August 19, 2015
Zakia Alam, Purchasing and Contract Manager Business Management Department 405 Martin Luther King Jr. Blvd. Chapel Hill, NC 27514
RE: Design of Downtown 2020 Strategy for Chapel Hill
Dear Members of the Selection Committee: We are delighted to submit this proposal. We have put together a team that includes experts in both development strategy and urban design, with the goal of creating an overarching plan for downtown that includes prioritized policies and implementation steps. We have tried to keep our proposal to you as clear and concise as the work product that we will create for you. The intangible part of that work product will be helping you forge public consensus for its execution. While Rod Stevens will be the project manager, and oversee preparation of the strategy, Victor Dover will be the face of public involvement. Both of us care about community. We cannot guarantee consensus, but we do promise that everyone will feel that they have been heard and their concerns acknowledged. Finally, we propose a somewhat unconventional written work product, a broadsheet for wide distribution. We see our role as communicating understanding, and we think this novel approach will bring you quicker results. We look forward to working with you in moving your downtown forward.
Sincerely yours,
Rod Stevens – Principal
Summary We will create an overarching vision for downtown and a prioritized set of policies and actions for realizing this, building consensus among stakeholders along the way. Our work product will be graphic and concise, a management tool with which to make decisions and recruit partners. Our work will consist of three parts: collating prior plans, listening to stakeholder concerns, and developing a strategy with you. We will bring a practical approach to problem-solving, creativity, and the ability to listen.
We’re passionate about building great places and we love to help communities be the best they can be.
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Understanding of Your Needs You have completed a number of planning efforts, including the 2009 streetscape and lighting master plan, the 2010 framework plan, the 2012 comprehensive plan for the Town as a whole, the 2014 bicycle plan, the 2014 “Downtown Imagined” vision document, and zoning overlays for historic and neighborhood conservation districts, all with extensive public outreach. While each of these documents is well researched and includes a number of principles and recommendations, there appears to be no one document that unifies them, no one vision that contains a memorably short set of principles that will guide action. Despite much citizen involvement, some activists are concerned that current plans will not prevent new development from harming the scale and character of the downtown and surrounding neighborhoods. You need a strategy that will be based on an overarching vision of what the downtown will be like, how it will function day to day, and how it will touch neighborhoods to the north and south.
We encourage people to tell us not just what they don’t want, but what they do want. We want them to aim high and envision the best possible version of their own community.
Rather than redoing past work, the citizen outreach needs to identify what people are most concerned about, finding a vocabulary that expresses both their concerns and their aspirations. That strategy needs to set priorities for achieving and protecting these things, with simple, concise language and illustrative examples. And this strategy needs to set the basis for a work plan, a “how to” course that lays the way forward. Besides affirming goals, that plan may include essential work tasks, such as revisiting the boundary between downtown and the north-side neighborhoods. This will require lots of listening, lots of thinking, and a very carefully articulated final document. It can be done.
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A 3-Part Approach We propose a three-part approach that involves collating past efforts on a single map, listening to stakeholders about their goals and concerns, and creating a strategy with a way forward. Here are the key elements of each:
1. Collating past efforts There are many good ideas in these past planning studies. The problem is that there are so many of them. Most of the issues seem to have been covered, with little need for additional research of public outreach on these, but the findings of the various studies need to be put on a single sheet, so that we can see them together and pull out the big ideas. Then we will check with you to see if anything is missing.
2. Stakeholder interviews We will then meet with stakeholders to discuss their aspirations and concerns for downtown, as well as the obstacles and opportunities for development. The stakeholder interviews will include staff and elected officials, investors and developers, non-profit and for-profit operators, and concerned citizens. We will first discuss the format of the meetings, the likely range of topics, and the invite list with you. We will then schedule two days of confidential one-hour interviews with small groups, held at an offsite location such as the library, marking up the map developed in the first phase. Part of our goal for this phase is identifying the language and vocabulary of discussion, the words and phrases that resonate with the community.
3. Strategy development We will then get creative. The challenge here is to take a great amount of detail, synthesize it, and find the words for a vision that many people can enthusiastically support. This vision needs to be simple and concrete. And it needs a plan to go with it that is as much management plan as it is conventional urban plan. That means setting out a hierarchy of a very limited number of principles, turning these into a limited, prioritized set of policies, and then developing the work plan or action items that may go with them. There are three audiences or sets of users for this strategy: the general public, which needs to believe that there is a good course forward; the town council, which needs policies with which to make decisions; and staff, which will carry out the strategy day to day. We will develop this strategy iteratively, first proposing and then working with you to develop a preliminary draft; then testing this with key stakeholders, especially as this relates to vocabulary, wording and graphics, and then finally presenting this to the public. We will also revisit the document in six months and one to two years to learn your experience in using it.
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Work Product We will create a written work product at the end of each phase:
Phase I: Collation We will create a 24 inch by 24 inch map of downtown with a base layer of streets, buildings and important space, and an overlay of the various planning ideas and hot spots for development. We will accompany this with a memo describing potential areas of unity and conflict, and an initial proposal for a handful of priority headings.
Phase II: Stakeholder Interviews We will summarize what we heard in a memo, rolling these comments up, Zagat-guide style, in a way that maintains their emotion and concrete detail, while summarizing the issues. We will accompany these with the map of downtown with a new layer showing these concerns and aspirations tied to specific places.
Phase III: Final Deliverable – Downtown 2020 Strategy This final deliverable could take one of two forms: one a more traditional planning document; and, the other more populist! The first, more traditional approach would be a booklet, probably 10 to 15 pages long, with an overarching vision, a set of prioritized policy statements, and a set of next steps that lays out the way forward. We would probably include a map in the first pages, a central organizing tool, and much more detailed annotation of the photographs illustrating the priorities and policies. The more populist alternative, one that we think could be especially effective for you, is the creation of a double-sided broadsheet that you can print and more widely distribute to the public. Ideally this should be a size that can also be pinned to the wall for the long term. This broadsheet would have text and graphics on one side, describing the vision, priorities and management plan, and a marked-up map on the other side with annotated examples marching around the border. We want this strategy to be a management tool with which to get results, something with which you can both achieve consensus and attract developers, investors and operators who share your vision. Something simple and graphic will get you this.
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Organization and Management The chart below shows the flow, schedule, hours, and budget for carrying this out, divided into the three major phases and then between tasks:
Completion Date
Lead*
Phase 1: Collation
Phase 2: Stakeholder Interviews
Phase 3: Strategy
Sep. 18
SS
Contracting & scoping
Sep. 25
DK
Document collection & review
Oct. 9
DK
Summary map collating findings
Oct. 16
SS
Memo on major themes & issues
Oct. 23
SS & DK
Identify participants
Oct. 30
DK
Meeting logistics
Nov. 13
SS & DK
Stakeholder interviews & debriefing
Dec. 1
DK
New map layer with comments
Dec. 4
SS
“What We Heard” memo
Dec. 11
SS
Preliminary strategy memo
Dec. 18
SS & DK
Discuss with client, revise strategy
Jan. 7
DK
Meeting logistics
Jan. 20
SS & DK
Test findings on stakeholders
Jan. 29
SS
Revise strategy as necessary
Budget
Total
Time
10,000
12,000
19,000
41,000
Expenses
2,000
6,000
6,000
14,000
Total
12,000
18,000
25,000
55,000
* SS: Spinnaker Strategies, DK: Dover Kohl, SS & DK equals shared lead.
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Example of Similar Efforts We understand that you want more than a plan that sits on a shelf, you want a strategy for moving forward and taking action. Once we have identified what is most important to you, this focus on “So what?” and “What will work?” characterizes our approach. Here are examples of the challenges we have helped clients face, our solutions, and the results these have gotten:
Turning Around A Town Center Effort
Downtown Gig Harbor Business Strategy December 1, 2008
Spinnaker Strategies has worked with town manager Rob Karlinsey in two communities: first Gig Harbor, and then Kenmore, Washington. The first involved creating a business strategy for downtown, something to focus efforts and draw investment back there. Rod’s continuing efforts with an ad hoc citizen’s committee were so successful that they drew the support of even the resident curmudgeon on the city council. When another nearby community, Kenmore, needed help turning around its town center planning effort, something on which they had spent 10 years and $10 million, they hired Rob Karlinsey partly on the strength of that prior downtown strategy. Shortly after taking up his new position Karlinsey called Spinnaker, which began its efforts by reducing the town’s list of goals down to a handful. Spinnaker organized a community workshop outside on site in the middle of the summer (with hot dogs) to discuss the new direction and priorities. Spinnaker also managed the process of taking the sites to market. And today construction is underway not only on apartments and retail space, but a town green that will be the center of the community. Reference
Rob Karlinsey City Manager, the City of Kenmore 425.984.6170 rkarlinsey@kenmorewa.gov
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Example of Similar Efforts Feeding A Healthy Planet”, A Place for Industry/ Academic Collaboration “Feeding A
Healthy Planet”: A Strategy and Action Plan
Faced with cut-backs from state government, the chancellor of UC Davis sought to backfill the lost money with funding from university-sponsored research. She needed a place that would be both a home to business and a source of pride for tenured researchers. Spinnaker reached out to some of the top businesses in the food world to identify a new approach to collaboration, one that would make them eager to come here, and the physical requirements of putting this in place. The result was key expressions of interest from three Fortune 500 companies, incorporation of the “World Food Center,” and a $40 million funding commitment from Mars, Inc. Reference
August 1, 2011
Bruce German Director of Foods For Health Institute 530.752.1486 jbgerman@ucdavis.edu
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Example of Similar Efforts Siloam Springs Downtown Master Plan Siloam Springs faces challenges similar to many other small historic towns, including the need to occupy shopfronts and reuse historic buildings to keep downtown vital. Main Street Siloam Springs, Inc. has been successful in recent years in recruiting new businesses and tenants, and making aesthetic improvements to the main street area. Dover, Kohl & Partners built upon this renewed interest in downtown revitalization, and desire for improvements to walkability and cycling on area streets and trails, to bring everyone to the table to discuss strategies for continued revitalization and improvement. This led to the creation of a series of “big ideas” that became the cornerstone for the approach, which include rebalancing the transportation network more towards walking and biking, promoting a healthy community, filling in the missing “urban teeth”, and capitalizing on local culture to generate new activity. Completed in 2014, the plan enjoyed unanimous approval by the city board, and implementation efforts are now underway. More importantly, this plan has inspired local residents and business owners as they work to restore their downtown. Reference
Meredith Bergstrom Executive Director, Main Street Siloam Springs, Inc. 479.524.4556 meredith@mainstreetsiloam.org
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Example of Similar Efforts The Hometown Plan Dover-Kohl built its reputation with this plan, creating a vision and approach to redevelopment in South Miami that has attracted millions of dollars in new investment while guiding development in a way that is true to the original sense of place. As we listened to the community, we heard, over and over again, the statement, “We want our main street back.” The challenge was to reconstruct the city’s streets as people-friendly spaces and places. The challenge was also to reunite two sides of a city divided by a highway. The plan has been a success, with subsequent detailing in form-based code that made it easier for the community and developers to work together. One small but important change was allowing café dining that had previously been prohibited. There are numerous new, street-oriented buildings that add to the liveliness of South Miami. Reference
Mayor Philip Stoddard City of South Miami 305.342.0161 PStoddard@southmiamifl.gov
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Company Profiles This is, in part, a mediation effort, a means for the community to find common ground and move forward together. Both of our firms, Spinnaker Strategies and Dover, Kohl & Partners, share a love of place making and places—not just as architectural set pieces but as unique expressions of community, of how people come together. Both of our firms have been drawn to work with you by your unique sense of place, and by your potential to do more, to use the skills, interests and traditions of your people in creating an even more vibrant and diverse downtown. Here’s a brief summary of how we work:
Spinnaker is a revitalization strategy firm that does the business side of place-making. More like a management consulting firm than an “economist,” Spinnaker works with places to use their strengths to create pride and prosperity. Through technical competence and its focus on strategy, Spinnaker has become a trusted advisor to municipalities, universities, hospitals, civicspirited developers and other clients with a major physical stake in their community. Spinnaker works by first clearly identifying their end goals, who they want to be, and then identifies how they can use their assets to achieve these goals. Since 2008, an increasing amount of Spinnaker’s work has concerned “work”: how to draw people together to not only live and shop, but also to research, design, and make.
Dover, Kohl & Partners is an urban design partnership, not a conventional architectural firm; this distinction is an important one. Urban design is about context and place-making, the architecture about individual buildings. For DoverKohl, however, urban design is about more than just drawing. It is about listening, for the firm was founded on two principals: the first being that urban design is key to creating places that people love, and the second—that such design requires involving local people in its creation.
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Roles and Responsibilities Your needs are an interesting combination of management and urban planning. Accordingly, we have put together a team that includes management strategists and urban designers. Rod Stevens of Spinnaker Strategies will manage the project, keeping the focus on vision, priorities, and deliverables. Victor Dover of Dover, Kohl & Partners will be the face of public involvement.
We often find that people make the most progress when working in small groups. We carefully craft our meetings and events to make people comfortable and to encourage everyone to share their ideas constructively.
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Key Team Members Spinnaker Strategies is led by Rod Stevens, and Dover-Kohl by Victor Dover. Both have previously worked together, and both have worked with the Town of Chapel Hill and are familiar with its challenges. Our team will also include James Dougherty and Emily Glavey, both of whom worked with the Town evaluating the Obey Creek project. Here are biographies for these team members. More detailed individual resumes are contained at the end of this proposal.
ROD STEVENS Spinnaker Strategies Principal
Rod Stevens has worked on urban development projects in more than 30 major markets across the U.S., both as a technical analyst and as a management consultant. Rod has worked in a number of situations where answering questions of “why?” and “how?” are far more challenging than specifying “what”. This includes numerous rounds of user outreach and developing strategy for projects in both the U.S. and Canada. Rod also has extensive boardroom experience, providing leaders with the information and support they need to make decisions and implement change. He has worked through four major real estate cycles. He has an undergraduate degree in history and an MBA from Dartmouth’s Amos Tuck School of Business.
Victor Dover
Dover, Kohl & Partners Founding Principal
Victor Dover has been cited by Architecture magazine as being among ‘‘the country’s best urban designers and architects.’’ A key figure in the creation of the Form-Based Code institute and urban design, as well as an author and lecturer, Victor speaks internationally on the topics of livable communities, sustainable development and how to fix cities, neighborhoods and towns. With more than 29 years of experience, Victor has personally led over 140 charrettes, helping these communities find common ground in order to implement a shared vision that advances revitalization and great places to live. He has an undergraduate degree in architecture and a Master of Architecture degree in suburb and town design from the University of Miami.
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Key Team Members
JAMES DOUGHERTY
EMILY GLAVEY
Dover, Kohl & Partners
Dover, Kohl & Partners
Principal, Director of Design
Project Director & Team Coordinator
James has dedicated his career to helping communities envision and implement a more walkable, sustainable future. He has participated in more than 140 design and form-based coding charrettes in the United States and abroad, and is a recognized leader in urban design and illustration. James has worked with hundreds of stakeholders through all facets of the planning process. Taking the established big ideas, James specializes in creating three-dimensional illustrations, using a blend of handdrawn and computer techniques to help communities visualize their plans more clearly. He has an undergraduate degree in architecture and a Master of Architecture degree in Town and Suburb Design from the University of Miami.
Emily has a strong background in environmental policy, community planning and architectural design. Her combined experience allows for a unique understanding of the planning process, including issues concerning sustainability, the visual aspects of urban design, and the economic implications of city form. Emily has managed and participated in numerous charrettes, from the initial stages of meeting preparations to engaging staff, leaders, and community stakeholders alike to help them achieve consensus. She has an undergraduate degree in architecture, and a Master of Environmental Policy degree from the University of Cambridge, UK.
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Budget and Timing We can meet your schedule and will be flexible in our efforts. With the holidays effectively making it hard to work between December 15 and January 4, we plan to get much of our “home work� done in October so that we can hold the stakeholder interviews prior to mid-November. We can complete this work for a budget of $55,000, including travel. We realize this is $5,000 more than your planned, but we believe the extra amount is necessary for time in Chapel Hill in the third phase, testing the concepts on stakeholders and fine-tuning the wording and imagery of the strategy. As small, boutique firms, you will have our full attention and the full involvement of our principals. We have built reputations as trusted advisers, going the extra mile to make things work. We can also meet the standards of your insurance and other contract requirements.
We love to communicate not just verbally, but graphically too. When we sketch in public to illustrate design ideas, the community can truly decide upon a vision they are excited about and can get behind.
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Rod Stevens Principal
NJŸ_ Þǣ NjsɚÞǼ ĶÞʊ ǼÞŸŘ ǣǼNj Ǽs¶ÞǣǼ ɠÞǼÌ ˢ˟ ɴs Njǣ Ÿ¯ sɮƼsNjÞsŘOs ÞŘ Njs Ķ sǣǼ Ǽs ÞŘɚsǣǼŎsŘǼʰ ƼNjŸĠsOǼ ƼĶ ŘŘÞض Ř_ sOŸŘŸŎÞO _sɚsĶŸƼŎsŘǼʳ Ës Es¶ Ř ÌÞǣ O NjssNj ÞŘ ǼÌs Ǣ Ř ®Nj ŘOÞǣOŸ Ÿ¯¯ÞOs Ÿ¯ rOŸŘŸŎÞOǣ NJsǣs NjOÌ ǣǣŸOÞ Ǽsǣʰ Ř ÞŘǼsNjŘ ǼÞŸŘ Ķ Njs Ķ sǣǼ Ǽs OŸŘǣȖĶǼÞض ¯ÞNjŎʰ ɠÌsNjs Ìs ƼNjsƼ Njs_ Ŏ NjĨsǼ ǣǼȖ_Þsǣ Ř_ ¯ÞŘ ŘOÞ Ķ Ř Ķɴǣsǣ ŸŘ _ŸʊsŘǣ Ÿ¯ Njs Ķ sǣǼ Ǽs ƼNjŸĠsOǼǣʰ Nj ضÞض ¯NjŸŎ NjsǣŸNjǼ Ř_ NjsONjs ǼÞŸŘ _sɚsĶŸƼŎsŘǼǣ ǼŸ ǣOÞsŘOs ŎȖǣsȖŎǣ Ř_ OŸŘɚsŘǼÞŸŘ OsŘǼsNjǣʳ ¯ǼsNj ¶Nj _Ȗ Ǽs ǣOÌŸŸĶ Ìs ɠŸNjĨs_ ÞŘ Njs Ķ sǣǼ Ǽs ¯ÞŘ ŘOs Ř_ _sɚsĶŸƼŎsŘǼ ¯ŸNj sÞ¶ÌǼ ɴs Njǣʰ ǼȖNjŘÞض NjŸȖŘ_ ƼNjŸEĶsŎ OŸŘ_ŸŎÞŘÞȖŎ ƼNjŸĠsOǼǣ ¯ŸNj ¯ŸNjsÞ¶Ř ƼsŘǣÞŸŘ ¯ȖŘ_ Ř_ ǼÌsŘ ƼĶ OÞض Njs Ķ sǣǼ Ǽs sLJȖÞǼɴ Ř_ ĶŸ Řǣ ŸŘ EsÌ Ķ¯ Ÿ¯ ÌÞ¶Ì ŘsǼ ɠŸNjǼÌ ÞŘ_ÞɚÞ_Ȗ Ķǣ Ř_ ƼsŘǣÞŸŘ ¯ȖŘ_ǣʳ ǻÌs Ķ ǣǼ ˠˤ ɴs Njǣ Ìs Ì ǣ NjsǼȖNjŘs_ ǼŸ ÌÞǣ ǼNjȖs ĶŸɚsʰ ȖNjE Ř NjsɚÞǼ ĶÞʊ ǼÞŸŘʰ ƼNjŸɚÞ_Þض ƼNjŸĠsOǼ Ř_ ǣǼNj Ǽs¶ɴ OŸŘǣȖĶǼÞض ǼŸ ÞŘǣǼÞǼȖǼÞŸŘǣ Ř_ ÞŘɚsǣǼŸNjǣ ǼÌ Ǽ Ì ɚs Ŏ ĠŸNj ǣǼ Ĩs ÞŘ ǼÌsÞNj OŸŎŎȖŘÞǼɴʳ ǻÌÞǣ ÞŘOĶȖ_sǣ ɠŸNjĨ ¯ŸNj ǼÌs ƻNjŸɚÞŘOs Ÿ¯ DNjÞǼÞǣÌ NŸĶȖŎEÞ ŸŘ ǼÌs ONjs ǼÞŸŘ Ÿ¯ ǢȖNjNjsɴ NÞǼɴ NsŘǼNjsʰ ǼÌs ǼNj ŘǣÞǼ˚NjsĶ Ǽs_ NjsȖǣs Ÿ¯ Ŏ ĠŸNj ǣÌŸƼƼÞض OsŘǼsNj ǣ ȖŘÞɚsNjǣÞǼɴ˚ ŘOÌŸNjs_ ŎÞɮs_˚Ȗǣs OsŘǼsNjʳ NJŸ_ ĶǣŸ ǼȖNjŘs_ NjŸȖŘ_ Ř_ NjsƼŸǣÞǼÞŸŘs_ Ķ Nj¶s ɠ ǼsNj¯NjŸŘǼ ƼNjŸĠsOǼ ŸɠŘs_ Eɴ ōÞONjŸǣŸ¯Ǽ OŸ˚¯ŸȖŘ_sNj ƻ ȖĶ ĶĶsŘʳ ōȖOÌ Ÿ¯ ÌÞǣ ɠŸNjĨ ÞŘɚŸĶɚsǣ Ŏ ĨÞض ɚÞǣÞŸŘ Njɴ ƼNjŸĠsOǼǣ ƼNj OǼÞO Ķʳ Since the recession of 2008, much of Rod’s work has focused on the “production side” of real sǣǼ Ǽsʲ ɠŸNjĨʰ ĠŸEǣ˚ƼNjŸ_ȖOÞض Ȗǣsǣʰ Ř_ ƼĶ Osǣ ¯ŸNj ÞŘ_ȖǣǼNjɴˀ O _sŎÞO OŸĶĶ EŸNj ǼÞŸŘʳ ®ŸNj Ǣ ONj ŎsŘǼŸ NŸȖŘǼɴʰ ɚsNjɴ Ķ Nj¶s ŎȖŘÞOÞƼ ĶÞǼɴʰ Ìs EŸǼÌ ONjs Ǽs_ ǣ Ķsǣ Ǽ ɮ _sɚsĶŸƼŎsŘǼ ǣǼNj Ǽs¶ɴ ǼÌ Ǽ ƼNjÞŸNjÞǼÞʊs_ ƼȖEĶÞO ÞŘɚsǣǼŎsŘǼ ŸŘ NjsɚsŘȖs˚ƼNjŸ_ȖOÞض Ȗǣsǣʰ Ř_ _ɚÞǣs_ ŸŘ ǼÌs ǣ Ķs Ÿ¯ ¯ŸNjŎsNj ÞNj ®ŸNjOs E ǣs ŘŸɠ sŎƼĶŸɴÞض ˠˡʰ˟˟˟ OÞɚÞĶÞ Řǣʳ ËÞǣ ɠŸNjĨ ɠÞǼÌ ǼÌs ȕN ^ ɚÞǣ ɠ ǣ ǣƼŸŘǣŸNjs_ Eɴ Ŏ ĠŸNj EȖǣÞŘsǣǣ Ķs _sNj Ř_ ƼÌÞĶ ŘǼÌNjŸƼÞǣǼ ɠÌŸŎ NJŸ_ Ì _ _ɚÞǣs_ ŸŘ ǼÌs ONjs ǼÞŸŘ Ÿ¯ ˤ˟˟˟˚ȖŘÞǼ OŸŎŎȖŘÞǼɴʳ ®ŸNj Ǣ Ř ĵs Ř_NjŸʰ OÞǼɴ ÞŘ ǼÌs Ǣ Ř ®Nj ŘOÞǣOŸ r ǣǼ D ɴʰ NJŸ_ ONjs Ǽs_ NjsɚÞǼ ĶÞʊ ǼÞŸŘ ǣǼNj Ǽs¶ɴ ¯ŸNj ˡ˟˟˟ ONjsǣ Ÿ¯ ŸĶ_ ¯ OǼŸNjɴ Ř_ ɠ NjsÌŸȖǣsǣ ǼÌ Ǽ Ì ǣ ǣȖOOsǣǣ¯ȖĶĶɴ ŎŸNjs _Nj ɠŘ ŎŸNjs than 200,000 square feet of “maker’s space”. ÝŘ ¯ŸĶĶŸɠ˚ȖƼ ɠŸNjĨ ɠÞǼÌ Ǣ Ř ĵs Ř_NjŸ Ř_ ¯Þɚs Řs NjEɴ OÞǼÞsǣʰ NJŸ_ ONjs Ǽs ǣǼNj Ǽs¶ɴ ¯ŸNj _ɚ ŘOs_ Ŏ ŘȖ¯ OǼȖNjÞض ǼÞs_ ǼŸ ĶŸO Ķ ÞŘ¯Nj ǣǼNjȖOǼȖNjs Ř_ ǼNj ÞŘÞض Řss_ǣʳ r NjĶÞsNj ǼÌÞǣ ɴs Njʰ Ìs OŸŎƼĶsǼs_ Ŏ NjĨsǼÞض ǣǼNj Ǽs¶ɴ ¯ŸNj Řsɠ ONj ¯Ǽ Ř_ _ɚ ŘOs_ Ŏ ŘȖ¯ OǼȖNjÞض _ÞǣǼNjÞOǼ ÞŘ ƻŸNjǼ ǻŸɠŘǣsŘ_ʰ ǣŎ ĶĶ Ŏ NjÞǼÞŎs OÞǼɴ ¯ŸNj ɠÌÞOÌ Ìs Ì ǣ _ŸŘs ŎȖOÌ ɠŸNjĨʳ DsǣÞ_sǣ ƼNjŸĠsOǼ ɠŸNjĨʰ NJŸ_ ĶǣŸ ɠNjÞǼsǣ ɠÞ_sĶɴ ŸŘ ȖNjE Ř Ŏ ǼǼsNjǣʳ Ës OŸŘǼNjÞEȖǼs_ to Thomas Dolan’s book on “Live˚Work Planning and Design”, the Bible of that field, and has ¯NjsLJȖsŘǼĶɴ ɠNjÞǼǼsŘ OŸĶȖŎŘǣ ¯ŸNj ǼÌs “Urbanophile” a leading blog on urban economic development. Rod’s ˡ˟ˠ˟ white paper on “The ŗsɠ Urban Workplace” ƼNjsǣ ¶s_ ƼŸƼȖĶ Nj NjsOŸ¶ŘÞǼÞŸŘ Ÿ¯ ǼÌs OŸNjƼŸNj Ǽs NjsǼȖNjŘ ǼŸ ǼÌs OÞǼɴ Eɴ ǣsɚsNj Ķ ɴs Njǣʳ NJŸ_ Þǣ ŘŸɠ Njsǣs NjOÌÞض Řsɠ ɠÌÞǼs Ƽ ƼsNj ŸŘ ÌŸɠ _ɚ ŘOs_ ȖNjE Ř Ŏ ŘȖ¯ OǼȖNjÞض O Ř Es Ȗǣs_ ǼŸ __Njsǣǣ sLJȖÞǼɴ ÞǣǣȖsǣ Ř_ NjsEȖÞĶ_ ÞŘ_ȖǣǼNjÞ Ķ sOŸǣɴǣǼsŎǣʳ NJŸ_ ĶÞɚsǣ ÞŘ əÞOǼŸNjÞ Ř Ì ŎĶsǼ ɠÞǼÌ ÌÞǣ ɠÞ¯s Ÿ¯ ˡ˟ ɴs Njǣ Ř_ ÌÞǣ ǼɠŸ OÌÞĶ_NjsŘʳ Ës ǣɠÞŎǣ ǣsɚsNj Ķ ǼÞŎsǣ ɠssĨ ɠÞǼÌ OŸ OÌs_ Ŏ ǣǼsNjǣ Ǽs Ŏ Ř_ Ì ǣ NjsOsŘǼĶɴ NjsǼȖNjŘs_ ¯NjŸŎ Ř sÞ¶ÌǼ˚_ ɴ ǣs Ĩ ɴ ĨÞض ǼNjÞƼ ŸŘ ǼÌs ɟsǣǼ NŸ ǣǼ Ÿ¯ ə ŘOŸȖɚsNj ÝǣĶ Ř_ʳ NJŸ_ Þǣ ĶǣŸ Ƽ ǣǣÞŸŘ Ǽs EŸȖǼ s_ȖO ǼÞŸŘʰ Ř_ has an undergraduate degree from Stanford University, and an MBA from Dartmouth’s Amos ǻȖOĨ ǢOÌŸŸĶ Ÿ¯ DȖǣÞŘsǣǣʳ Ës Ì ǣ NjȖŘ ǣsɚsNj Ķ Ŏ ǼÌ OĶȖEǣ ÞŘ ǼÌs ǣOÌŸŸĶǣʳ
Design of Downtown 2020 Strategy for Chapel Hill
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Victor B. Dover, FAICP, LEED-AP, CNU-A Founding Principal Victor Dover was among the founders who established Dover, Kohl & Partners in 1987 and serves as Principal-in-charge. Along with his partner Joseph Kohl, Mr. Dover’s practice focuses on the creation and restoration of real neighborhoods as the basis for sound communities. Victor has personally led over 140 charrettes worldwide. He holds a Bachelor of Architecture degree from Virginia Tech and a Master of Architecture degree from the Suburb & Town Design Program at the University of Miami. Mr. Dover lectures widely around the United States and internationally on the topics of livable communities and sustainable development. Mr. Dover was cited by Architecture magazine as being among ‘‘the country’s best urban designers and architects.’’ Work by Dover & Kohl has been published in Southern Living, Urban Land, Metropolitan Home, and featured on HGTV, National Public Radio, CNN’s Earthwatch, and in BusinessWeek magazine. Their projects are profiled in a number of planning textbooks, including The New Urbanism by Peter Katz, Community by Design by Kenneth Hall, Sustainable Urbanism by Doug Farr, and Retrofitting Suburbia by Ellen Dunham-Jones and June Williamson. Victor’s and John Massengale’s new book, Street Design: The Secret to Great Cities and Towns is on bookshelves now.
Education
Master of Architecture in Suburb and Town Design UNIVERSITY OF MIAMI Coral Gables, Florida Bachelor of Architecture VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY Blacksburg, Virginia
Publication Street Design: The Secret to Great Cities and Towns, Victor Dover & John Massengale, 2014
Professional Experience Principal, 1987 to present DOVER, KOHL & PARTNERS Coral Gables, Florida
Exhibition Designer, 1985 NATIONAL GALLERY OF ART Washington, DC
Teaching
Faculty, 2004 - present FORM-BASED CODES INSTITUTE Faculty, 1995, 1997, 2003 MAYORS INSTITUTE ON CITY DESIGN Visiting Professor, 1988-1997 UNIVERSITY OF MIAMI School of Architecture Faculty, 1986 & 1991 FLORIDA GOVERNOR’S SUMMER PROGRAM FOR ARCHITECTURE & DESIGN
Victor Dover is former Chair of the Congress for the New Urbanism (CNU) and was the Founding Chair of the CNU Florida Chapter, the first of its kind. He is a CNU-Accredited Professional. He was a key player in the creation of the Form-Based Codes Institute and the National Charrette Institute, both leading think tanks for sustainable urbanism and community-based planning. Victor is a Fellow of the American Institute of Certified Planners. He served on the core committee setting sustainable urbanism certification standards for the Leadership in Energy and Environmental Design for Neighborhood Development rating system (LEED-ND). Victor has successfully completed all portions of the Architectural Registration Exam.
Service
Member, LEED-ND Core Development Committee, 2011 to 2012 Chair, Congress for the New Urbanism (CNU), 2010 to 2012 Vice Chair, Congress for the New Urbanism, 2008 to 2010 Founding Chair, Florida Chapter, Congress for the New Urbanism (CNU Florida), 2004-2006 Charter Member, Congress for the New Urbanism (CNU), 1993 to present Emeritus Board Member and Founding Board Member, National Charrette Institute, 2001 to present Board Director and Co-Founder, Form-Based Codes Institute, 2004 to present Paul Harris Fellow, Rotary International, 1996 Assistant District Governor, Rotary Club of South Miami, 1998-1999 and President, 1996-1997 Co-Chair, Administrative Council, First United Methodist Church of South Miami, 1997-1999 Director, Jubilee Community Development Corp. (Miami District, United Methodist Church), 1994-1996
Selected Lectures
CNU National Conference, 2012 (West Palm Beach), 2011 (Chicago), 2010 (Atlanta) APA National Conference, 2013 (Chicago), 2012 (Los Angeles), 2009 (Minneapolis) CNU Florida Conference, Keynote Speaker, 2014 CNU Transportation Summit/Prowalk Probike, Long Beach, CA 2012 Opening Plenary, CNU 17, 2009, Denver, CO New Partners for Smart Growth Conference, 2011 (Charlotte), 2005 (Miami Beach) Florida Trust for Historic Preservation, 2009, Palm Beach, FL AARP/NAHB Livable Communities Award Ceremony, 2008, Washington, DC National Association of Home Builders, 2008, Orlando, FL, and 2004, Las Vegas, NV Australian Council for New Urbanism (ACNU), 2008 and 2005, Brisbane, Australia Urban Land Institute (ULI), ‘‘Reality Check,’’ 2007, Charleston, South Carolina USGBC Greenbuild international conference and expo, 2006, Denver, CO American Institute of Architects, 2005, Las Vegas, NV The Princes Foundation, 2004, London, England Hawaii Congress of Planning Officials, 2003, Maui, HI Council on European Urbanism (CEU), 2003, Brussels & Bruges, Belgium The Seaside Institute, ‘‘The Florida Tapes,’’ 1998, Seaside, Florida
1571 Sunset Drive •Coral Gables, Florida•33143 305.666.0446 vdover@doverkohl.com
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James Dougherty, AICP, CNU-A Principal, Director of Design James Dougherty is the Director of Design at Dover, Kohl & Partners. James has dedicated his career to helping communities envision and implement a more walkable, sustainable future. James began working with Dover-Kohl in 1996 and has since participated in over 140 design and form-based coding charrettes in the United States and abroad. James works closely with the firm’s Principals, Project Directors and Urban Designers to establish the design direction of each of the office’s projects. He participates in all aspects of the office’s work, including public involvement, development of master plans, regulating plans and form-based codes. James also specializes in the creation of many of the company’s three-dimensional illustrations, using a blend of hand-drawn and computer techniques. James holds a Bachelor of Architecture degree from Hampton University and a Master of Architecture degree from the Town & Suburb Design Program at the University of Miami, where he serves as an Adjunct Professor. He is certified by the American Planning Association and the Congress for the New Urbanism. James is an instructor with the Form-Based Codes Institute (FBCI), and has led numerous sessions at FBCI workshops. James has successfully completed all portions of the Architectural Registration Exam.
Education
Master of Architecture Town and Suburb Design Program UNIVERSITy oF MIAMI Coral Gables, Florida Bachelor of Architecture HAMPToN UNIVERSITy Hampton, Virginia
James’ graphics and visualizations illustrating sustainable urban design and form-based code principles have been published in over fifteen books. He co-curated the 2012 exhibit "The Art of the New Urbanism" featuring over 200 visualization artworks by leading practitioners of the New Urbanist movement. James founded and continues to co-lead the Congress for the New Urbanism’s urban design and illustration training series, the CNU Art Room. James was honored to receive the 2012 Congress for the New Urbanism Florida’s "Charles A. Barrett Memorial Award for Continuing Excellence in Architecture And Urban Design". The American Society of Architectural Illustrators has presented James with "Awards of Excellence" in their prestigious Architecture in Perspective (AIP) 24 and 25 international cometitions, and "Top Informal Category Award" in their AIP 29 competition.
Affiliations Professional Experience
Director of Design, 1996 to present DoVER, KoHL & PARTNERS Coral Gables, Florida Intern Architect, 1995 MMM DESIGN GRoUP Norfolk, Virginia Assistant Construction Superindendent, 1991 PRoJECT MANAGEMENT & DESIGN, INC. Virginia Beach, Virginia
Member, American Planning Association, 2005 to present (AICP certification) Member, Congress for the New Urbanism, 2002 to present (CNU-A certification) Member, American Society of Architectural Illustrators, 2008 to present
Lectures ‘‘The Importance of Art and Illustration in the New Urbanism ’’ Lowe Museum, 2011, Miami, FL ‘‘Brief History of American Urbanism,’’ ‘‘Brownfield and Greenfield Projects,’’ and ‘‘Infill and Redevelopment Projects,’’ Form-Based Codes Institute, 2007-2012 ‘‘Designing in Public - New Urbanist Charrettes,’’ Co-keynote speaker with Elizabeth Plater-Zyberk, American Institute of Architecture Students, South Quad conference, 2008, Miami, FL
Publications of Illustrations and Writings Teaching
Faculty, 2007 to present FoRM-BASED CoDES INSTITUTE Adjunct Professor, 2006, 2012 to present UNIVERSITy oF MIAMI School of Architecture Coral Gables, Florida
Sustainable Urbanism and Beyond, Tigran Haas, 2012 Sprawl Repair Manual, Galina Tachieva, 2010 Retrofitting Suburbia, Ellen Dunham-Jones and June Williamson, 2009 Form-Based Codes, Daniel G. Parolek, AIA, 2008 Sustainable Urbanism, Douglas Farr, 2008 Redesigning Cities: Principles, Practice, Implementation, Jonathan Barnett, 2008 The Charrette Handbook, National Charrette Institute, 2006 Getting to Smart Growth II, Smart Growth Network, 2003 Mixed-Use Development Handbook, ULI, 2003 New Urbanism: Comprehensive Report & Best Practices Guide, Robert Steuteville, 2003 Greyfields into Goldfields, Dead Malls Become Living Neighborhoods, CNU, 2002 PlaceMaking: Developing Town Centers, Main Streets & Urban Villages, C. Bohl, 2002 Community by Design, Kenneth B. Hall and Gerald A. Porterfield, 2001 New American Urbanism, John A. Dutton, 2000
1571 Sunset Drive •Coral Gables, Florida•33143 305.666.0446 jdougherty@doverkohl.com
Design of Downtown 2020 Strategy for Chapel Hill
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Emily Glavey Project Director & Team Coordinator Emily has a strong background in community planning, environmental policy and architectural design. Her combined experience allows for a unique understanding of the planning process, including issues related to sustainable development, the visual aspects of urban design, and the economic implications of city form. At Dover-Kohl, Emily works as both a Project Director and Town Planner, participating in public design charrettes, completing master plans and writing form-based codes. She also worked closely with Victor Dover and co-author John Massengale on the publication of Street Design: The Secret to Great Cities and Towns, contributing research, drawings, photos and an essay titled, "Environmental Benefits of Complete Streets."
Education
Master of Environmental Policy (Mphil) UNIVERSITY OF CAMBRIDGE Cambridge, United Kingdom Master of Architecture UNIVERSITY OF MIAMI Coral Gables, Florida B.S. in Architecture Summa Cum Laude KEENE STATE COLLEGE Keene, New Hampshire
Professional Experience
Town Planner & Proj. Director, 2013-pres. Production Manager for Publication, 2011-12 DOVER, KOHL & PARTNERS Coral Gables, Florida Associate Architect, 2010-2011 THOMAS & EVELYN ARCHITECTS Miami, Florida Consulting Architect, 2009 AFRICAN MISSION SERVICES Nairobi & Masai Mara, Kenya Project Architect, 2006-2008 RICHARD MONAHON JUNIOR, AIA ARCHITECTS Peterborough, New Hampshire
Service
South Miami Planning Board, 2014-present CITY OF SOUTH MIAMI South Miami, Florida
Emily holds a Bachelor of Science in Architecture from Keene State College in New Hampshire, a Master of Architecture from the University of Miami, and a Master of Environmental Policy (Mphil) from the University of Cambridge in the United Kingdom. She is a member of the Congress for the New Urbanism, a LEED Green Associate, an associate member of the American Institute of Architects, and is in the process of completing her architectural certification. Prior to joining Dover, Kohl & Partners, she worked as an architect and planner at firms that specialize in historic preservation and affordable housing. Her understanding of both urban and rural communities is influenced by her time spent living outside of the United States in locations such as: Barcelona, Spain; Cambridge, England; and the Masai Mara region of Kenya. Emily is currently a member of the South Miami Planning Board.
Selected Projects JUPITER INLET VILLAGE, Jupiter, FL, 2014-2015 The Jupiter Inlet Village is a unique coastal community, situated next to the Loxahatchee River and the Atlantic Ocean. As Project Director, Emily worked closely with the development team throughout the planning process, guiding the creation of a master plan for the heart of the village and writing design standards for future redevelopment. A public design charrette that involved hundreds of local citizens, area stakeholders, and cooordination with the Town of Jupiter, was the centerpiece of the planning initiative. Emily continues to work closely with the developent team and the Town of Jupiter; the Master Plan and Development Standards are planned to be submitted for approval in March, 2015. CARLSBAD VILLAGE & BARRIO MASTER PLAN & CODE, Carlsbad, CA, 2014 Emily participated in the ten-day interactive design charrette for Carlsbad, leading the creation of a new form-based code and working on the master plan for the downtown area. Preserving the historic character of the Barrio neighborhood, creating a sense of unity through urban design, and incorporating ideas for the future from the local community, were each central to the development of the code and master plan. CODE SMTX: UNIFIED DEVELOPMENT ORDINANCE, San Marcos, TX, 2014 San Marcos, Texas is one of the fastest growing cities in America. Located between Austin and San Antonio, the City is experiencing an unprecedented amount of growth and development. Working with citizens and City staff, Emily designed a new neighborhood, connecting directly to the downtown area. The design and the corresponding regulating plan are a part of a Unified Development Ordinance that is in the process of being completed by Dover-Kohl. In collaboration with the planning department, Emily also guided the production of a new Technical Manual, a user-friendly companion to the Unified Development Ordinance. SILOAM SPRINGS DOWNTOWN & CONNECTIVITY MASTER PLAN, Siloam Springs, AR, 2013 Like many other cities, Siloam Springs has been experiencing a renewed interest in the development and preservation of its historic downtown. Using an on-site Open Design Studio as a platform for interaction with members of the community, Emily contributed to a plan that celebrates the distinct character of the downtown and strengthens bike and pedestrian connectivity. Using traffic calming and placemaking techniques, Emily also helped to re-design the streets in the historic core. The master plan was adopted in 2014 and implementation has begun. CONTRIBUTOR TO: STREET DESIGN, THE SECRET TO GREAT CITIES & TOWNS, 2011-2012 For two years, Emily worked with Victor Dover and John Massengale on the publication, Street Design: The Secret to Great Cities and Towns (Wiley, 2013). Author of an essay in the book, Emily also managed the process, completed research and editorial tasks, created drawings, and contributed photographs.
1571 Sunset Drive •Coral Gables, Florida•33143 305.666.0446 eglavey@doverkohl.com
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