience • Water Street Trail and Wall Design Services, Eau Claire • County Line Road Improvements, Eau Claire • Gateway Music Road and Utility Extension and Lot Grading, Eau Claire • Lake Altoona County Park Plaza Expansion, Eau Claire • L.E. Phillips Memorial Public Library Building Expansion, Eau Claire • Sonnentag Event/Recreation Complex, Eau Claire • Menomonie Street Tunnel Study, Eau Claire • River Prairie Redevelopment, Altoona 21 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Total Experience 14 Years Education MBA, Business Administration, Western Governors University BS, Marketing, Illinois State University Certificate of Professional Grant Writing, University of Wisconsin-Eau Claire Lisa Fugett Funding Strategy I Economic Development Lisa joined Ayres in November 2023, bringing 12 years of previous professional experience to her work securing grants from state and federal agencies and private sources. Lisa leads grant proposal efforts and works with key staff to develop and implement grant strategies to assist new and existing clients with securing funding for their projects. She is a team leader who specializes in strategic communication and change management. Select Experience • Grant Administration - PFAS Treatment Facility, Eau Claire • Janesville GM/ JATCO Redevelopment Support, Janesville • Public Library Flexible Facilities Program Grant, Colfax • STH 13 Water and Sewer (SDW Funding, CWF Funding, CDBG Funding), Mellen • 2025 Street and Utility Improvements, Medford • 2023 Street and Utility Improvements (SDW Funding), Medford • 2024 Street and Utility Improvements (SDW Funding, CWF Funding), Edgar • 2nd Street Reconstruction (SDW Funding, CWF Funding, CDBG Funding), Hayward • Downtown Area Improvements (EDA Funding, WisDOT Funding), Marinette • WWTP Facility Community Development Block Grant (CDBG) funding and USDA - Rural Development funding, Prentice Total Experience 19 Years Registrations Registered Professional Engineer, WI, CO, FL, MN, NC, WY Professional Traffic Operations Engineer (PTOE) Education BS, Civil Engineering, University of Wisconsin-Milwaukee Alex Cowan, PE, PTOE Traffic Engineer I Active Mobility Alex joined Ayres in 2007 and has led a wide range of traffic engineering projects. He takes pride in completing comprehensive traffic studies while also communicating traffic operations in a way that can be easily understood by the public and project stakeholders. He has performed studies for intersections, corridors, interchanges, and freeways in a mix of urban and rural settings. In addition, Alex has led efforts in traffic counting, transportation management plans, signal warrant studies, traffic signal design, parking studies, and traffic operations analysis for signalized and roundabout intersections. His work in crash and safety analysis includes predictive analysis using crash modification factors and the IHSDM. He has been a member of the Institute of Transportation Engineers (ITE) since 2008. Select Experience • Downtown Street Design and Historic Riverfront Development, Eau Claire • Sonnentag Event/Recreation Complex Traffic Impact Analysis, Eau Claire • Haymarket Plaza Parking Study, Eau Claire • County Line Road Improvements, Eau Claire • River Prairie Redevelopment, Altoona • Chippewa CTH OO Redesign and Resurface, Chippewa County • 30th Avenue Reconstruction, Lake Hallie 22 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Total Experience 21 Years Education BS, Construction Management, University of Wisconsin-Stout Greg Carr, CDT Construction Cost Planning Greg brings more than 17 years of experience in civil design and construction observation, currently leading specification development and project manual preparation for municipal and civil site projects, and supporting design teams with specification strategy, quality assurance and quality control, and guidance on construction contract administration. He holds a Construction Documents Technologist certification and a BS in Construction Management, a background that grounds this study’s planning-level cost ranges in real construction-contract experience rather than a desk estimate alone. Select Experience • Chippewa Mall Drive - Toycen Ford Feasibility Study, Chippewa Falls • Sonnentag Event/Recreation Complex, Eau Claire • County Line Road Improvements, Eau Claire • Gateway Industrial Park, Eau Claire • River Prairie Redevelopment, Altoona • River King’s Bay River Walk, Crystal River, FL • Haymarket Concepts, Eau Claire • Grand Avenue Half Moon Lake Bridge, Eau Claire Total Experience 15 Years Certifications Certified Floodplain Manager Education BS, Environmental Engineering, University of Wisconsin- Platteville Nick Johansen, CFM Water Resources Engineering Nick brings the regulatory and floodplain fluency that a riverfront feasibility study depends on, translating hydrologic and hydraulic modeling into clear findings the Redevelopment Authority can use to weigh alignment options. He is a water resources engineer with 15 years of experience whose work includes dam failure analyses, hydrologic and hydraulic models used in bridge design and scour assessment, and the preparation of multiple FEMA Letter of Map Revision submissions and data-driven floodplain evaluations, along with expertise in GIS creation and spatial analysis that supports clear communication of complex technical data to stakeholders. Nick is an ASFPM Certified Floodplain Manager. Select Experience • Half Moon Lake EAP and IOMP, Eau Claire • CTH CC/Folsom Road Culvert Replacement and LOMR, Eau Claire County • Eau Claire County 2022 ORIP, Eau Claire County • WDNR Elroy-Sparta and Buffalo Trail Bridges, Elroy, Sparta, and Buffalo River • Whelen Park Shoreline Improvements, Medford 23 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Total Experience 21 Years Education BA, Cartography/GIS, University of Wisconsin-Madison AS, Civil Engineering Technology, Madison Area Technical College Membership North American Cartographic Information Society Aaron O’Keefe GIS Specialist Aaron will build the GIS framework that layers the City’s parcel, floodplain, utility, and land use data into the maps and visualizations the study needs to communicate its findings clearly to the Redevelopment Authority and the public. He brings over 20 years of experience providing mapping and GIS support to engineers and planners, including coordinating mapping efforts for outdoor recreation plans, bicycle and pedestrian plans, and wayfinding signage plans, and developing GIS maps and databases that enable clients to layer different types of data on a geographic area. Aaron is proficient in ArcGIS with Spatial Analyst, AutoCAD, and Adobe products. Select Experience • ARISE Downtown Redevelopment, Janesville • Saratoga Lake & Riverwalk Plan, Waukesha • Sonnentag Event/Recreation Complex, Eau Claire • Eau Claire Parks and Recreation Plan, Eau Claire • Eau Claire Comprehensive Outdoor Recreation Plan, Eau Claire • Haymarket Plaza, Eau Claire • Plank Hill Park Master Plan, Eau Claire • Parks and Recreation Master Plan, City of Brooksville, FL • Hopkins Park Concept Master Plan, City of St. Cloud, FL • Plan Hillsborough Strategic Plan, Hillsborough County City-County Planning Commission • Sulphur Springs Neighborhood Action Plan, City of Tampa, FL © 2019 VA NDEWA LLE & AS S OCIAT E SINC . Created: November 27, 2019 V&A I Cannery District Redevelopment Plan Update I Eau Claire, WI 24 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Shipyard Plaza I Green Bay, WI Listen. Align. Design. Deliver. PROPOSED SERVICES 25 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Understanding the Opportunity The City has already identified the river corridor as one of its most significant opportunities for strengthening connections between downtown, surrounding neighborhoods, public spaces, redevelopment areas, businesses, destinations, and the Chippewa River itself. This study represents the next step in understanding how those opportunities can be translated into realistic and implementable actions. We understand that the fundamental question before the Redevelopment Authority is not simply where a riverwalk could be located. Rather, it is determining whether a riverwalk district can become a catalyst for public access, economic development, redevelopment, recreation, and placemaking while responding to the physical, environmental, ownership, infrastructure, and financial realities of the corridor. Answering that question requires more than evaluating potential alignments. It requires understanding how the riverfront functions as a system of destinations, public spaces, redevelopment opportunities, transportation connections, and private investments. The most successful riverwalk districts are not defined by the path itself, but by how effectively they connect people to places, create opportunities for activity, strengthen local identity, and support long-term community and economic value. We also recognize that feasibility extends beyond design. Property ownership, public access, floodplain considerations, environmental constraints, infrastructure capacity, redevelopment potential, funding opportunities, and long-term implementation all influence whether riverfront improvements can move forward. These considerations must inform the planning process from the beginning rather than serving as a final check on completed concepts. Finally, we appreciate the City’s desire to balance technical analysis with meaningful community engagement. The most successful riverfront investments are shaped not only by engineering, economics, and planning considerations, but by a deep understanding of the people who live, work, invest, recreate, and visit the district every day. This study should help the community understand opportunities and challenges while providing decision-makers with the information needed to identify priorities, evaluate tradeoffs, and establish a realistic path forward. Ultimately, the value of this effort will not be measured by the vision it creates, but by the confidence it provides the City in determining where future investments should occur, how they can be successfully implemented, and how they can enhance the daily experience of the people who make Eau Claire’s riverfront a destination and a community asset. Leveraging Partnerships As the study progresses from understanding opportunities to identifying realistic implementation strategies, our team will actively explore opportunities to leverage local partnerships that can expand the value of the City’s investment and help advance future phases of work. One particularly promising opportunity is collaboration with KSU/TAB program. Through previous partnerships, Ayres has seen firsthand how KSU/TAB can contribute meaningful research, data analysis, visualization, student engagement, programming ideas, and community-centered problem solving that complement traditional planning and design efforts. Their involvement can provide additional perspectives, technical support, and community connections while strengthening ties between the local organizations, and the broader Eau Claire community. For the Riverwalk District specifically, KSU/TAB could help support activities such as user and visitor research, activation and programming strategies, economic and tourism-related analysis, identification and documentation of contaminated sites or exploration of long-term implementation opportunities. While we are not assuming KSU/TAB participation as part of the base scope, we believe it represents a valuable opportunity to expand the reach and impact of the study, identify additional funding or partnership opportunities, and build long-term support for future riverfront investments. More importantly, it creates an avenue for incorporating local knowledge, resources, and community creativity into a project that is ultimately intended to serve the people who live, work, study, recreate, and invest in Eau Claire. 26 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Our Approach BUILD FROM WHAT IS ALREADY WORKING One of Eau Claire’s greatest advantages is that this effort does not begin with a blank map. The foundation for a successful riverwalk district already exists in the form of recent public investments, active redevelopment efforts, established destinations, regional trail connections, and a growing appreciation for the community’s riverfront assets. Projects and initiatives such as the Cannery District, Water Street trail, Phoenix Park, Haymarket landing, the regional trail system, and ongoing downtown reinvestment have already demonstrated the value of connecting people to the river and creating memorable public places. Our approach begins by understanding how these investments and previous planning efforts including the regional outdoor recreation plan, function together and where additional connections, improvements, and partnerships can amplify their impact. Rather than asking where a riverwalk could be placed, we will focus on understanding how a riverwalk district can strengthen the network of places that already contribute to Eau Claire’s identity and economic vitality. This perspective helps to ensure recommendations build upon existing momentum rather than competing with it. INTEGRATE IMPLEMENTATION INTO PLANNING FROM DAY ONE Many planning efforts separate visioning from implementation. Concepts are created first and practical considerations are introduced later. In our experience, this often results in recommendations that are difficult to advance once issues such as permitting, ownership, infrastructure, environmental constraints, or cost are fully understood. Our team approaches feasibility differently. Through the ongoing Water Street Trail and Wall Design Services project, Ayres is currently advancing construction documents for riverfront improvements and actively working through many of the same considerations that will influence this study, including shoreline conditions, retaining wall requirements, floodplain implications, utility coordination, permitting pathways, constructability, and long-term maintenance needs. This experience reinforces an important reality: the success of a riverfront project is often determined by implementation considerations long before construction begins. As a result, technical, environmental, ownership, and infrastructure realities will continuously inform concept development rather than being used to evaluate concepts after they have already been created. The result is a study that identifies opportunities that are not only compelling, but achievable. EVALUATE THE RIVER AS AN INVESTMENT FRAMEWORK We believe the most important question facing the City is not where a trail should be located. It is where future investments can generate the greatest public and economic value. For that reason, our analysis will evaluate the corridor as an investment framework rather than a collection of individual projects. Public access, redevelopment opportunities, market support, trail connectivity, recreation, placemaking, and infrastructure all influence one another. Understanding those relationships is critical to determining where investments should occur first and where partnerships may be necessary for future success. This is where the combined strengths of Ayres and V&A become particularly valuable. While Ayres evaluates the physical opportunities and constraints of the corridor, V&A will evaluate how riverfront improvements can support economic activity, redevelopment potential, tourism, private investment, and long-term district vitality. By considering these factors together, the study can move beyond identifying possible improvements and begin identifying strategic investments. TREAT STAKEHOLDER KNOWLEDGE AS PROJECT DATA Community engagement is often viewed as a process of presenting ideas and collecting feedback. We see it differently. The individuals who live, work, invest, manage property, operate businesses, maintain facilities, and use the corridor every day possess information that cannot be obtained from maps, reports, or technical analysis alone. Their experience provides insight into ownership considerations, operational challenges, redevelopment opportunities, access issues, partnership opportunities, and long-standing perceptions that may influence implementation. For that reason, we view the Project Advisory Group process as more than a review structure. These groups 27 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. 28 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. DIVERSE PUBLIC ENGAGEMENT TOOLS: TAILORED TO THE GOALS AND REALITIES OF THE COMMUNITY Sample Community-Based Public Engagement Strategies As unique as each community, this list may include: • Pop-up event examples o Guided Site Tour o Tent or Table at Community Events and Farmers Market o Culturally & Historically Relevant Music Events o School & Youth Events o Potlucks in the Park • Interactive community design workshops • Updates at existing community meetings • Live polling exercises • Mapping exercises • Stakeholder interviews/focus groups • Steering committee meetings • In-person meetings coupled with online engagement opportunities (two ways for people to engage) • Appointed and elected officials workshops • Public open house Sample Online and Alternative Media Public Engagement In addition to in-person meetings, we provide interactive virtual options to help meet more people where they are. These tools include: • Social media engagement with a Plan Update hashtag • Targeted social media posts • Regular updates on community website • Newsletter updates • Leverage mailing lists of partner agencies • Live & recorded educational presentation series • Online surveys / Questions of the Week on the Client Website and social media utilizing SurveyMonkey or Polco o Interactive map-based online surveys o Interactive workshops/visual preference surveys • Email blast announcements • Project website • Branding materials • Video summaries Pop-Up Event Interactive Engagement Project Website PUBLIC ENGAGEMENT STRATEGY Interactive Online Map Survey 29 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Phase-by-Phase Breakdown PHASE 1 Project Kickoff & Stakeholder Engagement OBJECTIVE Establish a common understanding of the opportunities, challenges, and key questions that will guide the study while building the foundation for informed decision-making throughout the project. This phase is less about launching a project and more about aligning expectations, identifying critical perspectives, and helping to ensure that future analysis is focused on the issues most likely to influence feasibility, implementation, and long-term success. The outcome of this phase will be a clear understanding of what questions the study must answer, whose perspectives must be incorporated, and how information gathered throughout the process will be used to evaluate opportunities and inform recommendations. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase establishes the framework through which all subsequent analysis will be evaluated and directly supports the study’s key considerations by: 9 Identifying stakeholders with direct knowledge of river access, ownership conditions, redevelopment opportunities, operational concerns, and implementation barriers. 9 Establishing the foundation for understanding how the corridor currently functions for residents, businesses, property owners, visitors, and institutions. 9 Identifying known opportunities, concerns, and constraints that may influence future public access, redevelopment potential, connectivity, and economic activity. 9 Creating an engagement structure that provides meaningful input while keeping the study focused on feasibility and implementation. 9 Aligning project partners around the major questions and decisions the study is intended to support. ADDITIONAL TASKS In addition to the tasks outlined in the RFP, our team will focus on developing a shared understanding of how recent investments, redevelopment initiatives, and ongoing projects influence the study area. Special attention will be given to understanding the relationship between the Riverwalk District study area and other ongoing efforts, including downtown improvements, redevelopment initiatives, trail investments, and riverfront projects. Knowledge gained through Ayres’ ongoing Water Street Trail and Wall Design Services project, currently in preparation of construction documents, will help inform early discussions regarding implementation considerations, will serve as an active source of project intelligence throughout the study. Their local knowledge will help reveal opportunities and constraints early, test assumptions before recommendations are developed, and provide valuable context for evaluating alternatives. By combining stakeholder knowledge with technical analysis, market evaluation, and redevelopment expertise, the study becomes more than a planning exercise. It becomes a decision-making tool grounded in the realities of how the district functions today and how it could evolve in the future. BUILDING UPON A STRONG RFP FRAMEWORK The City’s scope of work provides a thoughtful and comprehensive roadmap for evaluating the Riverwalk District. Rather than redefining that process, our team has structured its approach around the City’s six-phase framework and key study considerations while incorporating additional analysis related to implementation feasibility, redevelopment potential, floodplain and water resource considerations, and long-term investment strategy. Where our approach differs is not in the tasks themselves, but in how information generated throughout those tasks is continuously evaluated through technical, economic, environmental, and implementation lenses. Insights gathered during community discussions, market analysis, site evaluation, and concept development will actively inform subsequent phases rather than functioning as independent work efforts. This creates a study that does more than document opportunities and constraints. It provides a framework for prioritizing investments, understanding tradeoffs, identifying partnerships, and establishing a realistic path toward implementation. That outcome, ultimately, is what transforms a feasibility study into an actionable roadmap. 30 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. permitting requirements, infrastructure constraints, public access opportunities, and long-term maintenance implications. The project team will also work with the RDA, City staff, and the Project Advisory Group to identify areas where additional technical analysis, stakeholder coordination, or partnership development may be required during later phases of the study. Meetings Project kickoff meeting 9 Review project objectives, study area, schedule, and communication procedures. 9 Confirm major questions and desired outcomes for the study. 9 Review previous planning efforts and ongoing initiatives relevant to the corridor. Project Advisory Group Working Session #1 9 Identify opportunities, concerns, known constraints, and implementation considerations. 9 Discuss ownership realities, redevelopment opportunities, and stakeholder perspectives. 9 Establish a framework for ongoing participation throughout the study. RDA Progress Update 9 Confirm study direction. 9 Review stakeholder engagement strategy and communication approach. 9 Validate project priorities before beginning existing conditions analysis. Deliverables • Project Initiation Memorandum summarizing study objectives, key questions, project organization, and decision framework. • Stakeholder Identification and Interest Matrix. • Stakeholder and Public Engagement Plan. • Community Communication Strategy. • Project Schedule and Engagement Calendar. • Summary of Initial Opportunities, Challenges, and Areas Requiring Further Investigation. PHASE 2 Existing Conditions & Opportunity Assessment OBJECTIVE Develop a comprehensive understanding of how the river corridor functions today and identify the conditions that will ultimately influence feasibility, implementation, and long-term success. While this phase includes documenting existing physical, environmental, infrastructure, and ownership conditions, our primary objective is to understand how these factors interact with one another and where they create opportunities, constraints, or strategic advantages for future investment. The outcome of this phase will not simply be an inventory of existing conditions. It will be a clear understanding of the places, connections, assets, constraints, and investment opportunities that should inform future alternatives. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase establishes the factual foundation required to evaluate all future concepts and directly supports the study’s key considerations by: 9 Identifying opportunities and constraints related to public access and riverfront connectivity. 9 Documenting ownership patterns and areas where public-private partnerships may be necessary. 9 Evaluating environmental, floodplain, shoreline, and water resource conditions that could affect implementation. 9 Understanding how existing destinations, businesses, parks, trails, and redevelopment areas relate to the corridor. 9 Identifying infrastructure and maintenance considerations that may influence project feasibility. 9 Establishing a baseline understanding of how people currently access, use, and experience the riverfront. ADDITIONAL TASKS In addition to the tasks identified within the RFP, our team will focus on understanding how existing conditions influence future decision-making rather than simply documenting them. Ayres will utilize its extensive knowledge of the Eau Claire riverfront system, including lessons learned through the Water Street Trail and Wall Design, Sonnentag, 31 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Haymarket Landing, and previous projects, to help identify implementation considerations that may not be readily apparent through mapping alone. This includes retaining wall conditions, riverbank stabilization considerations, flood resilience, utility conflicts, access limitations, construction sequencing considerations, and long-term maintenance implications. These factors frequently become major drivers of project feasibility and should be understood early in the process. To support both technical analysis and future concept development, the project team will implement a layered engagement strategy that combines stakeholder interviews, targeted discussions with property owners and businesses, community engagement events, and focused conversations with key user groups. Information gathered through these efforts, together with demographic data and existing conditions analysis, will be used to develop a series of user personas representing the people most likely to live, work, recreate, invest, and visit within the Riverwalk District. Our team will then prepare an integrated Opportunity and Constraint Framework that combines environmental conditions, ownership patterns, connectivity, redevelopment opportunities, existing destinations, infrastructure considerations, and user personas into a single decision-making tool. Rather than analyzing these factors independently, this framework will help identify locations where multiple opportunities converge, where challenges may require additional consideration, and how different user groups may experience and benefit from future riverfront investments. Additionally, V&A will begin evaluating redevelopment patterns, market influences, and adjacent investment activity to better understand how existing conditions may support future economic development opportunities throughout the district. This phase will establish the study’s foundational understanding of how the river corridor is experienced today. Rather than relying solely on mapping and technical analysis, the engagement strategy will focus on gathering local knowledge from the people who know the corridor best and incorporating those perspectives directly into the opportunity and constraint evaluation process. The engagement strategy for this phase will focus on those groups most directly connected to the future success of the Riverwalk District, including adjacent property owners, businesses, neighborhood associations, recreational users, redevelopment partners, tourism organizations, institutional stakeholders, and community development organizations. Particular attention will be given to perspectives from the Redevelopment Authority, Chamber/EDC, Visit Eau Claire, Water Street BID, Blue Gold Foundation, and major property owners identified through the study process. Feedback gathered during this phase will help validate technical findings, identify overlooked opportunities and constraints, inform user personas, and establish priorities that will guide future market analysis and concept development. Meetings Project Advisory Group Working Session #2 9 Review existing conditions findings. 9 Validate opportunities, constraints, and observations identified through technical analysis. 9 Identify additional local knowledge related to ownership, access, redevelopment activity, and operational considerations. Stakeholder Interviews and Targeted Discussions 9 Gather perspectives from property owners, businesses, neighborhood representatives, institutions, and corridor users. 9 Understand how the riverfront is experienced today and identify opportunities or concerns not apparent through technical review. 9 Community Engagement Activity (verified once the strategy is confirmed). Gather public perspectives regarding access, destinations, connections, challenges, and opportunities. Identify how different groups currently experience the corridor. Collect input that will inform development of user personas and future alternatives. RDA Progress Update 9 Present Existing Conditions and Opportunity Assessment findings. 9 Review major opportunities, constraints, and areas requiring further evaluation. 9 Confirm priorities moving forward into market analysis and concept development. 32 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Deliverables • Existing Conditions & Opportunity Assessment Report. • Ownership and Public Access Mapping up to ten (10) user persona profiles. • Environmental, Floodplain, Shoreline, and Water Resource Constraints Mapping. • Transportation, Connectivity, and Access Analysis Maps. • Community Engagement Feedback Summary. • Infrastructure and Utility Considerations Summary. • Opportunity and Constraint Framework Map. • Existing Conditions Community Input Summary. • Existing Conditions Presentation for RDA Review. PHASE 3 Market, Economic & Redevelopment Analysis OBJECTIVE Determine what types of activities, amenities, destinations, and redevelopment opportunities can realistically be supported within the Riverwalk District and how future riverfront improvements can contribute to the long-term vitality of downtown Eau Claire. This phase moves beyond the physical question of where a riverwalk could be located and begins evaluating why people would choose to visit, invest, gather, recreate, and spend time along the corridor. The outcome of this phase will be an understanding of how riverfront improvements can strengthen existing destinations, support future redevelopment, create economic opportunities, and establish a framework for year-round activity. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase directly supports the study’s key considerations by: 9 Evaluating the types of uses and activities that are realistically supportable within the district. 9 Identifying opportunities to strengthen connections between existing destinations, businesses, neighborhoods, and the riverfront. 9 Assessing how riverfront improvements can support economic development, redevelopment, tourism, and community vitality. 9 Understanding how different activity levels and land uses may interact with surrounding neighborhoods and businesses. 9 Identifying opportunities to create year-round activity rather than seasonal-only destinations. 9 Evaluating where public investment may help stimulate private investment and redevelopment. ADDITIONAL TASKS In addition to the analyses identified in the RFP, our team will focus on understanding how the Riverwalk District can function as an economic and placemaking framework rather than simply a recreational amenity. Rather than only studying successful riverwalks, V&A will evaluate why certain riverfront districts succeeded while others struggled to gain momentum. Particular attention will be paid to identifying the relationships between public investment, redevelopment activity, market demand, programming, and long-term activation. The objective is not to replicate another community’s riverwalk, but to understand the lessons most applicable to Eau Claire’s unique context. Our team will also evaluate the district’s existing assets and activity generators, including downtown destinations, Water Street businesses, the University area, trail networks, parks, tourism destinations, and redevelopment sites, to understand how future riverfront investments can strengthen and connect these established assets. A key component of this phase will be identifying potential “activity nodes” and investment areas where market demand, redevelopment opportunities, accessibility, and public space improvements overlap. These locations often provide the greatest opportunity to create momentum and generate both community and economic value. Additionally, V&A will begin evaluating public-private partnership opportunities and redevelopment catalyst sites that may benefit from future riverfront investments or enhanced public access. 33 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Meetings Project Advisory Group Working Session #3 9 Review initial market and economic findings. 9 Discuss community assets, redevelopment opportunities, and activity generators. 9 Validate assumptions related to tourism, business activity, riverfront use, and redevelopment potential. Targeted Business and Redevelopment Stakeholder Discussions 9 Gather perspectives from property owners, business leaders, developers, tourism organizations, and economic development partners. 9 Understand opportunities, barriers, and market conditions influencing future investment. RDA Progress Update 9 Present market and economic analysis findings. 9 Review comparable riverfront case study lessons. 9 Discuss redevelopment opportunities, activity nodes, and potential investment strategies. 9 Confirm priorities before concept development begins. Deliverables • Market & Economic Analysis Report. • Comparable Riverwalk and Riverfront District Case Study Summary. • Visitor, User, and Activity Market Assessment. • Assessment of Potential Uses, Amenities, and Activity Generators. • Riverfront Activity Node and Destination Opportunity Mapping. • Neighborhood Compatibility and Community Benefit Assessment. • Economic Development and Redevelopment Opportunity Summary. • Public-Private Partnership and Catalyst Investment Discussion. • Market Findings Presentation for RDA Review. PHASE 4 Concept Plan Development & District Framework OBJECTIVE Transform the opportunities, constraints, market findings, stakeholder input, and technical analysis gathered during the first three phases into a manageable set of realistic concepts that illustrate how the Riverwalk District could evolve over time. The purpose of this phase is not to create a collection of design alternatives, but to test different approaches, understand tradeoffs, and identify the opportunities most likely to advance the City’s goals for connectivity, placemaking, redevelopment, public access, and long-term implementation. The outcome of this phase will be a preferred district framework that reflects both community aspirations and implementation realities while providing a clear direction for future investment. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase represents the point where all previous analysis comes together and directly supports the study’s key considerations by: 9 Exploring realistic opportunities for expanding public access to the river. 9 Strengthening connections between neighborhoods, destinations, parks, trails, downtown, and redevelopment areas. 9 Identifying locations where public investment could support economic development and private reinvestment. 9 Evaluating how different activity levels and amenities could support year-round use. 9 Testing concepts against ownership conditions, environmental constraints, market realities, and implementation considerations. 9 Establishing a framework for phased implementation and future decision-making. ADDITIONAL TASKS In addition to the tasks identified within the RFP, our team will focus on understanding how the riverfront functions as a connected district rather than developing alternatives based solely on trail alignments. 34 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Concept development will begin by identifying areas where multiple opportunities overlap, such as redevelopment potential, existing destinations, access opportunities, activity generators, tourism assets, and public space improvements. These locations will inform the development of a series of strategic “activity nodes” that help create reasons for people to visit, gather, and remain within the district. Rather than evaluating concepts solely on design merits, the team will continuously test each concept through four core lenses: » Community Value » Economic Opportunity » Physical Feasibility » Implementation Readiness This evaluation process allows technical constraints, ownership conditions, market considerations, redevelopment potential, and community priorities to directly influence concept development. Our team will also evaluate opportunities to leverage ongoing and future investments throughout the study area, including redevelopment opportunities, transportation improvements, trail connections, infrastructure projects, and public space investments. The result will be a district framework that reinforces existing momentum rather than functioning as an independent project. Additionally, concept alternatives will explore locations where continuous riverfront access may not be immediately achievable and identify creative approaches that maintain corridor connectivity while recognizing ownership, environmental, or implementation realities. Meetings Project Advisory Group Working Session #4 9 Review concept alternatives and district frameworks. 9 Discuss opportunities, tradeoffs, implementation considerations, and redevelopment implications. 9 Validate technical and market assumptions before broader public review. Public Open House / Community Workshop confirmed with Engagement Strategy 9 Present concept alternatives. 9 Gather feedback on priorities, opportunities, concerns, and potential tradeoffs. 9 Understand which elements resonate most strongly with stakeholders and corridor users. Targeted Property Owner & Stakeholder Discussions 9 Discuss potential impacts and opportunities associated with emerging concepts. 9 Explore implementation considerations and partnership opportunities. RDA Progress Update 9 Review public feedback. 9 Evaluate concept alternatives through technical, economic, environmental, and implementation lenses. 9 Confirm direction for development of the preferred district framework. Deliverables • Concept Alternatives Report. • Riverwalk Alignment and Connectivity Alternatives. • Activity Node and Destination Framework Plans. • Neighborhood and Redevelopment Integration Mapping. • Illustrative Plans, Diagrams, and Supporting Graphics. • Public Space, Amenity, and Programming Opportunities Summary. • Public and Stakeholder Feedback Summary. • Concept Evaluation Matrix. • Preferred Riverwalk District Framework. • Preliminary Phasing and Implementation Strategy. • Concept Development Presentation for RDA Review. 35 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. PHASE 5 Regulatory, Environmental & Implementation Review OBJECTIVE Evaluate the preferred district framework through the lens of implementation and identify the actions, partnerships, approvals, funding strategies, and technical considerations required to move from feasibility to future design and construction. While previous phases focus on identifying opportunities and establishing a preferred direction, this phase focuses on determining what it will take to make those opportunities achievable. The outcome of this phase will be a realistic understanding of the barriers, opportunities, risks, and implementation pathways associated with advancing the Riverwalk District. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase directly supports the study’s key considerations by: 9 Identifying regulatory and environmental requirements that may influence future improvements. 9 Evaluating ownership conditions and public access considerations associated with potential alignments and activity nodes. 9 Understanding infrastructure constraints and opportunities that could affect implementation. 9 Assessing environmental, shoreline, floodplain, and water resource considerations. 9 Establishing planning-level cost expectations and potential funding strategies. 9 Identifying practical implementation approaches that align with redevelopment opportunities and future public investment. 9 Providing a framework for phased implementation that recognizes financial, ownership, regulatory, and infrastructure realities. ADDITIONAL TASKS In addition to the tasks outlined in the RFP, our team will focus on transforming technical findings into an implementation roadmap that supports future decision- making. Rather than viewing permitting, ownership, infrastructure, environmental considerations, and funding as independent constraints, Ayres and V&A will evaluate how these factors interact and influence the feasibility of specific improvements. Particular attention will be given to identifying opportunities where implementation barriers are relatively low and public benefit is high, helping the City identify achievable early wins alongside longer-term opportunities. Drawing upon Ayres’ ongoing current and previous projects and extensive local water resource experience, our team will evaluate how riverbank conditions, retaining structures, utility infrastructure, floodplain limitations, maintenance considerations, and construction sequencing could influence future project development. Understanding these factors at the feasibility stage helps minimize surprises during later design phases and provides the City with a more realistic understanding of implementation requirements. In addition, V&A will evaluate implementation tools that extend beyond traditional capital improvements, including redevelopment partnerships, grant opportunities, development agreements, public-private collaborations, and other mechanisms that could help advance portions of the district over time. A key focus of this phase will be identifying where implementation can occur incrementally. Rather than assuming the Riverwalk District must be completed as a single project, we will evaluate how future improvements can align with redevelopment cycles, infrastructure investments, funding opportunities, and ownership transitions. Meetings Project Advisory Group Working Session #5 9 Review implementation findings and feasibility considerations. 9 Discuss property, regulatory, infrastructure, and funding opportunities. 9 Validate assumptions regarding implementation priorities and partnership opportunities. 36 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Targeted Property Owner and Agency Coordination Discussions 9 Discuss potential access, ownership, and partnership considerations. 9 Identify regulatory concerns, permitting pathways, and implementation risks. 9 Better understand long-term opportunities associated with voluntary participation and future redevelopment activity. RDA Progress Update 9 Review feasibility findings, implementation challenges, and key risks. 9 Discuss funding opportunities, partnership strategies, and phased implementation approaches. 9 Confirm priorities before development of the final recommendations. Deliverables • Regulatory and Permitting Matrix. • Property Ownership, Access, and Partnership Considerations Summary. • Infrastructure and Utility Considerations Assessment. • Environmental, Floodplain, and Water Resource Risk Summary. • Implementation Risk and Constraints Assessment. • Planning-Level Cost Opinion and Investment Ranges. • Preliminary Funding and Partnership Strategy. • Implementation Opportunity Matrix. • Recommended Short-Term, Mid-Term, and Long- Term Implementation Actions. • Future Community Engagement and Stakeholder Coordination Recommendations. • Feasibility and Implementation Presentation for RDA Review. PHASE 6 Recommendations, Priorities & Path Forward OBJECTIVE Synthesize the findings from the previous phases into a clear, actionable roadmap that allows the Redevelopment Authority to determine whether and how the Riverwalk District should move forward. The purpose of this phase is not simply to document what was learned throughout the study, but to translate those findings into a practical set of recommendations, priorities, and next actions that can guide future investment and decision-making. The outcome of this phase will be a feasibility study that helps the City move from evaluation to action by identifying where opportunities exist, what challenges must be addressed, and what steps should occur next. ALIGNMENT WITH KEY STUDY CONSIDERATIONS This phase brings together all previous analyses and directly supports the study’s key considerations by: 9 Establishing a recommended framework for improving public access and riverfront connectivity. 9 Identifying opportunities to support redevelopment, economic development, recreation, and placemaking. 9 Summarizing ownership, environmental, infrastructure, and implementation considerations that influence future decisions. 9 Prioritizing opportunities based on feasibility, community value, investment potential, and implementation readiness. 9 Identifying realistic next steps for advancing the Riverwalk District. 9 Providing a roadmap that supports future funding, partnership development, and project implementation. ADDITIONAL TASKS In addition to the tasks outlined in the RFP, our team will focus on creating a final report that functions as a decision- making tool rather than simply a project record. A common challenge with planning studies is that they successfully document opportunities and challenges but provide limited direction regarding what should happen next. Our approach is to organize recommendations around implementation priorities and decision points, 37 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. helping the City understand not only what opportunities exist, but which actions should occur first and which opportunities may require additional study, partnerships, or future redevelopment activity. Throughout the report, recommendations will be tied directly back to the study’s four evaluation lenses: » Community Value » Economic Opportunity » Physical Feasibility » Implementation Readiness This approach provides a transparent explanation of how recommendations were developed and helps establish confidence in the decision-making process. The final recommendations will also distinguish between actions that can be initiated in the near term and opportunities that are more appropriately pursued as redevelopment occurs, funding becomes available, property conditions change, or future infrastructure projects advance. Meetings Project Advisory Group Working Session 9 Review final recommendations and implementation priorities. 9 Confirm key findings and next-step actions. 9 Discuss future coordination opportunities and implementation considerations. Draft Findings Review Meeting 9 Review draft feasibility study with City staff and RDA representatives. 9 Discuss recommendations, priorities, and implementation strategies. 9 Confirm revisions prior to preparation of final materials. RDA Presentation 9 Present major findings, recommendations, and implementation priorities. 9 Review preferred district framework and supporting analysis. 9 Discuss next actions, funding opportunities, partnerships, and future decision points. 9 Respond to questions and facilitate discussion regarding future direction. Community Findings Presentation 9 Share study conclusions and recommendations. 9 Demonstrate how stakeholder and public input informed the final outcome. 9 Communicate implementation priorities and future opportunities. Deliverables • Draft Riverwalk District Feasibility Study. • Community and Stakeholder Engagement Summary. • Preferred District Framework Plan. • Opportunities, Constraints, and Feasibility Summary. • Implementation and Investment Strategy. • Prioritized Short-Term, Mid-Term, and Long-Term Actions. • Recommended Next-Step Studies and Design Efforts. • Funding and Partnership Opportunity Summary. • Executive Summary Report. • Public-Facing Project Summary. • Final Riverwalk District Feasibility Study. • Final Presentation Materials and Supporting Graphics. Hours by Task Total Hours PHASE 1: Kick-Off & Stakeholder Engagement 74 PHASE 2: Existing Conditions Assessment 128 PHASE 3: Market & Economic Analysis 132 PHASE 4: Concept Plan Development 184 PHASE 5: Regulatory, Environmental & Implementation Review 246 PHASE 6: Final Report & Presentation 136 TOTALS 900 38 Ingenuity, Integrity, and Intelligence. AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Phase 1: Project Kickoff & Stakeholder Engagement Discover Analyze Synthesize Discover Analyze Synthesize Discover Analyze Synthesize Phase 2: Existing Conditions & Opportunity Assessment Phase 3: Market, Economic & Redevelopment Analysis Concept Plan Development & District Framework Regulatory, Environ. & Implementation Review Construction Process Stakeholder Meeting Review Process Project Advisory Group Meeting Community Engagement County &/or City Council Meeting RDA Meeting Engagements & Meetings Phase 4 & 5 Phase 6: Recommen. Priorities & Path Forward Anticipated Plan Adoption May 2027 NTP: Nov. 2026 Document Review Process Proposed Schedule Our schedule has been structured to balance meaningful stakeholder engagement, technical analysis, and timely decision-making within the City’s preferred six-month timeframe. The phased approach follows a consistent Discover, Analyze, and Synthesize workflow during the early stages of the study, allowing information gathered from stakeholders, community members, market analysis, and technical evaluations to continuously inform subsequent phases rather than functioning as independent work efforts. Key review points with the Project Advisory Group, Redevelopment Authority, stakeholders, and the broader community are intentionally positioned throughout the process to validate findings, confirm priorities, and guide decision-making. While we believe this schedule provides an efficient and realistic roadmap to completion, we also recognize that opportunities, questions, and priorities often emerge as studies progress. As a result, our team will remain flexible and work collaboratively with the Project Advisory Group and City staff to refine the schedule, engagement approach, and specific project activities as needed while maintaining momentum toward the study’s overall goals and deliverables. 39 AYRES | RIVERWALK FEASIBILITY STUDY, PROCUREMENT NO. 2026-56 | CITY OF EAU CLAIRE Ingenuity, Integrity, and Intelligence. Page 2 of 2 10) What key community groups, stakeholders, or organizations does the city anticipate involving in the project? A: Organizations like the RDA Board, Chamber of Commerce/EDC, Visit Eau Claire (convention and tourism), neighborhood associations, the Water St. Business Improvement District (BID), Blue Gold Foundation (university non-profit), any of the larger property owners are the stakeholder groups that come to mind immediately. 11) Does the city currently have an internal advisory committee or project working group established for this project? If so, could you provide additional information regarding its composition and role? A: The RDA and Community Development staff will be the advisory group. Progress updates at some of RDA’s monthly meetings would be appropriate as needed. Greg Bowe Purchasing Manager City of Eau Claire Acknowledgement: ____________________________________ __ Company Name ______________________________________ Signature ______________________________________ Name Typed or Printed ______________________________________ Date Matthew J. Ashby Ayres Associates Inc. September 29, 2026 D E V E L O P . B U I L D . M A N A G E . 7901 W National Ave, Suite C, West Allis, WI 53214 // MSPREALESTATEINC.COM P R O P O S A L & Q U A L I F I C A T I O N S · C I T Y O F E A U C L A I R E 105 Walnut Street C O N F I D E N T I A L — P R E P A R E D F O R T H E C I T Y O F E A U C L A I R E The Center · 105 Walnut Street, Eau Claire 1.85 acres · Cannery District · TID #13 W H Y T H I S S I T E , W H Y N O W Site control for WHEDA A PSA or option that meets WHEDA’s threshold. A county without an award Priority in WHEDA’s review that may not last. Already in Eau Claire Heritage at Deer Run (2002) & Heritage Court (2007). A record of picking winners MSP closes and builds 85%+ of what it pursues. C O N F I D E N T I A L — P R E P A R E D F O R T H E C I T Y O F E A U C L A I R E October 8, 2026 Aaron White Billie Hufford Kendall Williams City of Eau Claire RE: Site Control for an Affordable Family Community — The Center, 105 W alnut Street Dear Aaron, Billie and Kendall: MSP Real Estate is interested in acquiring The Center, formerly the Kessler Park lot, to develop approximately 50 affordable family apartments through WHEDA’s 9% tax credit program. Homes would be affordable to households at 40–60% of Area Median Income, with off-street parking and an outdoor play area for kids. • Site control. W e would like to sign a Purchase Agreement, Option Agreement or other instrument acceptable to WHEDA that meets its site-control threshold. W e will provide our standard PSA, which satisØes that requirement and allows closing by December 31, 2027. • Why now. Eau Claire County is a county without a prior a ward, which gives this site priority in WHEDA’s competitive re view, an advantage that may not hold in future cycles. The concept application is due November 2, 2026, the full application February 5, 2027, and awards are expected in April 2027; the following pages lay out the schedule. • Why MSP . While this pursuit is preliminary, MSP has a long history of picking winners, closing and building over 85% of the properties it pursues. We would pursue gap Ønancing through TIF , potential land credits and Affordable Housing Funds. Our afØliate Heritage Senior Living already serves Eau Claire at Heritage at Deer Run (2002) and Heritage Court Eau Claire (2007), and our founder, Milo Pinkerton, also developed Deer Run Condominiums and London Square Apartments in Eau Claire, which we no longer own or manage. We appreciate your consideration and look forward to the conversation. Sincerely, Brian Woolsey Managing Principal, MSP Real Estate 612.845.6015 · bwoolsey@msphousing.com T E S T F I T · R I N K A · O C T 8 , 2 0 2 6 · 4 8 U N I T S · 7 6 S T A L L S P R O P O S A L T H E S I T E & T H E P R O G R A M THE CENTER A Ùat 1.85-acre lot in the Cannery District, across from the new Cannery Park, on the Chippewa River tr ail network and within walking distance of downtown and an elementary school. Approximately 50 affordable family homes 9% LIHTC, affordable to households at 40–60% of Area Median Income. A family-sized unit mix Test fit: 24 one-bed, 18 two-bed and 6 three-bed homes (48 total). Built for families 76 off-street stalls (12 enclosed, 1.58:1) and an outdoor play area for kids. Ready to build Utilities on site, new street improvements, and located in TIF District #13. Gap financing TIF, potential land credits and Affordable Housing Funds. Already part of Eau Claire Heritage at Deer Run (2002) and Heritage Court Eau Claire (2007). Founder Milo Pinkerton also developed Deer Run Condominiums and London Square Apartments. ~50A F F O R D A B L E F A M I L Y H O M E S 1.85A C R E S 40–60%A R E A M E D I A N I N C O M E TID #13T A X I N C R E M E N T D I S T R I C T P R O P O S A L W H E D A 9 % C Y C L E & S I T E C O N T R O L THE PATH TO CLOSING OCT 2026 Site control PSA or option signed with the City NOV 2, 2026 Concept application Submitted to WHEDA NOV 2026 Concepts advance WHEDA announcement (date TBD) FEB 5, 2027 Full application Submitted to WHEDA APR 2027 Awards announced WHEDA announcement (date TBD) BY DEC 31, 2027 Closing Land closing and Ønancing Option must run at least 90 days past the full application (to at least May 6, 2027) WHEDA site-control threshold A signed, unexpired purchase agreement or option identifying the site, terms and price; options must extend at least 90 da ys beyond the application date. Our proposed instrument MSP’s standard PSA meets that threshold and gives the time needed to win an award, secure gap Ønancing and close b y December 31, 2027. Gap financing plan TIF through District #13, potential land credits and Affordable Housing Funds, la yered with the 9% tax credits. NOV 2C O N C E P T A P P L I C A T I O N FEB 5F U L L A P P L I C A T I O N APR2 0 2 7 A W A R D S 12/31/27C L O S I N G Company Overview New Projects Experience 01 02 03 04 05 CONTENTS Community Impact Team D R I F T L E S S · L A C R O S S E , W I S C O N S I N C O M P A N Y O V E R V I E W · W H O W E A R E BUILT TO ELEVATE. For more than 35 years, MSP Real Estate has created places that elevate how people live. With 4,500+ homes developed across Wisconsin, Minnesota and the Upper Midwest, we bring dev elopment, construction and management under one integrated vision: one accountable partner from the Ørst site plan to move-in day, and for decades after. D E V E L O PB U I L DM A N A G E BUILT TO ELEVATE. C O M P A N Y O V E R V I E W For over 35 years, MSP Real Estate has created places that elevate how people live. With 4,500+ units developed across Wisconsin, Minnesota, and the Upper Midwest, we bring development, construction, and management under one integrated vision. 0 1 C O M P A N Y O V E R V I E W One Vision, Complete Control With development, construction, and property management under one roof, MSP delivers a seamless process from concept to completion. Development From site acquisition to project financing, we identify opportunities and guide developments from vision to reality. Our in-house construction team delivers quality craftsmanship, on-time completion, and cost- effective building solutions. our projects, ensuring long-term commitment to quality and community value. Professional property management that maximizes asset value while creating exceptional living experiences for residents. Construction Ownership Management E N D - T O - E N D E X P E R T I S E C O M P A N Y O V E R V I E W We maintain ownership stakes in 0 1 C O M P A N Y O V E R V I E W G R A N D T E T O N · M A D I S O N , W I S C O N S I N C O M P A N Y O V E R V I E W · T R A C K R E C O R D SUCCESS BY THE NUMBERS. Nearly four decades of developing, building and managing housing, and a pipeline that keeps growing. 4,500U N I T S D E V E L O P E D S I N C E 1 9 8 8 2,670U N I T S B U I L T S I N C E 2 0 0 5 3,300U N I T S U N D E R M A N A G E M E N T $650MI N A S S E T S U N D E R M A N A G E M E N T 1,100E M P L O Y E E S A C R O S S M S P & H E R I T A G E 600U N I T S I N T H E P I P E L I N E 190U N I T S U N D E R D E V E L O P M E N T 530KSF I N O F F I C E A N D R E T A I L D R I F T L E S S · L A C R O S S E , W I S C O N S I N C O M P A N Y O V E R V I E W · W H O W E A R E BUILT TO ELEVATE. For more than 35 years, MSP Real Estate has created places that elevate how people live. With 4,500+ homes developed across Wisconsin, Minnesota and the Upper Midwest, we bring dev elopment, construction and management under one integrated vision: one accountable partner from the Ørst site plan to move-in day, and for decades after. D E V E L O PB U I L DM A N A G E BUILT TO ELEVATE. C O M P A N Y O V E R V I E W For over 35 years, MSP Real Estate has created places that elevate how people live. With 4,500+ units developed across Wisconsin, Minnesota, and the Upper Midwest, we bring development, construction, and management under one integrated vision. 0 1 C O M P A N Y O V E R V I E W MSP DEVELOPMENT MSP has developed more than 4,500 housing units over its 35+ year history, delivering high-quality properties that respond to the needs of the communities we serve. In the affordable space, we focus on public-private partnerships, leveraging tools such as TIF, CDBG, HOME, and FHLB to bridge financing gaps while creating well-designed, amenity-rich communities. We also develop and invest in market-rate apartment communities and continuum-of-care senior campuses, guided by a philosophy of investing in strategic markets to deliver lasting value for our partners and the communities in which we build. MSP CONSTRUCTION Founded in 2000, MSP Construction, Inc. was established to provide the parent company with direct control over quality, costs and timelines. We have since grown into a regional powerhouse, having successfully built nearly half a billion dollars worth of construction projects. Our portfolio includes over 2,670 units across more than 34 projects, ranging from specialized senior living campuses to complex affordable housing developments. MSP Construction is now selectively offering our general contracting services to external owner-developers who value our specialized experience in high-quality residential and healthcare adjacent housing. MSP MANAGEMENT Established in 2005 to provide comprehensive service to our expanding portfolio, MSP Property Management, LLC focuses on the long- term stewardship of high-quality affordable housing, senior and market rate residential communities. Based in Middleton, Wisconsin, we manage properties across the Upper Midwest, including 2,100 apartments and 1,200 Assisted Living and Memory Care units. HERITAGE SENIOR LIVING Heritage Senior Living is a premier regional provider headquartered in West Allis that operates more than 15 senior housing communities exclusively across Wisconsin, including major markets like Milwaukee, Madison, Green Bay, and Eau Claire. Founded in 2000, the company offers a comprehensive continuum of care ranging from independent and assisted living to specialized memory care and enhanced assisted living. The organization manages over 1,201 units and employs more than 950 staff members dedicated to a "living better" philosophy that prioritizes homelike environments and resident-centered care. FAMILY OF COMPANIES C O M P A N Y O V E R V I E W 0 1 C O M P A N Y O V E R V I E W 0 2 C O M M U N I T Y I M P A C T COMMUNITY IMPACT P O R T F O L I O O V E R V I E W 2,043 Homes, 29 Communities MSP manages 2,043 homes across 29 properties: 16 senior communities and 13 multifamily communities. The portfolio includes 25 affordable properties and 4 market-r ate properties, representing 1,185 senior units and 858 multifamily units. Affordability is not concentrated in a handful of buildings. It runs through the portfolio: seven in ten managed homes carry an income restriction, and the deepest tiers are paired with housing and social-service partnerships that connect eligible households to housing they can hold onto. Three projects now in the pipeline add 347 income-restricted homes by 2028, lifting the managed portfolio to 2,390 units and raising the restricted share from 71% to 75%. A F F O R D A B I L I T Y B Y A M I Where the Portfolio Sits INCOME LEVEL TODAY 2027 2028 30% AMI 199 215 250 40% AMI 38 38 38 50% AMI 560 576 665 60% AMI 608 736 773 80% AMI 48 48 74 Market Rate 590 590 590 Total Units 2,043 2,203 2,390 Income-Restricted 1,453 1,613 1,800 Bars show today’s mix. 2027 and 2028 add the pipeline on the following page; market-rate units held Ùat. 1,453I N C O M E - R E S T R I C T E D U N I T S 1,405U N I T S A T 6 0 % A M I O R B E L O W 71%O F M A N A G E D U N I T S R E S T R I C T E D 90%+V O U C H E R R E T E N T I O N R A T E “ Home is the nicest word there is. L A U R A I N G A L L S W I L D E R 0 2 C O M M U N I T Y I M P A C T HOUSING STABILITY P A R T N E R S H I P S Deep Affordability, Held in Place Within the 30% AMI inventory, 94 affordable units are supported through partnerships with social-service and housing organizations. MSP also works with the public housing agencies and HRAs that administer voucher progr ams across Wisconsin and Minnesota. V O U C H E R P R O G R A M A D M I N I S T R A T O R S Dane County Housing Authority Community Development Authority of Madison Saint Paul Public Housing Agency Metropolitan Council HRA H O U S I N G & S U P P O R T I V E S E R V I C E S Lutheran Social Services The Salvation Army V E T E R A N S HUD-VASH · permanent housing support for eligible veterans ~320V O U C H E R H O U S E H O L D S H O U S E D 90%+V O U C H E R R E T E N T I O N R A T E Residents stay. Approximately 320 v oucher holders live throughout MSP’s managed portfolio, and a 90%+ retention rate reÙects resident stability and the value of quality, affordable options for voucher-supported households. P I P E L I N E T H R O U G H 2 0 2 8 Adding Affordable Homes Parkway Gardens Saint Paul, MN · Acquiring 2026 160 Odana Heights Madison, WI · Delivering 2028 130 Oregon Main Oregon, WI · Delivering 2028 57 R E S T R I C T E D H O M E S A D D E D+347 1,453 1,800I N C O M E - R E S T R I C T E D H O M E S B Y 2 0 2 8 Impact beyond unit counts. Through a broad affordable portfolio, deeply affordable set-asides, voucher acceptance, and partnerships with housing and social-service organizations, MSP helps e xpand access to stable housing for seniors, families, veterans, and other households in the communities we serve. “ Without stable shelter, everything else falls apart. M A T T H E W D E S M O N D 0 3 T E A M TEAM MILO PINKERTON Founder & CEO BRIAN WOOLSEY Managing Principal MSP Development BEN SHEARER Vice President MSP Construction BRIAN MARTIN Vice President MSP Management JOE ZWOLSKI Development Associate Specialization // LIHTC Dev & Compliance TOM DENAWAY Development Associate Specialization // Public Finance, TIF & Entitlements AARON SPIEGLE VP of Acquisitions Specialization // Multi-Family Acquisitions R E C E N T L Y C O M P L E T E D Driftless 100 Affordable Senior Apartments 20 Affordable Family Townhomes Opened July 2025 Stabilized January 2026 DRIFTLESS A P A R T M E N T S La Crosse, Wisconsin 0 4 R E C E N T L Y C O M P L E T E D Yellowstone Apartments 345 Yellowstone, Madison, Wisconsin 65 Affordable Family Apartments 30-60% AMI Opened October 2025, under budget Stabilized January 2026 R E C E N T L Y C O M P L E T E D 0 4 R E C E N T L Y C O M P L E T E D Grand Teton Apartments 6503 Grand Teton Plaza, Madison, WI 81 units Market Rate Opened October 2025, under budget R E C E N T L Y C O M P L E T E D 0 4 R E C E N T L Y C O M P L E T E D The Winn 640 Wisconsin Ave, Golden Valley, MN 303 units (15% affordable to 60% AMI) $2M Under budget 5 months ahead of schedule R E C E N T L Y C O M P L E T E D Opened February 2026, 25% preleased 0 4 R E C E N T L Y C O M P L E T E D Abbey Apartments Minneapolis, Minnesota 124 market rate apartments and preservation of 1887 residential mansion from AIA Minnesota, CoStar, Finance & Commerce, Heritage Preservation Committee and Preserve Minneapolis 7-year refinance secured in 2026 R E C E N T L Y C O M P L E T E D 2023 Award of Excellence Recognition 0 4 R E C E N T L Y C O M P L E T E D Odana Heights 437 Yellowstone, Madison, Wisconsin Co nstruction Start Q1 2027 C O M I N G S O O N 130 units, Senior LIHTC $5M secured from City of Madison 2026 WHEDA Competitive Cycle 0 4 C O M I N G S O O N Odana Heights 437 Yellowstone, Madison, Wisconsin Co nstruction Start Q1 2027 C O M I N G S O O N 130 units, Senior LIHTC $5M secured from City of Madison 2026 WHEDA Competitive Cycle 0 4 C O M I N G S O O N Oregon Main 169, 205, 213 Main Street, Oregon, WI 57 units Senior LIHTC Applying for WHEDA & Dane County Construction Start Q1 2027 C O M I N G S O O N 0 4 C O M I N G S O O N Oregon Main 169, 205, 213 Main Street, Oregon, WI 57 units Senior LIHTC Applying for WHEDA & Dane County Construction Start Q1 2027 C O M I N G S O O N 0 4 C O M I N G S O O N C O M I N G S O O N Heritage Senior Living – Driftless 150-200 units Active Senior Construction Start Q1 2027 La Crosse, Wisconsin 0 4 C O M I N G S O O N C O M I N G S O O N Heritage Senior Living – Driftless 150-200 units Active Senior Construction Start Q1 2027 La Crosse, Wisconsin 0 4 C O M I N G S O O N Experience Affordable Senior Apartments Tosa Mayfair Senior Wauwatosa WI 39 2024 The Oscar Senior Madison WI 55 2022 River Parkway Senior Wauwatosa WI 118 2021 New Berlin Senior II New Berlin WI 34 2021 Normandy Square Madison WI 58 2019 Middleton Senior Middleton WI 56 2012 Chippewa Senior II Chippewa Falls WI 24 2011 West Allis Senior West Allis WI 122 2009 Monona Senior Monona WI 88 2009 Lincoln Village Port Washington WI 49 2002 Deer Creek Village New Berlin WI 145 2001 Silver Creek Village Glendale WI 65 2000 Homestead Village Chippewa Falls WI 48 2000 Silver Lake Pointe Mounds View MN 83 1995 (Sold 2024) Courtyard West Allis WI 63 1995 Mill View Kiel WI 24 1995 Station House Antigo WI 40 1991 Village Plaza Paddock Lake WI 24 1991 MSP has completed 1,355 units in this category. PROPERTY NAME CITY STATE UNITS YEAR E X P E R I E N C E “ The ache for home lives in all of us, the safe place where we can go as we are and not be questioned. Maya Angelou ” 0 5 E X P E R I E N C E Experience Affordable Family Apartments The Heights Madison WI 79 2023 River Parkway Phase II Wauwatosa WI 50 2023 The Oscar Family Madison WI 55 2022 Taylor Pointe McFarland WI 51 2022 River Parkway Townhomes Wauwatosa WI 18 2021 The Grove Madison WI 112 2020 The Landing Chippewa Falls WI 40 2016 Meadow Ridge Waukesha WI 70 2014 New Berlin City Center New Berlin WI 102 2012 Valley Farms Westfield IN 92 1996 Silverlake Commons Mounds View MN 50 1999 (Sold 2017) Cityside Townhomes Marshall MN 50 1997 (Sold 2017) Parkside Townhomes Redwood Falls MN 30 1997 (Sold 2017) Lincoln Square Chisholm MN 38 1995 (Sold 2013) MSP has completed 938 units in this category. PROPERTY NAME CITY STATE UNITS YEAR Form and function should be one, joined in a spiritual union. “ ” Frank Lloyd Wright E X P E R I E N C E 0 5 E X P E R I E N C E Experience Assisted Living & Senior Care Heritage Kimberly Kimberly WI 91 2017 Heritage Lake Country Delafield WI 79 2017 Heritage Port Washington Port Washington WI 65 2015 Heritage Court Waukesha Waukesha WI 36 2014 Heritage Elm Grove Elm Grove WI 97 2014 Heritage Middleton Middleton WI 79 2012 Heritage Monona Phase I & II Monona WI 143 2009–2012 (Combined Phases) Heritage Court West Allis West Allis WI 38 2009 Heritage West Allis Assisted West Allis WI 40 2009 (Assisted Living) Heritage Court Eau Claire Eau Claire WI 34 2007 Heritage Court Menomonee Falls Menomonee Falls WI 34 2004 Heritage at Deer Creek New Berlin WI 76 2004 Heritage at Deer Run Eau Claire WI 39 2002 Lexington Heritage Greenfield WI 20 2000 Muskego Senior Muskego WI 79 2018 MSP, through Heritage, operates extensive continuum-of-care campuses. PROPERTY NAME CITY STATE UNITS YEAR E X P E R I E N C E “ There are only four kinds of people in the world: those who hav e been caregivers, those who are currently caregivers, those who will be caregivers, and those who will need caregivers. Rosalynn Carter ” 0 5 E X P E R I E N C E Experience Market Rate & Commercial Kimberly Senior Apartments Kimberly WI 45 - 2017 Senior Housing Lake Country Senior Apartments Delafield WI 45 - 2017 Senior Housing Central Pointe New Berlin WI 75 - 2015 Multifamily Muskego Senior Market Rate Muskego WI 29 - 2018 Senior – Market Rate Mendota Heights Business Center Mendota Heights MN - 420,216 2015 Office Acquisition 6300 Old Shakopee Road Bloomington MN - 80,700 2017 Office Acquisition PROPERTY NAME CITY STATE UNITS SF YEAR ASSET TYPE / NOTES Experience Recently Completed and Coming Soon The Winn Golden Valley, MN 303 Market Rate & Affordable Opens February 2026 Yellowstone Apartments Madison, WI 65 Affordable Family Opened October 2025 Grand Teton Apartments Madison, WI 81 Market Rate Opened October 2025 The Driftless Apts & Townhomes La Crosse, WI 120 Affordable Senior & Family Opened July 2025 The Abbey Minneapolis, MN 124 Historic Rehab & New Apts Completed 2022; refi 2026 PROJECT LOCATION UNIT COUNT UNIT TYPE STATUS / TIMING RECENTLY COMPLETED Odana Heights Madison, WI 130 Senior LIHTC Q1 2027 Oregon Main Oregon, WI 57 Senior LIHTC Q1 2027 La Crosse, WI 150 - 200 Active Senior Q1 2027 PROJECT LOCATION UNIT COUNT UNIT TYPE STATUS / TIMING COMING SOON E X P E R I E N C E Heritage Senior Living – Driftless 0 5 E X P E R I E N C E Thank you.