RFP for UF Strategic Development Plan

PL009

UF Strategic Development Plan

9.1.15

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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TABLE OF CONTENTs

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Letter of Interest

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company info. & certification

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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services and personnel

04

experience & references

05

project understanding & approach

06

joint venture information

07

attachments/ supplements

Photo: WillMcC

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

Letter of Interest

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN Photo: Gloria

September 1, 2015

Linda Dixon, Planning Director/Project Manager UF Planning Design & Construction (PD&C) 245 Gale Lemerand Drive / P.O. Box 115050 Gainesville, FL 32611-5050 TEL 352. 273.4010/E-Mail: ldixon@ufl.edu RE: university of florida PL0009 - strategic development plan Dear Ms. Dixon, and distinguished members of the Selection Committee: We are excited to submit the following proposal to work with University of Florida leaders to craft a strategic vision that reflects the many achievements that have placed UF amongst the top public universities in the country, carving out a permanent slot on the list of top 10 colleges and college towns nationwide.

Building on the context of recent accomplishments, the University of Florida must adapt and innovate to confront the same social, economic and technological challenges that are facing higher education both nationally and globally. Preeminence is not an achievement unto itself, but rather the fruits of having raised the University of Florida’s continued excellence for its students, staff, and community within its ever increasing sphere of influence.

Our team is comprised of urban designers, real estate, branding specialists, community and economic development experts, leaders in energy-efficiency, public-private participation advocates and strategists above all. We look forward to the opportunity to work with the University leadership and community

to outline the path towards another successful 100 years of education, research and innovation.

Our first undertaking will be to jointly define “big ideas”, which will enable us to define a vision for UF’s future and create a road map to successful implementation. This will involve a review of the campus master plan, an understanding of the president’s long term vision, and individual academic department’s research and strategic goals.

Preeminence is not an achievement unto itself, but rather the fruits of raising the University of Florida’s continued excellence for its students, staff, and community within its ever increasing sphere of influence.

Critical to this process will also be benchmark review of top colleges and college towns in the country to define a list of indicators by which UF can measure its progress. In other words, asking what makes the top colleges in the country stand out from the crowd, and what elements make a college town successful? By identifying and organizing these elements, UF will be able to compare itself to other top universities and leverage the elements that make sense to build upon given

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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current initiatives and act upon appropriate opportunities, in essence, “low hanging fruit”.

Gainesville is a great town that is actively looking to improve its cultural and entertainment offerings, and eager to strengthen connectivity, affordability and sustainability; these goals make the University a strategic partner for joint growth. The Mayor of Gainesville, William Reuben Thomas, campaigned for UF to locate within the city limits; this spirit of collaboration is something to build upon. This study will identify existing and emerging opportunities for mutually beneficial partnerships.

Innovation Square is an example of such an initiative, benefiting the built environment, driven by UF research and strengthening economic development opportunities for the faculty, students, new businesses and the city alike. Other opportunities exist in energy and transportation systems. The plan will need to be flexible to anticipate new technologies such as alternative energy generation, driverless vehicles, and enhanced transit, and what these could mean for existing campus infrastructure.

Other areas of academic and research innovation can provide similar types of benefits; for example, the City’s implementation of a Public Arts Plan could be an opportunity for UF students studying communication, business development or the arts to contribute. This can strengthen the area as a destination for creative types, and encourage recent graduates to stay. These are the types of existing initiatives that UF can build upon and leverage to continue to stimulate economic growth.

Victor Dover, FAICP, LEED-AP, CNU-A Founding Principal vdover@doverkohl.com

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In order to build upon these synergies, we recommend researching systems that UF can put in place to streamline the collaboration between its key academic institutions and strategic public and private partners. For instance, a committee involving university administration officials, campus planning staff, and key academics could be useful to review ongoing cooperative initiatives and identify areas for collaboration and growth.

Through this type of streamlining UF would be able to identify initiatives that could engage multiple academic departments and public administration initiatives.

Throughout the project we will encourage UF to engage its many talented faculty and students, not only to contribute their ideas, but also their expertise. We look forward to engaging with the College of Design, Construction and Planning, but also with student graphic designers and business school students, for instance, to further refine and enhance the recommendations of our branding experts, because no one knows the campus better than those students who spending arduous hours to craft their expertise.

These are some of our initial thoughts, and examples of the type of thinking our team can bring to the University of Florida, to define goals and implement a long-term vision for success and preeminence. We look forward to our next conversation; thank you for this opportunity to submit our team’s proposal.

You may contact either of us, especially Hernan Guerrero, our team’s Project Director, at 305-666-0446, if you have any questions.

Respectfully,

Hernan Guerrero, Assoc. AIA, LEED-GA Project Director hguerrero@doverkohl.com

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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company information & certification

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

company Information and Certification (PQS 0) For Professional Consultant

PROJECT NUMBER: PL-0009 PROJECT NAME: Strategic Development Plan APPLICANT NAME: The Image Network dba Dover, Kohl & Partners ADDRESS OF PROPOSED OFFICE IN CHARGE: 1571 Sunset Drive | Coral Gables, FL 33143

Telephone & Fax Numbers: 305.666.0446/305.666.0360

E-Mail Address & Website Address: info@doverkohl.com | www.doverkohl.com Federal ID Number: Is the Applicant a Joint-Venture? (Yes/No) No How many years has the applicant been providing planning/architectural/engineering design services?

Total billings, past three calendar years?

27 $6,663,000

Signature below certifies the following: I.

Regarding information furnished by the applicant herewith, and as may be provided subsequently (including information presented at interview, if a finalist): a) All information of a factual nature is certified to be true and accurate (subject to perjury laws, Chapter 837, Florida Statutes). b) All statements of intent or proposed future action (including the assignment of personnel and the provision of services) are commitments that will be honored by the applicant if awarded the contract. c) The provision of false information could be cause for my firm’s disqualification from applying for other University of Florida work for a period of up to three years.

II.

Applicant acknowledges that: a) If any information provided by the applicant is found to be, in the opinion of the Selection Committee or the University, substantially unreliable, this application may be rejected. b) The Selection Committee may reject all applicants and may stop the selection process at any time. c) The selection of finalists for interview will be made on the basis of information provided herein. Finalists will be ranked based on additional criteria, the interview, and the results of reference checks. d) It is understood that this submittal must be received by UF Planning Design & Construction no later than the time & date stipulated in the advertisement. e) Failure to file a protest within the time prescribed in s. 120.57(3), Florida Statutes, shall constitute a waiver of proceedings under chapter 120, Florida Statutes. f) Incomplete proposals will be disqualified. g) Selected applicant will be required to provide proof of project-specific insurance compliant with the requirements of the Agreement Between Owner and Professional prior to execution of that Agreement, including General Liability, Automotive Liability, and Workers’ Compensation for applicant.

III. The undersigned certifies that he/she is a principal or officer of the firm applying for consideration and is authorized to make the above acknowledgments and certifications for and on behalf of the applicant.

IV. The undersigned certifies that the Applicant has not been convicted of a public entity crime within the past 36 months, as set forth in Section 287.133, Florida Statutes.

__________________________________________ By: Joseph Kohl, CNU-a, Founding Principal

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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services & personnel

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

services (PQS 1) and personnel (PQS 2) 1. SERVICES to be provided

FIRM Name

FIRM License No.

Strategic Planning/ Dover, Kohl & Partners N/A

Branding kW Control

WANT Branding N/A

S4 N/A

Urban Planning Dover, Kohl & Partners N/A Urban Design Dover, Kohl & Partners

Campus Planning Dover, Kohl & Partners Integration

Transportation Planning Hall Planning & Engineering

# of Projects with Applicant (for applicant = NA) N/A 0 2 0 N/A

N/A

N/A

N/A

N/A

7432

50+

Real Estate/Finance kW Control N/A

Sustainability/ The Spinnaker Group FBPE 28502 Resiliency/ Management Inc. LEED Planning EW Dunn Developments, Inc. 29306

0

Energy Infrastructure Planning

N/A

Performance Engineering Group, Inc.

2. PERSONNEL by role/discipline

Name

Principal-in-Charge Lead/Principal Project Manager Lead Designer Designer/Planner Urban Planner Sustainability Sustainability Energy Infr. Planning Sustainability/LEED Plan.

Real Estate/Strategic Plan Real Estate/Finance Transportation Planning Branding/Strategy Branding/Strategy Web Dev./Communications

Joseph Kohl Victor Dover Hernan Guerrero James Dougherty Kenneth Garcia Aditi Sharma Rob Hink Jonathan Burgess David Venters Wayne Dunn Collins Proctor Kathryn Proctor Rick Hall Jonathan Bell Jerry Kuyper Chris Lehey

26451

Registered?

(Yes or No) No Yes No Yes No No Yes Yes Yes Yes No No Yes No No No

0

Discipline of Reg./Training N/A

Planning (FAICP) N/A Planning (AICP) N/A N/A

PE (Mech. Eng.) Landscape Arch.

PE (Mech. Eng.) PE (Mech. Eng.) N/A N/A PE (Civil) N/A N/A N/A

City of Residence Miami Shores South Miami Miami Coral Gables Coral Gables Miami Weston Miami Beach Jacksonville Jacksonville Tallahassee Tallahassee Tallahassee Miami West Port, CT Jacksonville

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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YEARS OF EXPERIENCE: 29 | LICENSES/CERTIFICATIONS: FAICP/LEED-AP/CNU-a EDUCATION: MA, Architecture (suburb and town design) & BA, Architecture, University of Miami Founding principal/Charrette Leader: Victor Dover has been cited by Architecture magazine as being among ‘‘the country’s best urban designers and architects.’’ He lectures internationally on the topics of livable communities, sustainable development and how to fix cities, neighborhoods and towns

Victor Dover

EXPERIENCE: Victor has personally led over 140 charrettes. His work has included the wellreceived City of Gainesville University Heights Master Plan; the $2 million+ Seven50 Prosperity Plan involving strategic future planning and overarching vision for the seven (7) southeast-Florida counties over the next 50 years; and strategic planning and design for campuses, including the University of Miami Miller School of Medicine Master Plan, and the Baton Rouge Water Campus.

YEARS OF EXPERIENCE: 29 | LICENSES/CERTIFICATIONS: CNU-a EDUCATION: MA, Architecture, (suburb and town design), University of Miami; BA, Arch., Virginia Polytech. Inst. and State University

FOUNDING Principal/principal-in-charge: Joseph Kohl is recognized nationally as an innovator in urban design and graphic communication. Joe pioneered the use of computer imaging simulations for urban design projects, winning several national awards for his work.

JOSEPH KOHL

EXPERIENCE: Joe is known for his expertise in applying graphic techniques to development ordinances, and he has authored many of the firm’s illustrated land development regulations. He has led or participated in more than 140 charrettes, including projects like the City of Gainesville University Heights Master Plan; the Seven50 Prosperity Plan, as well as the University of Miami Miller School of Medicine Master Plan, and the Baton Rouge Water Campus.

YEARS OF EXPERIENCE: 24 | LICENSES/CERTIFICATIONS: AICP/CNU-a EDUCATION: MA, Architecture (suburb and town design), University of Miami; BA, Architecture, Hampton University, VA

JAMES DOUGHERTY

Principal/Director of design: James Dougherty has dedicated his career to helping communities envision and implement a more walkable, sustainable future. James 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.

EXPERIENCE: James’s work has included numerous campus planning and design projects including design guidelines for the University of North Carolina in Chapel Hill; City of Gainesville University Heights Master Plan; the Seven50 Prosperity Plan, as well as the University of Miami Miller School of Medicine Master Plan, and the Baton Rouge Water Campus.

YEARS OF EXPERIENCE: 15 | LICENSES/CERTIFICATIONS: LEED-GA/Assoc. AIA EDUCATION: MA, Architecture, FIU; MS, City & Regional Planning, Pratt Insitute; BA, Geography, Clark University

PROJECT DIRECTOR: Hernan Guerrero has a strong background in spatial analysis, urban

HERNAN GUERRERO

design, community and economic development. He has worked on housing, transit oriented development, neighborhood and comprehensive plans as well as school district analysis projects. His strength lies in discerning a clear vision within a complex project serving the needs of many different stakeholders.

EXPERIENCE: Hernan has experience with projects that require extensive background research and coordination with Federal, State and local entities in order to address the client’s strategic goals. He has worked on the development of Design Guidelines for the Fort Ord Reuse Authority in Monterey, CA, a comprehensive plan for Mobile, Alabama and most recently the creation of a development strategy along one of 14 transit corridors currently under improvement by the Jacksonville Transportation Authority.

3.2

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

YEARS OF EXPERIENCE: 8 | LICENSES/CERTIFICATIONS: CNU-a EDUCATION: MA, Architecture & BA, Architecture, Andrews University Designer/Urban Planner: Kenneth Garcia participated in over 40 design charrettes.

Kenneth produces many of the firm’s illustrations and renderings, using a combination of computer graphics and traditional watercolor techniques, and leads Dover-Kohl’s 3D computer modeling and digital rendering efforts.

KENNETH GARCIA

EXPERIENCE: Kenneth’s project experience includes numerous planning and design

projects. He has participated in the Seven50 Prosperity Plan, as well as the University of Miami Miller School of Medicine Master Plan, and more recently served as the Project Manager for the Baton Rouge Water Campus.

YEARS OF EXPERIENCE: 2 | LICENSES/CERTIFICATIONS: GIS EDUCATION: BA, Environmental Science & Policy; Geography; Intl. Studies, University of Miami urban planner: Prior to joining Dover-Kohl, Aditi Sharma participated in the NASA

DEVELOP National Program, using data from NASA and USGS satellites to address environmental community needs. Her combined background in qualitative analysis and policy allows for a unique approach to planning.

ADITI SHARMA

EXPERIENCE: Aditi’s experience includes work on Seven50, the Prosperity Plan for Southeast Florida, a long-range strategic development plan. Her work has also included a number of Downtown plans, including Wheeler District, a new infill community in Oklahoma City, and the Village and Barrio Master Plan in Carlsbad, CA, where she also produced analysis maps.

YEARS OF EXPERIENCE: 30 | LICENSES/CERTIFICATIONS: LEED-AP/BD+C/EB/ND EDUCATION: BS, Mechanical Engineering Principal/Sustainability: Rob Hink is the Principal and Sr. VP at The Spinnaker Group; a firm that has been involved in the design of over 100 LEED-certified projects. Rob has more than a decade of full-time green-design and commissioning experience, and more than 30 years experience in facilities management.

rob hink

EXPERIENCE: Rob’s experience includes providing LEED Gold-certification consulting & building commissioning for projects such as the award-winning Nova Southeastern University Coral Reef Ecosystems Research Facility (Silver); Broward College IPS building #22; University of Miami Life Sciences; University of Miami Frost School Music; and FIU School of International Policy; Boca Ciega High School, as well as LEED for the University of Miami Multi-Purpose Facility.

YEARS OF EXPERIENCE: 11

| LICENSES/CERTIFICATIONS: PLA/LEED-AP/BD+C/ND

EDUCATION: BA, Landscape Architecture, University of Rhode Island vice president/SUSTAINABILITY: Jonathan Burgess’s experience includes site design, land

JONATHAN BURGESS

planning, landscape design, LEED consulting, and project management for major public and private developments. Jonathan oversees the Sustainability Division’s vision, mission and overall direction while leading, mentoring, planning and evaluating the work of all project managers He currently serves as Facilitator of the Florida efforts for the Living Building Challenge.

EXPERIENCE: Jonathan’s project experience includes LEED Neighborhood Development and LEED Core/energy modeling and commissioning for the 2-million-sq ft, $350 million Miami Design District project; $101 million Nova Southeastern University Coral Reef Ecosystems Research Facility; the $19.5 million University of Miami Frost School of Music; and the $350 million Northwest Gardens Neighborhood Development including 1,045 residential dwelling units.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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YEARS OF EXPERIENCE: 21 | LICENSES/CERTIFICATIONS: PE/LEED-AP/CPMP EDUCATION: BS, Mechanical Engineering, University of Florida principal/meetings leader: David is a licensed, professional engineer specializing in total building commissioning, mechanical engineering, and facility energy optimization.

David venters

EXPERIENCE: David’s experience with related projects include State of Florida – Capitol Center Retro-Commissioning--DMS (energy efficiency focused retro-commissioning); Kellogg, Brown and Root – Rocket Payload Eastern Processing Facility (design and construction phase commissioning of the mechanical, electrical, plumbing, fire protection and other specialty systems for a rocket processing facility); Vistakon (Laboratory Qualification); and LEED Enhanced Comissioning services for Duval County Public Schools, and CCOC Phase III for the State of Florida Dept. of Revenue.

YEARS OF EXPERIENCE: 25 | LICENSES/CERTIFICATIONS: PE/PEng/LEED-AP/CIAQP EDUCATION: BS, Mech. Engineering, University of Alberta Principal/MECHANICAL ENGINEER: Wayne Dunn, PE, has been involved with project

management, systems integration, quality assurance and commissioning for over 25 years.

Project experience varies from Modern Offices to Laboratories and Launch Complexes.

Wayne dunn

EXPERIENCE: Wayne worked with David Venters and PEG on the State of Florida – Capital Center Retro-Commissioning--DMS (focused on building Mechanical & Electrical systems); the Capital Circle Office Complex, East Campus Re-commissioning in Tallahassee; the Capital Circle Office Complex, State of Florida Dept. of Revenue (HVAC/Automation system receiving LEED Gold); InEnTec Chemical Hazardous Waste Processing Facility, at Dow Corning Plant in Midland, Michigan; and Doctors Memorial Hospital in Perry, FL (shared utility savings/retro-commissioning).

YEARS OF EXPERIENCE: 23

| EDUCATION: MA, Business Administration, Emery University; BA,

Vanderbilt University

Founding Principal/real estate/Facilities mgt: Collins Proctor is a partner and COO of Tallahassee-based kW Control, a, regional energy management firm serving government, non-profit, education, and commercial clients. Collins has extensive experience in energyefficiency, building controls, finance, and real estate, including: design/construction, acquisitions, development, real estate and facilities-- and project management.

collins proctor

EXPERIENCE: Collins managed the renegotiation of a $150 million annual budget and 17 million

square feet for the State of Florida, resulting in savings of over $85 million for Florida taxpayers; managed and closed over $4 billion in real estate securities and equipment investments with BankAmerica; and led strategic planning and financial analysis for Coca Cola for the construction and consolidation of new 1 million square foot downtown Atlanta corporate headquarters.

YEARS OF EXPERIENCE: 20 EDUCATION: MA, Business Administration, Emery University; BA, Vanderbilt University Founding Principal/real estate/strategic planning: Katie Proctor’s experience and

katHRYN proctor

advice have proven invaluable to major CFOs when making financial decisions. With a history dedicated to relationship management and financial services, Katie’s best asset is her ability to listen to the needs and challenges of her clients. In return, she creates a clear, consistent, and effective process by which the needs of the client are met and even exceeded.

EXPERIENCE: Kathryn’s finance and accounting experience includes risk management at Wachovia managing 28 corporate relationships with credit exposure exceeding $1.5 billion (clients included Lear; Ford Motors; General Motors; and Dow Chemical). In Michigan, as Client Relationship Manager Kathryn oversaw more than 20 large corporate relationships (revenues exceeding $500 million).

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

YEARS OF EXPERIENCE: 35

| LICENSES/CERTIFICATIONS: PE

EDUCATION: MS, Transp. Engineering & BS, Civil Engineering, Virginia, Polytechnic Institute Principal/transp. engineering: Richard Hall’s research work initiated the FDOT urban travel modeling process in wide use today. His expertise includes land use and transportation issues for community design charrettes, public involvement projects, traffic engineering studies, conceptual design studies, growth management analysis, and TOD studies.

RICK HALL

EXPERIENCE: Rick and HPE have successfully collaborated with Dover-Kohl on more than 50 projects, including the Seven50 Prosperity Plan and University of Miami Miller School of Medicine Master Plan. He has also worked on the Ave Maria Town and Campus Transportation Plan; Clinton Mississippi College (street design, walkability, traffic volumes/ capacity); and the New College Master Plan in Sarasota, Florida.

YEARS OF EXPERIENCE: 24 EDUCATION: MBA, New York State University Principal/branding: A leading expert in brand strategy, Jonathan Bell’s client experience spans across virtually every business sector. He is a frequent conference speaker on the topic of Naming & Branding in US, Europe and the Middle East, and is Visiting Professor at New York’s renowned School of Visual Arts, teaching Branding & Naming to Masters students.

jonathan bell

EXPERIENCE: Jonathan has invented over 80 company names – created identities for 400+ products and services. Clients have included: MGM-Resorts, Merrill Lynch, Russell Investments, Price WaterHouse Coopers, Unilever, P&G, Google, Coca-Cola, Anguilla Tourist Board, Dell, Nikon, Wal-Mart, Ernst & Young, IBM, MTV, Disney, Time Warner Cable, P&G, Gillette, Duracell, 3M, Johnson & Johnson, AT&T and Quest Diagnostics.

YEARS OF EXPERIENCE:30 EDUCATION: Graduate Work, Basel School of Design, Switzerland; BS, Graphic Design, University of Cincinnati

Principal/branding: Jerry Kuyper is a recognized leader in brand identity with more than thirty years of experience directing and designing identity programs. His passion is using brand strategy and design to help businesses and organizations communicate more effectively.

jerry kuyper

EXPERIENCE: Jerry’s academic clients include DeVry University, Nebraska Medicine, NYU Lagone Medical Center, Penn Medicine, Stanford University, University of California, University of Rochester Medical Center. He is currently working on refreshing the Penn State visual identity and brand architecture.

YEARS OF EXPERIENCE: 16 EDUCATION: BA, Computer Science, University of Florida Principal/IT, Web development & communications: Chris Lahey manages Station Four’s development efforts, including web and application development and strategic decision-making.

chris lAhey

EXPERIENCE: Along with partner Chris Olberding (also a UF Alum), Chris Lahey has overseen services for large-scale clients such as the National Basketball Association, US Department of Defense, Rayonier, and Fidelity National Financial, as well as local organizations and companies such as Baptist Health, Brooks Rehabilitation, and Firehouse Subs. They also created the Jacksonville ArtWalk website.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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experience & references

3.6

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

experience & references

We understand that you want a strategy for moving forward and taking action. You’ve asked for an Applicant who can deliver a diverse group of services for the singular purpose of making the University of Florida one of the Top Ten universities in the nation. To do that, you must rely on professionals with a proven record of adeptly navigating between the micro level of detailed design, to the macro level of long-range visionary planning.

Dover-Kohl and its Team has successfully performed this work numerous times.

You’ve also mentioned that the University may greatly benefit from perspectives and an approach that differs from traditional campus planning. We listened, and intentionally created a team of leading industry professionals in strategic planning, urban design/campus planning integration, real estate, LEED/sustainability, transportation, and branding and marketing.

One of the greatest strengths of our Team, apart from providing industry leaders in their respective fields, is the fact that many of those respective firms’ leaders have worked together successfully on previous

projects. Victor Dover, Joseph Kohl, James Dougherty and Rick Hall of Hall Planning & Engineering, have worked on a combined more than 50 projects together. Also, David Venters of Performance Engineering Group, and Wayne Dunn of EW Dunn, have been frequent collaborators. We will have a balance between a team that can efficiently function as a single entity, but with enough diversity that balances creativity with technical expertise.

We have therefore carefully selected the five projects that most appropriately demonstrate an encompassing degree of technical proficiency in long-range visionary planning, university-community interactions, the quality of the built environment, understanding of real estate market influences, the delivery method (i.e. the visioning/strategic planning process utilized), as well as LEED commissioning.

The following are five examples of the challenges we have helped clients face, our solutions, and the results these have gotten.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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SEVEN50 prosperity plan Experience of

PROJECT INFORMATION PROJECT

No. 1 - Seven50 Prosperity Plan

PROJECT LOCATION Seven Counties of Southeast FL

ROLE/SERVICES Prime/Strategic Plan; Public Engagement;

Current Status

Implemented 2012; Numerous independent coalitions have been formed to implement strategies and ideas presented within the document.

STUDY/PLAN COST $2, 237, 669.15 STUDY/PLAN DURATION 23 months

STUDY/PLAN START DATE 4/1/2012

STUDY/PLAN COMPLETION DATE Ongoing; living document (initial Dover-Kohl participation concluded 3/31/2014)

Staffing INFORMATION

Principal: Victor Dover On proposed PL0009 team?

Principal: Joseph Kohl On proposed PL0009 team?

Project Lead: Jason King On proposed PL0009 team?

Project Manager: Jason King On proposed PL0009 team?

Other: Kenneth Garcia On proposed PL0009 team?

Other: Aditi Sharma On proposed PL0009 team?

SE Florida Prosperity Plan

Yes No Yes No Yes No Yes No Yes No Yes No

owner contact INFORMATION Owner/Client: Southeast Florida Regional Partnership | Contact Person or PM: Marcela CamblorCutsaimanis, AICP, Project Director - Sustainable Communities Initiative Address: South Florida Regional Planning Council - 3440 Hollywood Blvd. Suite 140, Hollywood, FL 33021 Phone: 772.708.1108 | Email address: marcela@tcrpc.org

firm partner INFORMATION Firm: Hall Planning & Engineering | Contact Person or PM: Rick Hall, PE - Principal Discipline: Transportation Planning/Engineering Address: 322 Beard St, Tallahassee, FL 32303 Phone/Fax: 850.222-2277/ 850.222.6555 | Email address: rickhall@hpe-inc.com

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

SEVEN50 prosperity plan DESCRIPTION Seven50 ("seven counties, 50 years") is a blueprint for growing a more prosperous and resilient Southeast Florida during the next 50 years and beyond. The plan works to encourage socially inclusive communities, a vibrant and robust economy, and careful stewardship of the fragile Southeast Florida ecosystem as it quickly becomes one of the world’s most important mega-regions.

Dover, Kohl & Partners led a multidisciplinary consultant team to create the plan, mapping a strategy for the best possible quality of life for the over six million residents in Monroe, MiamiDade, Broward, Palm Beach, Martin, St. Lucie and Indian River counties. Dover-Kohl worked closely with the South Florida and Treasure Coast Regional Planning Councils and led a multi-disciplinary team of consultants that included leading regional and national experts such as Carras Community Investment, Cardno-Entrix, Jean Scott, HDR Engineering, MetroQuest, Duany Plater-Zyberk & Company, Criterion Planning, and Roar Media, among others. relevance/similarity to the PL0009 Seven50 was developed through an intensive public process spanning two years and reaching millions, the first public process of its kind. An online scenario modeler allowed participants to select a potential development pattern and the “Region In Motion” preferred scenario — chosen by thousands — charts a multi-modal, walkable, climate-resilient and economically diverse future. The final report, the Seven50 “Prosperity Plan”, is 300 pages long, yet easy to read and comprehend, making heavy use of infographics and other visuals. Topics covered in the Plan include: Education, Economic Development; Community Assets & Culture; Environment, Natural Resources & Agriculture; Climate & Energy Resilience; and Regional Leadership & Opportunity.

1. Existing Conditions

2. Rise of 4 feet, no adaptation

3. Rise of 8 feet, no adaptation

4. Rise of 8 feet, significant adaptation

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

4.3

university of Miami miller school of medicine Experience of

PROJECT INFORMATION PROJECT

No. 2 - University of Miami Miller School of Medicine

PROJECT LOCATION Coral Gables, FL

ROLE/SERVICES Prime/Strategic Plan; Public Engagement; Urban Design

Current Status

The Master Plan and Guidelines were well received. They will inform future campus development: toward becoming a destination within the city; improving circulation; increasing walkability; creating green and gathering places; and anticipating future growth.

STUDY/PLAN COST $112,830.24 STUDY/PLAN DURATION 9 months

STUDY/PLAN START DATE 1/29/2008

STUDY/PLAN COMPLETION DATE 10/30/2008

Staffing INFORMATION

Principal: Victor Dover On proposed PL0009 team?

Principal: Joseph Kohl On proposed PL0009 team?

Project Lead: Andrew Zitofsky On proposed PL0009 team?

Project Manager: Andrew Zitofsky On proposed PL0009 team?

Other: James Dougherty On proposed PL0009 team?

Other: Kenneth Garcia On proposed PL0009 team?

Yes No Yes No Yes No Yes No Yes No Yes No

owner contact INFORMATION Owner/Client: University of Miami | Contact Person or PM: Prof. Joanna Lombard - School of Architecture Address: 1223 Theo Dickinson Drive Phone/Fax: 305.284.3731/305.284.2999 | Email address: mailto:jlombard@miami.edu

firm partner INFORMATION Firm: Hall Planning & Engineering | Contact Person or PM: Rick Hall, PE - Principal Discipline: Transportation Planning/Engineering Address: 322 Beard St, Tallahassee, FL 32303 Phone/Fax: 850.222-2277/ 850.222.6555 | Email address: rickhall@hpe-inc.com

4.4

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

university of Miami miller school of medicine DESCRIPTION Established as an academic medical center in 1952, the University of Miami Miller School of Medicine (UMMSM) now treats more than 1,000,000 patients annually, serving South Florida, South America, and the Caribbean in education, research, patient care, and community service. The facility’s location was once part of an estate and surrounding golf course–an isolated precinct that remained distinct from surrounding residential blocks for the first half of the twentieth century. The addition of highways and arterial roadways carrying increased traffic past and across the region further isolated the area, while growth and integration of the district’s institutions extended beyond its original boundaries. The campus now actively spans NW 14th Street, as well as NW 7th, 9th, 10th, and 12th Avenues. Faculty, staff, patients, and visitors crisscross the district on numerous daily trips. With more than 67,000 daily employees and visitors, the district is now a destination as large as many city centers.

In January 2007, the school initiated a long-term plan for the campus to ensure that all future development enhances the quality of life of the faculty, staff, students, patients, visitors, and neighbors. Chief among these goals is the role of the campus as a model healthy community.

Assisting Dover-Kohl in the creation of the Master Plan were consultants Hall Planning & Engineering, Inc., Gibbs Planning Group, Inc., UrbanAdvantage, and the University of Miami School of Architecture. relevance/similarity to the PL0009 The UMMSM plan was a long-term strategic development plan with a particular emphasis on the built environment. Several key principles were established during the charrette to address the needs and vision for the future of the campus. These goals included designing the campus as a destination within the city; improving circulation; increasing walkability; creating green and gathering places that encourage collaboration; and anticipating future expansion.

An aerial view of the campus looking from the northwest

The proposed “heart” of campus creates a powerful “front door” to the school, drawing visitors into the center of campus.

Existing Building Future Building Parking Garage with Liner Building

Buildings at the Life Sciences Center are located within a former “superblock” parcel. The block has been re-configured into a series of walkable, well-connected streets.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

4.5

baton rouge water campus Experience of

PROJECT INFORMATION PROJECT

No. 3 - Baton Rouge Water Campus

PROJECT LOCATION Baton Rouge, LA

ROLE/SERVICES Prime/Strategic Plan; Public Engagement;

Current Status The new "Water Campus" was announced by Governor Bobby Jindal at a press conference in December 2013.

STUDY/PLAN COST $86,910.67

STUDY/PLAN DURATION 4 months

STUDY/PLAN START DATE 8/1/2013

STUDY/PLAN COMPLETION DATE Ongoing (on as needed basis)

Staffing INFORMATION

Principal: Victor Dover On proposed PL0009 team?

Principal: Joseph Kohl On proposed PL0009 team?

Project Lead:Kenneth Garcia On proposed PL0009 team?

Project Manager: Kenneth Garcia On proposed PL0009 team?

Other: James Dougherty On proposed PL0009 team?

Yes No Yes No Yes No Yes No Yes No

owner contact INFORMATION Owner/Client: Baton Rouge Area Foundation | Contact Person or PM: John Davies, President and CEO Address: 402 N 4th St, Baton Rouge, LA 70802 Phone/Fax: 225.387.6126 /225.387.6153 | Email address: jdavies@braf.org

firm partner INFORMATION N/A

4.6

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

baton rouge water campus DESCRIPTION The Water Institute of the Gulf is an independent research institute dedicated to advancing the understanding and engineering of coastal, deltaic, river and water resource systems, both within the Gulf Coast and around the world. The Baton Rouge Area Foundation commissioned Dover, Kohl & Partners in 2013 to design the 30 acre campus that will be the new home of The Water Institute of the Gulf. The campus is expected to grow into a major center for the science and research of river deltas. Among the first buildings to be built will be a 50,000 square-foot River Modeling Center that will house a 90-by-120-foot physical model of the lower Mississippi River. In a city that is mostly cut off from the river by a large levee and industrial uses, the campus will also help to reestablish the city’s relationship to the river by connecting directly to the old city dock.

The Water Campus sits along a planned streetcar line that will connect downtown Baton Rouge to Louisiana State University (LSU) and pass in front of the Water Campus along the Nicholson corridor. The Water Campus’ walkable streets, public spaces and urban buildings will be a major step toward fostering a better connection between downtown, the riverfront and LSU. relevance/similarity to the PL0009 The Water Campus brings together strong elements of urbanism with innovations in sustainable technology. The Campus is a state-of-the-art facility developed in coordination with multiple research institutions. The Plan for the Water Campus contributed to the downtown Baton Rouge revitalization strategy, fitting in with the existing regulatory framework. Improved mobility through the planned streetcar line and pedestrian oriented streets allows the Campus to act as a major anchor point of the City. The connectivity between LSU and the Water Campus, combined with the extensive inclusion of public spaces fosters collaboration and creativity between academics.

The old city dock will be repurposed as an Education and Research Center.

Streetcar connectivity on the Nicholson corridor.

Connecting directly to the old city dock, the campus will help reestablish the city’s relationship to the river.

The Water Campus Town Square is the heart of the proposed campus.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

4.7

state of florida real estate efficiency Experience of

PROJECT INFORMATION PROJECT

No. 4 - State of Florida Real Estate Efficiency

PROJECT LOCATION Florida (Statewide)

ROLE/SERVICES Prime/ Created and implemented a strategic real estate plan to optimize state-wide agency space use and integration to best support the operational and service needs of the agencies and the fiscally prudent needs of the Florida and its taxpayers.

Services generally included, strategic planning, facility efficiency and use analysis, reporting, advocacy and representation to multiple government committees and personnel, extensive collaboration with organizations with diverse and sometimes conflicting philosophies.

Current Status Complete

STUDY/PLAN COST

Total implementation was over 5 years.

The contract was referred to as a “nocost” performance based contract as compensation was contingent on quantified taxpayer savings derived from more efficient use of State leased and owned space. Over $85,000,000 of client-verified savings was achieved on approximately $12 million of service fees over a 5 year period with approximately 25 dedicated personnel throughout the State.

DESCRIPTION The State of Florida, via Department of Management Services, sought the support of an independent 3rd party firm to analyze and determine the optimal strategic and tactical plan for all State Agencies’ use of facilities throughout the State. Primary sensitivities included, but were not limited, to: each agency’s unique core mission, workplace quality to support productivity and health, location and integration synergies among agencies, and importantly: fiscal prudence for Florida taxpayers and agency budget limitations. After ample research of all unique qualitative and quantitative issues, a strategic and tactical plan was established and implemented with best efforts to reasonably support primary goals and objectives while materially improving workplace environment and lowering statewide occupancy costs. relevance/similarity to the PL0009 Both government agency based projects involve considerable scale, long-term vision, creativity, patience, collaboration, and advocacy. Both are based on optimizing the use of assets and facilities to best support multiple, diverse but complementary philosophies and objectives. All the while, creative and financial practicality is essential to ensure the ability and means to execute and succeed.

Staffing INFORMATION

Principal: Kathryn Proctor On proposed PL0009 team?

Project Lead: Collins Proctor On proposed PL0009 team?

Project Manager: Collins Proctor On proposed PL0009 team?

Other: Approx. 23 other personnel On proposed PL0009 team?

Yes No Yes No Yes No Yes No

owner contact INFORMATION

STUDY/PLAN DURATION 60 months

Owner/Client: State of Florida, Department of Management Services Contact Person or PM: Tom Berger, Dir. of Real Estate Dev. & Mgt. Address: 4050 Esplanade Way, Tallahassee, Florida 32399-0950 Phone/Fax: 850.488.2786 /850.922.6149 Email address: tom.berger@dms.myflorida.com

STUDY/PLAN START DATE

firm partner INFORMATION

2003

N/A

STUDY/PLAN COMPLETION DATE 2008

4.8

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

vistakon campus campus central utility plant Experience of

PROJECT INFORMATION PROJECT

No. 5 - Vistakon Campus Central

PROJECT LOCATION Jacksonville, FL

ROLE/SERVICES Prime/Planning, Engineering, Design and Construction Administration

Current Status Under Construction

STUDY/PLAN COST Cannot Disclose

STUDY/PLAN DURATION 3 months STUDY/PLAN START DATE June 2014

STUDY/PLAN COMPLETION DATE September 2014

DESCRIPTION Vistakon’s new campus-wide central utility plant (CUP) provides the full chilled water, compressed air, and steam utility demands of the Jacksonville pharmaceutical manufacturing facility. Previously, multiple plants serving different utilities fed the various campus buildings which resulted in a less efficient and less scalable system. Starting with the development of the master consolidation plan and basis of design, PEG engineered the mechanical systems and is reviewing construction of the new CUP. The facility consists of a standalone building capable of providing the campus 5,600 tons of chilled water capacity, 21,000 CFM compressed air, and 27,600 lbm/hr of saturated steam. The master plan included the ability to expand the building in the future to easily increase capacity as needed.

The central utility plant chilled water system was planned and designed to use optimal energy control algorithms via an all variable configuration including both the evaporator and condenser water circuits. All associated pumps and cooling tower fans employ similar variable speed technology. Planning and design included detailed steps to maintain continued operation of the existing utilities to avoid interruption of manufacturing and production. relevance/similarity to the PL0009 Our work with district and campus energy plants such as the Vistakon Central Utility Plant places us in a unique position to detailed thoughtful planning for other energy plants such as those at the University of Florida. Specifically, our team recognizes the importance of careful long-term planning to address the key elements of scalability, reliability, and energy efficiency. In terms of the University of Florida, other critical factors include maintaining uninterrupted operation during all phases of expansion, renovations, and upgrades. Additionally, our team will work with the USGBC PEER program to plan the optimization and improved sustainability of the other utilities distributed to the project stakeholders.

Staffing INFORMATION

Principal: Mark Messer Project Lead: Chris O’Steen Project Manager: David Venters Other: Bryan Pratt

On proposed PL0009 team?

On proposed PL0009 team?

On proposed PL0009 team?

On proposed PL0009 team?

Yes No Yes No Yes No Yes No

owner contact INFORMATION Owner/Client: Vistakon a Johnson & Johnson Company Contact Person or PM: John Bowen Address: 7500 Centurian Parkway, Jacksonville, FL 32256 Phone/Fax: 904.443.3965 Email address: jbowen@visus.jnj.com

firm partner INFORMATION N/A

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

4.9

project understanding & approach

4.10

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

project understanding & approach

OUR understanding “Vision” is a systemic cornerstone of education.

Clarity is paramount on an individual and institutional level to achieve the greatest level of success. So it is with strategic development: big ideas should be rational, clear, and easily understood to facilitate realistic, desired outcomes—simple and concrete.

You need a strategy based on a holistic vision of: what the university can and should look like; how it will function now and in the future; promoting sustainability in the academic and built environment how that development will impact and influence its core and external community both conceptually and pragmatically; and how to further the institution’s preeminence.

We have tried to keep our proposal to you as clear and concise as the work products that we will create for you. The following responses and recommendations to your initial questions are merely an introduction to a more meaningful dialogue with you that will guide the entire planning process

Understanding & Approach Questions

4. The Strategic Development Plan intends to analyze the built environment of the university campus and environs as it relates to the university’s rise to preeminence as a leading international research university. Explain your understanding of, and how you would approach successfully incorporating, the relationship between preeminence and the built environment; identify components of successful, vibrant, livable urban environments; discuss the use and applicability of analysis metrics; discuss any critical components that may be missing from the Project Fact Sheet description or need additional emphasis.

It is our understanding that the University of Florida, recognized as a preeminent Florida institution in 2013, is already well positioned to become a top 10 public university. A quick internet search for lists of top colleges in the United States will find UF amongst the top 20 public institutions in the country, with several highly ranked programs. A search for top college towns will find UF in the top 10 schools.

OUR approach SUMMARY

Planning and Designing are never a one-size-fits-all effort—we manage each and every project within its unique framework, characteristics and opportunities. Guiding principles are applied and adapted but always within a context-sensitive approach.

The following section provides highlights of our process in creating the Strategic Development Plan with you. In keeping with the need for clarity and simplicity as per the RFP, we’ve presented only a few key elements. However, we will

work closely with the University of Florida (UF) to tailor a more detailed scope of tasks, key milestones, and deliverables within each phase.

Our general recommendation to create the Plan aligns with UF’s general outline: Phase 1 will focus on vision alignment through executive and senior faculty/staff meetings and workshops to define and establish a catalog of options the Plan’s “Big Ideas” and branding architecture toward implementable priorities. Phase 2 will focus on refinement to the Plan, strengthening the branding and marketing of the vision, as well as participation with other stakeholders including the students and the Gainesville community as part of the development process by way of our “Designing in Public” charrette and other engagement strategies. Phase 3 will solidify a cohesive vision and prioritized set of policies and actions, that include a series of public meetings to present the finalized Strategic Development Plan.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

5.1

understanding & approach With over 50,000 students, the university is as much a town as it is a contained college campus. By thinking of UF as a complete municipality, the physical and built needs of the school become significantly clearer.

Strong towns have a well-defined city core, a complete urban fabric gathering spaces that encourage collaboration, mobility options, sustainable developments & environmental preservation, and strong connectivity to the surrounding areas. These are but some of the defining characteristics of successful towns, which attract a wide range of residents and students, and provide something of interest for everyone, from internationally recognized scholars, to a diverse student body, to yearround residents of Gainesville & Alachua County, and beyond.

The relationship between preeminence as a leading academic institution and the built environment can be framed another way: what attracts students and researchers to an institution and what keeps them there? It can be encapsulated by the term “great college town” or “best college town”. There are several magazines and newspapers that produce lists of the top 10, 20 or 50 colleges in the United States.

These lists and rankings each use their own

criteria to justify their selection and categorization of the “top” tier academic institutions. We can evaluate these methodologies to identify what constitutes a preeminent university. We can also define our own criteria for what makes a college town successful. They would likely include walkability/connectivity, affordability, livability, entertainment, sustainability, beauty of the built environment and others.

Identifying these elements and establishing benchmarks of success is a key step in the creation of a vision and series of goals for UF. In addition to the goals of preeminence however, it is also our hope that the University will grow into something greater than the sum of its parts.

Meeting benchmarks and standards will only be a single part of the equation; it is equally important to envision a future that distinguishes the University of Florida from its peer highereducation institutions.

5. The university expects the Strategic Development Plan to be significantly different than the Campus Master Plan in terms of scope, plan horizon, and geographic extent, but also expects the two plans will integrate seamlessly.

Explain your understanding of the difference between the Strategic Development Plan and the Campus Master Plan, and discuss your approach to integrating the two planning initiatives.

key elements

phase 1 (8 -12 months)

PLAN SCHEDULE/DELIVERABLES One of the elements to actualizing a strategic development plan involves constructing a realistic timeframe with which to work in. Because Phase 1 establishes the precedent for the overall vision and development process, the majority of project time will take place in this first phase in consultation with the University of Florida (UF). This will ultimately inform and influence subsequent phases. The following draft shows a flexible project phasing timeline with key deliverables (which are not meant herein to be exhaustive list, but rather can be further modified/ expanded upon, etc. with you):

5.2

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

ALIGNMENT OF VISION

Key Tasks/Deliverables could include: •

• •

•

Review of background information (particularly the Master Plan and its integration into the Strategic Development Plan), as well as an initial site visit.

Evaluation of current infrastructure, and current/ planned University land use.

Peer benchmarking review and analysis to determine the built environment and livability preeminence.

Technical meetings and branding strategies. A charrette involving a select group of University executive/vice presidents, deans and select senior faculty will be held. The charrette could be organized as a series of one-on-one, or small group, sessions to receive more detailed input.

Then, larger “roundtable” sessions to gather consensus and solidify the menu of options, “big ideas,” and branding direction.

understanding & approach A campus plan, similar to a municipality’s comprehensive plan, is typically a forecasting of how a campus can grow and improve upon existing conditions based on yesterday and today’s thinking. It does not necessarily engage people involved to thinking about what will happen 10-15 years from today according to new developing trends. A strategic plan, will enable UF to take another attempt at defining a road map to achieving other goals beyond improving existing conditions.

Our understanding of the intent and purpose of the Strategic Development Plan is that it is intended to be a set of actionable items or road map to achieving a long term vision that will strengthen the goals of the University of Florida’s Master Plan and the University’s goal to become a top 10 public university.

While achieving this vision will entail a careful look at the University’s built environment, the Strategic Plan will look at the greater context of the future of the University. How will an expanding university influence the surrounding community? How can we fulfill the vision of the University through the next 30 years, knowing that priorities may change along the way?

These are all questions that will be addressed during the creation of the Strategic Plan,

necessitating a much more in-depth process to consider all viewpoints.

As the University has just finished updating the Campus Master Plan, we expect to work closely with the Planning, Design and Construction Department, to ensure that the goals of the Master Plan fit within the overarching framework of the Strategic Development Plan. The process for the Strategic Plan will also use the momentum from the public process of the Campus Plan to continue community involvement in the creation of the Plan.

6. Recognizing that long-range visionary strategic planning projects can be susceptible to the desire to become “all things to all people,” how will the team manage expectations, stay within budget, and maintain momentum for timely completion?

Many well-conceived visions are delayed or never fully realized due to interruptions in the development stages arising from unnecessary prolongment. An effective vision and plan is one with sufficient foresight to remain adaptable in its relevance (and implemented incrementally over time as needed), but the process to achieve the plan itself can be

phase 2 (6 - 8 months) STRATEGIES, ACTIONS & REFINEMENT Key Tasks/Deliverables could include: •

•

•

A “Designing in Public” charrette to engage other key stakeholders and promote dialogue involving faculty, students, and the City of Gainesville. These can be formatted in a similar style as Phase 1, or adapted as needed.

Furthering Branding and Marketing/Communication.

WANT Branding, with Station Four’s support in web/ app development, can collaborate with the University’s IT Department and students through various platforms to strengthen and further promote the University’s brand.

Our charrettes are made to produce viable renderings and illustrations in real time.

Preliminary plans, along with a summary of the development, can be presented at the “Work in Progress Presentation.”

phase 3 (4 - 6 months) ASSESSMENT AND PRESENTATIONS Key Tasks/Deliverables could include: • • • •

•

Completing the draft Strategic Development Plan Final Rounds of review/revision Presenting the final Plan to key stakeholders Presentation of complete set of renderings illustrating short-, mid-, and long-term strategic planned growth and changes Presentation of Detailed Action Plan (guide to implementation of strategic plan as well as promotion through media/communication)

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

5.3

understanding & approach achieved on a more timely schedule. Therefore, our initial recommendation designing UF’s vision and Strategic Development Plan within two years, rather than the previously mentioned three-to-fiveyear projection.

Strategy for a Successful Planning Process 1. Collaborate with Trustees, senior University

staff & personnel, and senior City officials throughout the creation of the Strategic Development Plan

Ownership of a plan is often a complex and sensitive issue. In the case of the Strategic Development Plan, the public process is as much a means of consensus building as it is a visioning process. The University has established that the creation of the Strategic Development Plan is primarily an internal process. The team is most concerned with gathering input from those demographics most invested in the longterm success of the University of Florida, and creating a Plan that is tailored towards these key stakeholders.

2. Perform extensive analysis and establish the foundations of the Strategic Plan on-site, in conjunction with key stakeholders 3. Scrutinize the physical environment, the transportation systems, and economic potential for mixed-use, campus facilities, commercial, and housing opportunities 4. Ensure public awareness through a variety of communication means, and provide for community participation through a series of charrettes

At the initiation of the project, Dover-Kohl team will meet with the University and very clearly and explicitly lay out the goals and phasing of the project. Each phase will include specific tasks, deliverables, and desired outcomes, along with the corresponding budget. Benchmarks for completion should also be clearly defined.

Though goals and priorities of projects often evolve over time, establishing key checkpoints will ensure that the project is continuing in a timely fashion, in essence devising a plan for the Plan.

“DESIGNING IN PUBLIC”

5. Create a plan and implementation strategy that details the community’s vision.

6. Reform the land development regulations

to ensure and encourage the desired results.

7. Study the regulatory framework to

determine a way to create a seamless transition from existing land-use regulations.

•

They are adaptive The charrette can be structured various ways to include “one on one’s” or small groups as part of the process. This example may work well for Phase I of the Strategic Development Plan, as previously mentioned.

•

THEY INCREASE CONSENSUS/BUY-IN Designing in Public is intended to be as immersive as possible to build the greatest degree of consensus amongst a diverse group of stakeholders because we create a comfortable participatory and educational environment that elicits feedback.

•

THEY PRODUCE TANGIBLE RESULTS During our charrettes, development and design are seen in real time. Rather than waiting weeks or months, participants are able to see their ideas and suggestions begin to materialize through illustrative visualizations.

The hallmark of Dover, Kohl & Partner projects, Designing in Public charrettes bring numerous advantages to traditional planning efforts: •

They are more time efficient and cost effective Helping “bring everyone to the table” to discuss big ideas and define specific plans saves both time and money since considerations and solutions to challenges are brought to the forefront more systematically. This mitigates potential delays throughout the process.

5.4

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

understanding & approach Key stakeholders will be at the core of the planning process, but a substantial public outreach element is also vital to the success of the Plan. A transparent public process keeps the community consistently informed on the development of the Plan, while keeping the planning team accountable for its successful completion.

7. Outline your understanding of the interactive planning process for the Strategic Development Plan including the appropriate degree and timing of stakeholder input; provide examples of strategies and techniques for gathering and confirming information from executive administrators and other stakeholders; and explain the team’s approach to developing, analyzing, and recommending a strategic vision with implementation steps.

The interactive planning process for the Strategic Development Plan will be thorough, inclusive, and carefully planned out to meet the needs of the University. Mediation and consensus building is a key component of this plan. The Dover-Kohl team has worked with a myriad of stakeholder organizations. Our past experience has included work with highly selective steering committees, closed door private sessions, public events with upwards of 500 attendees and everything in between.

We are well versed in gathering input and synthesizing ideas into a unified vision.

Phase 1 will bring together trustees, university staff, City of Gainesville officials, and all other key stakeholders as identified by the University.

The team can schedule one-on-one sessions with high-ranking officials to ensure their input is fully integrated into the plan. Smaller group sessions enable coordination between departments, and begin the formation of mutual goals. Part of our goal for this phase is identifying the concepts that resonate with the community. This phase will act as the foundation for the rest of the Strategic Development plan, outlining the “big ideas” and recommendations to be presented to the community at large.

Phase 2 will continue the conversation begun in Phase 1, broadening reach of Using Branding Tothe Communicate Preem the process. A series of charrettes, or public design sessions, will enable constituents to Branding is an key tool in effectively communicating what you want your brand to st play a role 3inkey the visioning Forhands-on UF, we’ve explored areas of focus in process. order to create the most unified and co This phase will include significant outreach to University students, Gainesville residents, and Definition Brand Architectu otherBrand interested parties, in addition to “Preeminence” is great but it exists as more of a business mission or strategic driver.

It’s not a differentiating idea.

We can help create a strategic brand idea that becomes that platform for how the institution is branded and perceived.

Creating alignment am programs so that a uni and a clear hierarchy c

Brand Idea examples:

STRATEGIC BRANDING Branding is a key tool in effectively communicating what you want your brand to stand for in the mind of your customers. For UF, our Team has explored 3 key areas of focus in order to create the most unified and compelling message:

Approximately half of t linked to the Universit be more distant and us visual relationships to

BRANDING DEFINITION “Preeminence” is noble but exists as more of a business mission or strategic driver.

It is often not a differentiating idea. We can help create a strategic brand idea that becomes that platform for how the institution is branded and perceived. Brand Idea examples:

We see an opportunity effective connection be University.

Brand Idea serves as the foundation of all future Brand Idea serves as the foundation of all future messaging and advertising, both and messaging and advertising, bothinternally internally and a strong positioning is crucial externally,externally, which iswhich whyisawhy strong positioning crucial to a brand’s success to a brand’s success.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

5.5

understanding & approach continued meetings with key stakeholders and officials. The team will begin to drafting the plan, renderings, and implementation strategies, allowing the public to see the Plan evolve over time.

Once a vision has been clearly defined, and a consensus regarding the future of UF has been reached, Phase 3 will begin the presentation and implementation phase.

The team will present the final Strategic Plan to key stakeholders and the community, including a series of renderings to show how the University may grow and evolve over time.

This phase will also include the formation of an implementation plan, ensuring that the vision does not remain just a vision, but instead makes its way into reality.

8. A visionary strategic plan is only as good as its ability to communicate the vision through visual graphics and concise narratives. Explain the communication tools that will be applied in this process (e.g. renderings, BIM models, web-based content, etc.); give examples of these communication tools used by the team for similar projects; discuss strengths and weaknesses of the various communication tools.

In our design process we create many drawings, sketches, renderings, computer simulations, and “before-and-after” sequences to help the community study the options, visualizing change before it occurs. Our visualizations also include interactive scenario modeling via MetroQuest, which allows participants to rank their priorities and understand how their choices may affect future growth.

We recognize that not everyone is able to attend public meetings, due to scheduling conflicts or other obstacles. To address this, we set up a virtual town hall, referred to as MySidewalk. Participants are able to stay up to date with project happenings, provide targeted input, and enter dialogues with other members of the community. The MySidewalk page runs throughout the duration of the project, allowing participants to remain informed from initiation to completion.

Ease of access is essential for the implementation of the plan. The document will be designed in an attractive, highly visual, and easy to understand format. Our work makes significant use of infographics, charts, maps and other visual methods of explaining complex ideas.

BRAND ARCHITECTURE We see an opportunity to create a stronger and more effective connection between the colleges and University.

Approximately half of the UF colleges are effectively linked to the University. The other colleges visually appear to be more distant and use a variety of typefaces and visual relationships to UF. By creating alignment among all of UF’s schools and programs, a more unified core message is reinforced, and a clear hierarchy can be established.

5.6

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

understanding & approach An executive summary will be designed in a similar format, selecting the most essential elements of the plan and condensing them into a concise document.

The document will have its own dedicated website, which will match the organization of the physical document. Visitors to the site will quickly be able to find the sections that are relevant to them, and explore the Plan in as much or as little detail as they wish.

9. Identify the peer higher education institutions that the

stomers.

team recommends for the benchmarking deliverable described in the Project Fact Sheet, and explain why those institutions are relevant to the University of Florida and this strategic development plan.

In the pursuit of academic preeminence, the ranking institutions are well established (e.g.

U.S. News & World Report, Princeton Review, Forbes, etc). Evaluating the overall reputation of a university however, entails a more complex and subjective analysis.

Brand Logo

in one or more of these areas. Though there are a great many institutions who excel in one or more of these areas, we must also take into account the size, location and long-term development strategies for comparable institutions. Our primary selections include: • • • • • •

University of Texas at Austin University of North Carolina, Chapel Hill Pennsylvania State University University of Michigan University of Colorado, Boulder University of Washington

These universities were selected primarily for their size and their status as “Public Ivies”, as well as their flagship university designation. The above schools were also picked to represent different geographic regions. The list of institutions also includes both urban and selfcontained campuses, reminding us that the best “college towns” can vary greatly.

While the above universities provide examples of similar peer institutions, the Team will also work with the university to determine other desirable benchmarks, such as historic preservation, graduate retention, and sustainability.

reeminence The current logo doesn’t convey pre-eminence.

For the benchmarking deliverable, the team will identify not only the design criteria to be evaluated (sustainability, walkability, livability, rand to stand for thealso mind your customers. etc.)inbut the of institutions who stand out

,

ied and compelling message:

hitecture

Brand Logo

BRANDall LOGO An opportunity thelogo logo in a convey more pre-eminence. nment among of UF’s schools and exists to revitalize The current doesn’t The current logo design could be reevaluated to hat a unified core messageand is reinforced, distinct engaging explore options that more strongly convey a way sense ofthat will communicate the erarchy can be established. preeminence.

personality and character of the University of Florida, For example, the use of orange hasn’t been fully while creating greater visual alignment. leveraged. Furthermore, Warrington has a stronger and more distinct visual identity, including the use of color, An than UF.

opportunity exists to revitalize the logo in a more distinct and engaging way that will communicate the An opportunity exists to revitalize the logo in a more personality and character of the University of Florida, distinct and engaging way that will communicate the while creating greater visual alignment. personality and character of the University of Florida, while creating greater visual alignment.

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

5.7

joint venture information

5.8

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

joint venture information

The firms comprising our proposed team for the University of Florida Strategic Development Plan have not entered in a Joint Venture. (a) Describe the division of responsibilities between the participating firms, the offices (location) that will be the primary participants, and the percent interest of each firm.

NOT APPLICABLE (b) Why does the Applicant feel that a joint venture will best serve the needs of this project?

NOT APPLICABLE (c) How many projects has the joint venture performed together?

NOT APPLICABLE (d) Which of the key personnel have worked together before?

NOT APPLICABLE

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

6.1

attachmentS / supplements

6.2

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

ATTACHMENTS/ SUPPLEMENTS

State of Florida

Department of State I certify from the records of this office that THE IMAGE NETWORK, INC. OF DELAWARE is a Delaware corporation authorized to transact business in the State of Florida, qualified on October 9, 1987.

The document number of this corporation is P16320.

I further certify that said corporation has paid all fees due this office through December 31, 2015, that its most recent annual report/uniform business report was filed on March 16, 2015, and that its status is active.

I further certify that said corporation has not filed a Certificate of Withdrawal.

Given under my hand and the Great Seal of the State of Florida at Tallahassee, the Capital, this the Twenty-eighth day of July, 2015

Tracking Number: CU6838426080 To authenticate this certificate,visit the following site,enter this number, and then follow the instructions displayed. https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication

(The Image network dba)

Dover, Kohl & Partners

UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN

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UNIVERSITY OF FLORIDA - STRATEGIC DEVELOPMENT PLAN