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Mayfaire Town Center, Wilmington, North Carolina


We aspire to wake up every morning energized by the belief

ASPIRE is a publication of Cooper Carry. Its intent is to celebrate the projects and our people who collaborate to make them become a reality.

As we come closer to another new year, this edition of Aspire is especially timely in its articles and overall theme: the future. In each of the numerous building types our Specialty Practice Groups design, Cooper Carry is always thinking of the future and how these buildings will meet the future needs of our clients and the public. We endeavor to create places that endure in a relevant way for many years to come by keeping our sights set on the future.

This issue looks at several things including evolving trends in office building planning and how changing corporate real estate needs are Assistant Editor . . . . . .Tanne Stephens impacting base building design. Aspire also considers future retailing and how online shopping could share interesting future experiences Design . . . . . . . . . . . . Rick Snider with traditional brick and mortar retail. We point out urban retail’s future values, influences and core attributes while identifying the growing Contributors . . . . . . . . Angelo Carusi expectations of shoppers. Amanda D’Luhy Our clients are also looking at numerous new ways to develop project Lisa Goodman partnerships as Cooper Carry remains versatile in ways to support them David Kitchens in these creative endeavors. One such exciting example is how Atlanta Gar Muse Public Schools purchased an eleven story office building and turned it Bob Neal into a school for 2,350 students. Read about this along with viewing numerous exciting, newly completed Cooper Carry projects in this Randall Sheari * Steve Smith issue of Aspire. Tanne Stephens It is never enough to design for the present which is why Cooper Carry Andrew Telker will always have one foot in the future. What does the future look like? We invite you to step into this new edition of Aspire and decide for yourself. Karen Trimbach Editor . . . . . . . . . . . . .Pratt Farmer

Enjoy! * Article originally appeared in Shopping Center Business, October 2013. © Cooper Carry, inc. 2013

Steve Smith, AIA, Principal

Lakeside Dining Commons Georgia Southern University, Statesboro, Georgia

that we can change the world by designing a better environmental experience for its people.




A New Kind of Main Street Department Store Owner Turns Developer


has been in his blood for generations,

so it so it was only natural that H.J. Brody would become a retail commercial developer after managing the sale of the family-owned chain of department stores, Brody’s, to Proffitt’s department stores in 1998. Brody’s Department Store was founded by Hyman J. Brody, H.J.’s grandfather, in the early 20th century, with its beginnings as a shoe store in Sumter, South Carolina. In 1928, one of Brody’s sons, Leo Brody, relocated to Kinston, North Carolina, and founded Brody Brothers Dry Goods. Leo Brody, along with six of his brothers, began to expand the retail business. The family-owned chain eventually expanded to seven stores in seven malls in eastern North Carolina. Throughout its history, Brody’s was always a part of the community it served. After the sale of Brody’s, H.J. who had risen through the ranks of the business to become its CEO, was discussing his next opportunity while having dinner with friends at a restaurant in Mizner Park, a 250,000-square-foot mixed-use development in Boca Raton, Fla., which by coincidence

was designed in 1998 by Cooper Carry. “As I began to look at the 400 acres of land in Wilmington, N.C., and consider the various opportunities that could evolve from such a large piece of dirt, I thought back to Mizner Park and its impact on south Florida. In that development I saw what could be; and the idea to design a unique, special and timeless mixed-use project near the beach in Wilmington took shape,” says H.J. Most successful developers will tell you that the long-term success of a project is reflected upon the team assembled to conceive, design, build and manage the asset. It is the impact of experience and ideas in the beginning which sets the tone going forward. H.J. understood those dynamics and after meeting with Cooper Carry’s CEO, Kevin Cantley, AIA, NCARB, he set about to engage the firm to join his team. “I knew that Cooper Carry not only had the experience, but the passion as well, to work side-by-side with us to create something special. The chemistry between us and Cooper

H.J. Brody would become a retail developer after managing the sale of the family business, Brody’s, to Proffitt’s department stores in 1998. Continued on next page

Carry was very good. Our business model did not call for design, build, sell, but rather our family had a strong desire to keep the property for many years. As such, it was extremely important that we design with that in mind. The team at Cooper Carry got it.â&#x20AC;? During the 18 months it took to acquire the property

and obtain approvals from the City of Wilmington, N.C., the design team led by Angelo Carusi, AIA, LEED AP, CDP, Principal in the Cooper Carry Retail Specialty Group presented numerous ideas to H.J. and his partners, the Zimmer brothers of Zimmer Development. â&#x20AC;&#x153;They had a wonderful vision for creating a truly unique place that captured the es-

Storefront awnings, signage, character lighting and street-fronting balconies add color, dimension and life along each street.

Sidewalks, considered important â&#x20AC;&#x153;people-spaces,â&#x20AC;? have large shade trees, comfortable widths for window-shopping, strolling or cafe dining. Continued on next page

Between May and July “Music on the Town” takes place on an expansive lawn.

sence of live, work and play, a concept that Cooper Carry had initially used to guide the development of Mizner Park. As Allen Dedels, an Associate and retail designer at Cooper Carry drew, the ‘main street or high street’ concept began to take shape,” says Carusi. Dedels and the other designers working with him understood the importance of integrating residential and office components into Mayfaire Town Center and in doing so, the impact that massing of people throughout the day and evening would have on foot traffic. Dedels says that his team sought, with the Mayfaire ownership’s encouragement, to incorporate a style of architecture that would reflect the warm, inviting hospitable nature of Wilmington which led to building massing that was pedestrianoriented. As well, they championed the concept of being part of a community with a sense of place and what that required. Having numerous meeting places for shoppers to rest and visit, wide sidewalks, and lush landscaping was essential. A large green space for various community events seemed naturally fitting too. Now, between May and July “Music on the Town” takes place on an expansive

lawn within the town center. This weekly summer concert series has people showing up early in the day to stake their spot to enjoy an evening of music and socializing with friends and family. Undoubtedly, shopping and dining becomes a part of that visit! The fostering of community spirit is also seen in the center’s community cart, which local nonprofit organizations are allowed to use at no charge. Throughout the year Mayfaire shopper’s will interact to support local non-profit organizations. Mayfaire believes strongly in being a good community partner and hosts several marathons and 5K races throughout the year with groups including JDRF, Cystic Fibrosis, the Azalea Festival and the Quintiles Marathon. The design of the center and its streets makes it the perfect location for road races with the Event Lawn being the start and finish location, often with tents, live music, vendors and runners strolling through the center afterwards. “Development in today’s world is not for the faint of heart,” says H.J. Brody. When he began Mayfaire Town Center in 1998 economic conditions in the US

In creating an attractive setting that would encourage people to live, work and shop, every design decision within the town center was focused on the comfort of the pedestrian. were moving at a healthy clip, but by the time the development really started going, the country was in the midst of a major recession which brought many challenges. The team sought to achieve a balanced mix of local, regional and national tenants. That strategy bode well and today over 85 percent of the tenants are national ‘credit tenants.’ Ten years later, nearly all of those tenants have expressed their support for Mayfaire by renewing their lease for another five to 10 years. Sue Rice, Director of Operations at Mayfaire, says that much of the center’s success is the result of the team The Mayfaire ownership assembled in the beginning. “The team didn’t just share ownership’s vision for Mayfaire, but they were allowed to push the envelope. Maybe even encouraged to do so. As the vision began to take shape, it was vitally important that the local market was informed about the mixed-use, live/work/play concept. Retail on the first floor with condos above was a revival of early 20th century “main street” retail and it had a natural attraction. Walking along Mayfaire’s Main Street, you will not only be able to visit the upscale retail stores but also look up to

see condo residents sitting outside on their balcony enjoying the coastal weather. Mayfaire’s visitors and Wilmington’s residents have wholeheartedly embraced the concept for a number of reasons,” says Rice. While the Brody family is no longer involved in department store operations, Mayfaire Town Center is a wonderful example of the resulting vision that an ex-retailer translated into an upscale mixed-use development. It has many of the same qualities that made Brody’s so successful for so many years and such a vibrant part of every community in which it operated. The best testament to Wilmington’s love for Mayfaire is that for eight years running, Mayfaire Town Center has been voted “The Best Place To Shop” in Wilmington, N.C. “People love Mayfaire and for that we are most thankful. My belief is that its success is traced back to the team we assembled to create such a marvelous place. I am proud that Cooper Carry was such a vital part of that team,” concludes H.J. Brody.

Bringing superior dining establishment to a college or university near you.


Lakeside Dining Commons, the former Landrum Center Dining Hall

Dining Commons The new Dining Commons and Lakeside Dining Commons project transformed food service on Georgia Southernâ&#x20AC;&#x2122;s campus. The project included reconstruction of Landrum, now known as the Dining Commons, and renovation of Lakeside Dining Commons. The new Dining Commons includes space for the post office, print shop and administrative offices. The existing Lakeside Dining Commons was renovated and enlarged. The two facilities compliment each other by providing alternative menu options at both sites. Multiple food stations have been arranged to maximize efficiency, promote use, and provide a vibrant atmosphere. Cooper Carry was the Design Architect, with Cogdell & Mendrala, Architectc of Record. Cooper Carry lead the design effort from conceptual design through design development, including production of the BIM base model.

Georgia Southern University Housing Foundation Statesboro, Georgia SCOPE: 77,000 SF (Dining Commons) 26,000 SF (Lakeside Dining Commons) 103,000 SF (Total) SERVICES: Architecture Interior Design Landscape Architecture

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Students enjoy not only a wonderfully diverse menu, but also a beautiful environment in which to mingle and connect with others.

Three Cooper Carry Principals Look at

The Future of


The Future of

Retail The retail industry is evolving at an incredibly fast pace. Fashion trends, stores and shopping preferences are being transformed by technology, connectivity, and streamlined production and distribution channels. We asked three of Cooper Carry’s foremost retail design visionaries to help us make sense of the factors that are shaping today’s retail landscape and to tell us where they see the retail industry headed in the next 30 years. Drawing from their vast expertise in the retail industry, these leaders provide three distinct visions for how stores, malls, and urban centers will attract customers in the years to come. We invite you to read their predictions for the, perhaps not-so-distant, future.

Who, What and Wear: A look at Clothing Retailers in the Not-So Distant Future By Gar Muse, AIA, Principal Gar Muse has extensive experience in the design of new department stores, urban retail properties, and regional shopping center renovations and expansions. In this piece he explores the future of retail clothing store design. Recently there has been a great deal of debate about the future of brick and mortar stores. I do not foresee them disappearing anytime soon; rather physical stores will be more focused on convenience, customization, and experiences enabled by rapidly changing technology. The process of trying on clothes will not look anything like it does today. Dressing rooms will be a thing of the past. I envision stores equipped with large-screen 3D monitors that can show shoppers exactly how a piece of clothing will look on their bodies without needing to it try on. Smart phones and similar devices will permit customers to share sizes, images and preference with the store’s computer. Through this technology, shoppers will be able to view a 3D image of how the garment might look, add accessories, switch colors and pick fabrics. Once satisfied, shoppers will be able to order the product and have it shipped with a near instantaneous turnaround. This seamless transfer of data will also allow retailers to collect more information about their customers and to better customize each experience. The size of sales floors will be dramatically reduced because stores will no longer need to carry multiple sizes

of the same garment. Inventories will only include one sample for each style or designer. Computer software will do the rest: sizing clothing to shoppers’ bodies and showing them what fits best. Aside from the sales floor, I imagine that store design will trend toward floor plans and furniture layouts that closely resemble today’s living rooms. Stores will be laid-out with the social shopping experience in mind: comfortable sitting areas that are designed to encouraged conversation will be positioned around large viewing screens. Wireless networks will let shoppers transmit elements of their shopping experience (sound bites, photos, and videos) to their friends. Food and beverage outlets will become closely integrated into the design of department stores and other larger retailers; quick-service brands like Starbucks will position many small locations within each mall. This will permit each brand to more efficiently service each customer. Shoppers might place an order for a coffee from their personal device and have it delivered almost immediately while they are shopping. Customer information and profiles will be stored by each retailer, further streamlining the ordering process. I believe that brick and mortar retailing will thrive well into the future. By embracing new technologies to create a more fun, efficient, and personalized experience, stores will continue to attract future generations of customers. Continued on next page

The Future of

Retail The Values of Future Urban Retail By David Kitchens, AIA, Principal With over 30 years of experience at Cooper Carry, David Kitchens has led mixed-use design efforts on a variety of award-winning projects. His leadership and experience in the DC metro area has made him known as a regional and national innovator in mixed-use urban design and architecture that creates walkable community environments and takes advantage of sustainable modes of connectivity and transit. In this piece he outlines the influences, expectations, and values of future retail development and design. What are the influences? Style Design and style will be just as important as affordability. Traditional ideas of design and style will continue to give way to the contemporary.

A Sense of Community Connections that are initiated through technology will end in face-to-face interactions within stra- tegically chosen environments that cater to and enhance these interactions.

Smart Practices As technology and environmental understanding enhances, smarter practices will lead to clear value savings.

Environments Unique spaces that respond to a myriad of situations will be available to support public, semi- private, semi-public, and private interactions.

Green Credibility Green credibility will continue to go beyond envionmental sustainability and will include local loyalty (in terms of food, business, etc.) and social relevance.

A real place Several characteristics come together to make places feel real and relevant including density; transit, building, and place connections; walkabil ity; and the celebration of an authentic urban context. Core Attributes of Future Retail Urban No matter the density or scale, retail will provide the spark of life and social interaction. Clustered together in mixed environments, retail will reflect a vibrant, memorable city life and a diverse experience. Social

Friends will meet friends through both technology and in person. Retail will be one way people will connect to nurture these relationships.

Wellness There will be an increasing emphasis on a holistic Authentic view of wellness incorporating fitness and physi- Authenticity, loyalty, and trust will be supported cal health along with emotional and spiritual well- and built around neighborhood and regional con- being. nections. The best food will go from local farm to What will be expected local tables; communities will celebrate local tal Amenities ent and products. Places to â&#x20AC;&#x153;hangoutâ&#x20AC;? and places that foster face- Tailorable to-face interaction will become increasingly im- Spaces and the built environment will be as portant as technology is used to initiate more and diverse as their people. The ideas of living life on more of this social interaction. your own terms, creating a unique life you want to live, and celebrating individuality will all prevail Events and it will show in the built environment. Events will be organized and celebrated that respect diversity in ideas, people, and culture.

The Future of

Retail A Forty Year Future Look at Florida Retail By Angelo Carusi, AIA, LEED AP, CDP, Principal

Angelo Carusi has been a key contributor to Cooper Carry’s Retail Specialty Practice Group, serving as Principal since 2000. He has directed the design of retail dominant mixed-use centers, shopping centers, department stores, urban retail centers, and restaurants. Carusi has particular experience in Florida retail highlighted by his award-winning mixed-use retail project, The Mercato. In this piece he explores the future of the retail experience in Florida shopping venues in the year 2043.

The population of Florida is expected to grow by 62 percent between 2010 and 2040 to a total of more than 27 million. This growth will include two groups exceeding the national average: Latinos and the elderly. These groups will have profound and different effects on retail in the suburbs. It is instructive to predict how each of the two coasts of Florida will develop as this population growth is absorbed. For the purposes of this study we will look at the West Coast as one that will continue to be a chosen destination for the elderly population and the East Coast as the location for younger families and Latinos of different nationalities. Technology will continue to intermix with the basic human need/desire to shop, with decisions governed by the limbic brain. For example, a multi-generational family may decide to meet in Plantation at an exciting mixed-use project. Mom and Dad and their two children, one young man and one young lady, will take a car from their high-rise in Boca, catch the Tri-rail to the Plantation exit and shuttle to the development. The young lady is going to meet some of her friends to shop for clothes. Of course they began the day by having a “conference call” that morning where they combed through a multitude of dresses on

their tablets. They sent their requests to a retailer at the mixed-use project ahead of time. The retailer, knowing their sizes, body shapes and predilections, has arranged a virtual “fashion show” to be broadcast on the storefront of the shop. Once the girls arrive they take their seats in a comfortable courtyard shared by other young people shopping for items, and they start the fashion show. The ladies use their personal devices as other young ladies and men comment on their likes and dislikes. The young ladies make their decisions from a bench in the sunshine. They complete their transaction from their comfortable chairs in sun-dappled light, walk into the store that is primarily a showroom for those few days the weather is inclement, and either pick up the dress for wearing that night or have it delivered to their homes. The sports enthusiasts of the group have gone to a sports bar to watch the Mexican national soccer team play the U.S. team in a World Cup qualifier. The sports bar has a video wall that can dial into a similar bar in Mexico City where their friends and relatives are located. Both parties watch the game, shout and taunt each other as the U.S. wins the game being played in Columbus, Ohio, 2-0…for the 56th consecutive time. Meanwhile, on the other coast, two middle-aged couples in their early to mid 1980s (life expectancy has now grown to 130 years), friends from the same block in Champaign, Ill., who had long ago moved to Southwest Florida, are meeting for the 60th wedding anniversary of one of the couples. One couple “hops” in their driverless car (they can do this now that they have both received bionic hip replacements) at their home in an adult community in Dinner Island, a suburb of Ave Maria, 48 miles inland from Ft. Myers. They decide to leave early in the Continued on next page

The Future of

Retail day to run errands so they punch in the coordinates of their destination, a redeveloped regional mall in Ft. Myers. They are celebrating their newfound freedom: no driver’s license required since the new vehicle technology requires no hand-eye coordination. Having 30 minutes of travel time gives them the opportunity to check out lifelong learning courses available at the retail center. They choose a class called “The Homely Hominy- A Hitchhikers Guide to Cooking Grits.” Just as they complete the reservation, the car automatically pulls into the reserved space and hooks in a fuel recharger. Walking into the mall, they are confronted with smell of bacon gravy. Unbeknownst to them, their arrival to the cooking class was anticipated and an automatic sensory system has begun to provide them with sights, sounds and smells that heighten the interactive experience they will get in the class. Not only will they learn how to cook a gourmand meal, they will be able to order supplies--from foodstuff to new solar powered cookware. The class is actually broadcast in French, but the couple has long ago had miniature computers embedded in their ears that allow them to translate any language. After the class it’s time to go to meet their friends. A little more than a block away, the other couple leaves their compact townhome, walking hand-in-hand for the short stroll to the plaza in front of the retail center. This space links the adult community to the redeveloped mall and is used by surrounding communities for yoga, a Farmers market and communal activities. The redeveloped mall includes an enclosed shopping area with high-rise residential built on one corner and a thirty-story greenhouse for supplying the grocer and farmers market on the other. The enclosed mall contains many daily uses and resembles a European Hypermarket including medical clinics, grocery stores, educational classes and entertainment features. They rarely need a car since everything from daily necessities to the beach, that now fronts US 41, are all a short walk away. Little did they know when

they settled in this area 30 years ago that their property would be so close to the Gulf. As they stroll through the plaza, their digital GPS alarm goes off and points them in the direction of their friends who are already in the mall. They enter the light-filled space. Once together they head to a new Zairian- Italian fusion restaurant with produce supplied from the greenhouse, sipping one of the last wines from Tuscany (as global warming has destroyed most of the world’s traditional wine growing regions.) On the bright side, New Jersey is now the leading wineproducing state in the U.S. and the foursome finish their meal with a fine Pinot Grigio, not from Trentino, but from Trenton. While life in 2040 will have unimaginable technological and environmental changes, the basic human desires to shop, to watch other people, to learn, to share ideas, to belong, to feel secure, to enjoy laughter, will remain as it does in 2013.

The Future of


They enter the light-filled space. As they stroll through the plaza, their digital GPS alarm goes off and points them in the direction of their friends who are already in the mall. The building on the left of the concept sketch is a 30-story greenhouse and the high-rise on the right is adjoining residential.

800 North Glebe Road

Emerging Workplace Trends will Change the Design of Buildings

By Steve Smith, AIA, Principal A great deal has been written recently about the economic climate prompting companies of all sizes to re-evaluate their real estate needs. Many companies are trying to reduce real estate footprints either by dramatically trimming their amount of square footage or by reconfiguring the workspace to fit more people in less space. While it is clear this trend will impact the design of office interiors, the impact on the design of the core and shell of speculative office buildings themselves has been overlooked. The shift in workplace practices has turned traditional speculative office building design “rules of thumb” upside down.

Alternative Workplace Strategies Thanks to the widespread adoption of alternative workplace strategies such as hoteling, benching and unassigned, flexible workspaces, companies are putting more people in less space, which in turn increases the number of people in one building. For years, traditional service-based tenants allocated around 240 square feet per employee. A 2012 CoreNet Global Survey found that 25 percent of the space fit-out in the Washington metro area provided less than 150 square feet per employee. The same survey predicts that by 2017, 40 percent of the Washington metro area tenant spaces being built will offer roughly

100 square feet of space per worker. The increased volume is putting a burden on the actual buildings and is an issue that will impact how building owners meet the demands of companies wanting to do more with less. The trend of alternative workplace strategies is especially evident in the Washington area because of the abundance of consulting firms and government contractors, which lend themselves to hoteling and flexible workplace models. One such example is Accenture’s move from 240,000 square feet in Reston Town Center to 95,000 square feet at 800 North Glebe Road. The number of employees hasn’t changed but the

LAGA Corporate Headquarters

way Accenture uses their real estate has. Accenture realized that its employees were spending time at their clients’ sites, typically leaving their own offices empty. The hoteling concept now works for them. If employees need a desk or conference room, they simply reserve the space. While this building doesn’t experience an overload on its systems because the increased density never really materializes, there are other examples in the Washington area where these densities are realized several times a month. One example of a building where high density can cause problems is a spec high-rise building with large assembly spaces for conferencing and a corporate cafeteria on elevated floors. When these spaces are in full use and the major tenant has most of its employees in the office for the day, the elevators are extremely taxed. During peak travel times there can be elevator waits of up to 15 minutes.

Designing for Density – Know Your Target Tenant It’s clear the advantages of this kind of density can go only so far without the infrastructure to support it. Spec office buildings will need to be designed differently to accommodate this shift. This trend is greatly amplified in high-rise design that is becoming more prevalent in the Washington area. Parking garages, elevators, bathrooms, stairwells, mechanical electrical systems and every other component of a building will need to be reevaluated. It is critical that we rethink the way spec office buildings are designed. Incorporating high-rise destinationbased elevators that can accommodate increased occupant loads into project planning is one alteration that can radically alter a building’s efficiency. In many cases, it can typically reduce wait times and travel times by grouping occupants by specific destination as opposed to putting people in an elevator that will need to make stops at every floor.

I anticipate that even building codes will one day be adjusted to ensure a new factor of safety for occupants in office buildings with high density. Spec office developers will also need to fully understand who they are targeting as potential tenants before proceeding with the building design. Most companies are increasingly looking at ways to improve productivity and promote collaboration and innovation. Generally, a law firm, a technology business and a service industry company might all aim to shrink their footprint per employee, but each will have different cultures and use their space differently. Providing flexible space to meet a wide variety of tenants’ needs will be critical for base building owners. If these emerging factors are not taken into consideration, the next high-rise spec office building may become obsolete before its construction is complete. Editor’s note: Steve Smith is one of our D.C. Principals with a specialty in office buildings.

North Atlanta High School, Atlanta, Georgia The New North Atlanta High School is a replacement school designed to accommodate an enrollment of 2,350 students on what was the IBM Corporate Campus. The site also includes a 940-space parking deck and additional surface parking. The existing Lakeside Building is well suited and has ample space to provide primary classroom, administration and food service functions. However, the school program also contains large assembly spaces such as a 600-seat auditorium, 150 seat black box theater, and a 2,100 seat competition gymnasium as well as a practice gymnasium. In addition, the school also required large music rooms with high ceilings for enhanced acoustics so a new 105,000 square-foot Assembly Building was built to effectively accommodate the unique spatial and acoustical needs.

North Atlanta High School, Atlanta, Georgia


Partnering The Cuyahoga County Hilton Convention Hotel will be located in downtown Cleveland adjacent to the newly opened Cleveland Convention Center and the Global Center for Health Innovation. It will be situated on a site which is included in Daniel Burnham’s Group Plan of the Public Buildings of the City of Cleveland. Grounded in the ideals of Beaux Arts Architecture, the Group Plan was inspired by the 1893 World’s Columbian Exposition in Chicago. The plan was envisioned from the City Beautiful Movement and called for Beaux Arts style buildings, primarily government and civic buildings, with Neoclassical details to be arranged around a central Mall. Today, the Cleveland Convention Center is built under that central mall and its green roof is a public space alluding to the original design intent of the mall.

Cooper Carry was awarded the design of the Cuyahoga County Hilton Convention Hotel as a result of a national search for hospitality-oriented architectural design firms. The list of invited respondents consisted of 17 of the nation’s most recognized hospitality firms. The respondents were shortlisted to six and were invited to interview in Cleveland. Two firms were invited back for a final interview to present their respective qualifications, their approach to the project and to address specific questions asked of each firm preceding the final interview. Cooper Carry was selected and will serve as the Criteria Architect, which will provide the design, establish the overall architectural character of the building, and direct the consultant team through the design development phase. We will also review the construction documents and periodically observe construction in order to report on the consistency of the design. Pope Bullock, AIA, and I directed the interview process, presented the design concepts and will lead the design team through all phases of the project. The Hilton hotel will provide 600 guestrooms which will be connected directly to the Convention Center by way of a below grade connection. In addition to the guestrooms, the hotel will provide approximately 50,000 net square feet of conference, banquet and meeting space,

for Success a destination restaurant / bar, exercise and health amenities, and parking By Bob Neal, AIA, Principal for approximately 325 cars. The project will seek to achieve a LEED Silver certification. During a public outreach “Listening Session,” the community offered several guiding principles which they asked the design team to consider. Included in these principles was the desire for an iconic building that offered characteristics in its design that were unique to Cleveland. Cleveland finds much of its unique history in the manufacturing industry, specifically in the production of iron and steel, and in transportation of goods by way of Lake Erie and the nations early rail system. The original name of the city was Cleaveland, but in 1831 the “a” was dropped in order to fit the name on the city’s newspapers masthead. Today Cleveland is a major business, medical, education and arts center, and the downtown cityscape is dotted with tall iconic buildings and bridges that span, back and forth, the Cuyahoga River. The largest tourist attraction in Cleveland today is the Rock and Roll Hall of Fame Museum. Designed by I.M. Pei, the museum was completed in the fall of 1995. The project management is being directed by Project Management Consultants (PMC). PMC is a multidisciplinary, Cleveland-based company consisting of construction professionals, including construction attorneys and licensed professionals who formerly served in the roles of architect, professional engineer, construction manager, and financial strategist. They are a wholly owned subsidiary of Thompson Hine, LLP. The designbuild team is lead by Turner Construction Company who will direct the project budgeting, documentation and construction phases. VOA architects of Chicago will serve as the architect of record. The interior design will be provided by Anderson Miller out of Detroit. Public-Private Partnerships (PPPs) are a way for public entities to participate in funding development projects where it may not be financially feasible for a private investor to do so alone. In return, the public sector receives a

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project which generates economic development through the resources of a company with the knowledge, experience and efficiencies in the private sector to lead the effort. It is not uncommon for the partnership to combine a government entity with one or more private entities. Public participation in a PPP can be achieved several ways including providing land or utilities contributions, creating general obligation bonds, or providing tax benefits. Because there are public funds involved, there is often a requirement for the development teams to include small, local or minority-owned businesses that will participate on the design and construction teams. In addition to providing the primary business generator, these projects ultimately establish a larger tax base, create new employment opportunities and provide the engine for community growth.

ture. The Washington, D.C. Marriott Marquis is a true PPP where both public and private investment sources are involved in the financial model. In much the same way as Cleveland, the Washington Convention Center lacked a headquarter hotel to provide for room nights, in its immediate vicinity, for large groups of conventioneers. The Marquis will provide 1,175 guestrooms and 100,000 net square feet of meeting space which will give the Convention Center the support that it requires to take full advantage of its facility. Along with the Washington City Center project, which is opening in the spring of 2014, the

The hotel in Cleveland will be primarily funded by Cuyahoga County with some financial participation from the City of Cleveland and from Hilton Hotels. With the opening of the Cleveland Convention Center adjacent to the hotel site, the city needs the additional hotel rooms in order to compete with other convention centers for events. It is typical for convention centers to have a headquarters hotel where they can guarantee available room nights for convention events and thereby can support large groups of conventioneers. Without this type of hotel, the Convention Center will not be able to compete with similar facilities in other markets and thereby risk losing the economic benefits that come with bringing large groups of people, and their spending power, to Cleveland for multiple days. This alliance is not technically a pure Public Private Partnership as the private participation from Hilton represents a small percentage of the development budget. However, even as Cuyahoga County will own the hotel, Hilton Worldwide will operate the facility as a private entity and will receive certain fees and other benefits to do so. The hotel will generate substantial revenues, a significant portion of which will be used for debt service payment. In addition to their operational experience and knowledge, Hilton brings a historically strong and recognizable hotel brand to Cleveland, their worldwide reservation system, and an established frequent-stayer program. Every PPP has its own unique financial model and struc-

The Washington, D.C. Marriott Marquis is scheduled to open in May 2014. development of the Marquis project will create a convention destination that will allow Washington to be able to compete with any convention facility in the country. PPPs undergo a high level of transparency and must stand up to more scrutiny because of the participation of public entities. Approval of design firms, design strategies and budgets are public information, and often special meetings are required to approve the many phases of the project. The role of Cooper Carry is not only that of design Continued on next page

professionals, but it is also to create consensus among the stakeholders involved. We make public presentations, speak to community groups, report to special advisory commissions and lead workshops intended to make the process as open as possible. Completed in 2009, Cooper Carry designed the Lancaster Marriott & Lancaster County Convention Center in Lancaster, Pennsylvania as a PPP. As the vision was being conceived by individuals in the community, the Lancaster County Convention Center Authority (LCCCA) was created to oversee the county’s interest in the project. The board met monthly and closely followed the design and budgets, approved all payments to the design and construction teams, and oversaw any changes to scope or fees. This project had added complexities in that it included two public participants (LCCCA and the Lancaster Redevelopment Authority) and a private partnership (Penn Square Partners, which originally consisted of the High Companies, the Fulton Bank and Lancaster Newspapers). Today, the Convention Center and Hotel is operated by Interstate Hotels and Resorts, while the LCCCA directs the Convention Center. The authority has a small, full-time staff and a board of directors to which they report. Cooper Carry’s Hospitality Specialty Practice Group has a long history of working with PPPs dating back to work in the late 1980s with the Stormont Hospitality Group and later with Stormont Trice Hospitality Corporation. Projects such as the Norfolk Waterside Marriott and The Hyatt Regency Wichita were projects built in downtown areas where private ownership supported the hotel and public ownership supported the conference centers. Both of these projects were built and operated as single projects and required detailed condominium documents, describing lines of ownership and operational boundaries. Building these as single projects allowed the construction costs to be reduced and it brought certain additional planning efficiencies, including the sharing of back of house programmed spaces, administrative offices, vertical transportation and egress stairs. However, because of these shared spaces, it is not possible for the various components of the facilities to ever operate without the other.

The following is a partial list of hospitality projects at Cooper Carry designed in some form of a PPP. • • • • • • • • • • •

The Norfolk Waterside Hotel and Convention Center The Portsmouth Renaissance and Conference Center The Hyatt Regency Wichita Brasstown Valley Resort The Baltimore Inner Harbor East Marriott The Cool Springs Marriott and Conference Center The Sugarland Marriott and Conference Center The Hilton Virginia Beach Oceanfront Hotel The Suffolk Hilton Garden Inn and Conference Center Raleigh Marriott City Center The Washington D.C. Marriott Marquis (Under Construction)* • The Downtown Norfolk Convention Hotel (In Design Development) • The Cuyahoga County Hilton Convention Hotel (In Design Development)

These projects align with Cooper Carry’s mission to integrate specialized knowledge to create Connective Architecture: connecting ideas and people to the places where they work, relax, live and learn. Cooper Carry’s Hospitality Specialty Practice Group specializes globally in the design of hotels, resorts, executive education facilities, and conference and convention centers, each carefully designed to connect people to place. We are experts in hospitality design and planning, and our in-depth knowledge of hotel operational efficiencies, gained through experience, provides measurable value to our clients. We understand that hospitality is a business and that design creates value. Our architects are thought leaders and specialists whose sole focus is the design of hospitality projects. We collaborate with our clients and other stakeholders on a variety of hospitality projects where our core foundation is to champion innovation, fresh thought and creative solutions. Together, we study the possibilities inherent in the relationships between buildings and their surroundings in order to best capture the potential of space, the energy of the street and a unique sense of place.

*The Washington, DC Marriott Marquis is being designed and documented in collaboration with TVS Architects.

Embassy Suites Springfield Fairfax, VA

This project consists of a new, ground-up Embassy Suites Hotel by Hilton. It is located in Springfield, Virginia at the crossroads of the newly completed Fairfax County Parkway and Interstate 95, putting it in the prime location to support the surrounding BRAC developments and other governmentbased visitors. The project totals 189,650 square feet of hotel space, including, a full restaurant with expo-kitchen concept and bar, and an indoor pool and fitness center. Above this, are located 219 keys across six guestroom levels that include a mixture of the typical Embassy two-room suites along with Hiltonâ&#x20AC;&#x2122;s new Studio King concept. Approximately 5,700 square feet of meeting space is spread amongst formal meeting salons, a board room and flexible meeting spaces.

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Embassy Suites Springfield, Fairfax, Virginia

Bikes are Back As an experienced master planner and urban designer, Principal David Kitchens, AIA, has long been interested in the design of transportation infrastructure in urban environments. His mixed-use resume runs long and includes some locally well-known areas such as Bethesda Row in Maryland as well as nationally acclaimed projects such as Mizner Park in Florida. It’s easy to see what he preaches in terms of TOD development: the importance of connectability and well-developed pedestrian and bike areas in walkable, mixed-use developments. Kitchens regularly tracks his mileage on his Twitter account which is full of 1825 mph rides. In terms of connectability and sustainability, this designer practices what he preaches. As an active Washington Area Bicyclist Association (WABA) member, Kitchens recommends their website as a resource on cycling in Washington, D.C. His theory of why the popularity of biking has exploded in the Washington metro area is the heightened realization and incorporation of biking trails and lanes that have promoted safe biking for the general public. Another of his theories is that the baby boom generation has gone through all the various forms of recreational exercise and many are finding now that biking is an excellent form of recreation and exercise as they move into their 60s. According to a study done in 2011 by Ralph Buehler et al. at Virginia Tech called “Trends and Determinants of Cylcing in the Washington, DC Region,” Kitchens isn’t too far off with at least his first theory. The study finds that cycling levels have been increasing in the Washington region at least partially due to the expansion of the bike networks, bikeway supply, bike parking, and cyclist showers. The study also finds that, 41 percent of bicycle trips in D.C. are commute or work related compared to 17 percent nationally. Buehler’s research states, “Bicycle planning in the region has its roots in the 1970s, experienced a hiatus in the 1980s, but has witnessed a ‘renaissance’ since the (late) 1990s.” Buehler goes on to write, “Since the late 1990s, jurisdictions have greatly expanded their on-street bicycle lanes and implemented other innovative programs.”

Now, this sounds a bit like a question of the chicken and egg. Did expanded bikeways lead to more cyclists? Or did an increase in biking lead to a need for more bikeways? Either way, D.C. is riding—and it turns out they are not the only ones. According to the League of American Bicyclists, bike use went up 39 percent from 2001-2010 and commuter bike use rose 63 percent in the seventy largest U.S. cities. With offices in Atlanta, D.C. and New York, Cooper Carry employees have some insights on the trend of biking in major cities. Nicole Seekely, LEED AP, a member of our Education SPG, reported seeing the number of cyclists in New York increase as the city started promoting more bike lanes. She has since moved to Atlanta and points out Mayor Reed’s goal to make Atlanta one of the top 10 biking cities in the country. With an increase in bike lanes, Seekely believes Atlanta is well on its way. Both Seekely and another staff member, Abbey Oklak, see the up-tic in biking as a trend with possible generational influence. Oklak, who works in our urban design and planning group, remembers when riding a bike was a “rite of passage” during her suburban childhood. Learning to ride a bike for many suburban children meant being able to ride to a friend’s house or to the ice cream shop down the street. Cycling was a form of independence; biking is a tool many are dusting off and deciding to use again. Major cities have taken note of the increase in biking and many are implementing programs to support cycling commuters. A number of urban areas across the U.S. have begun bike share programs. D.C.’s program is called Capital BikeShare and New York has Citibike. One of our designers in New York City, Christ Ernst, AIA, LEED AP, thinks that New York has made great strides in the last few years to promote biking by also creating protected bike lanes. Similarly, D.C. has instituted protected bike lanes in the city. Oscar Perez, AIA, LEED AP, a Design Director in our D.C. office, points out that many programs that create bike share systems and protected bike lanes started years

David Kitchens (center) has long been interested in the design of transportation infrastructure in urban environments. It’s easy to see what he preaches in terms of TOD development: the importance of connectability and well-developed pedestrian and bike areas in walkable, mixed-use developments.

ago in Europe and are now slowly being adopted here in the U.S. “Without the bike lanes, it is difficult to encourage increased ridership of bikes as a regular form of commuting,” says Perez. Supporting these commuters often involves specific planning for transit-oriented development (TOD) infrastructure. Many people plan their bike routes based on safety. Protected bike lanes, secure bikelocking stations, and widened sidewalks can all influence whether a person decides to cycle. Safety is of course not just a cyclist’s concern. Kitchen explains, “While we think about biker safety from automobiles, we have to think of pedestrian safety from bikers.” If there is no clear bike lane, and a street is too busy, bikers will often ride on sidewalks causing safety issues for pedestrians. Well thought-out planning can encourage more sustainable forms of transportation and also improve safety for everyone. Oklak also agrees with this idea stating, “We need options. Just like townhouses, high-rises, mid-rises and single family homes provide a variety of living options, the same needs to be done for transportation methods.” She insists that planning and safety precautions need to incorporate all forms of transportation including biking, walking and public transit. As the urban infrastructure and culture surrounding transportation changes, architects must consider how to build buildings that also reflect that change. Ernst says, “We should consider how existing and evolving

bike circulation networks integrate into our site planning strategies and provide adequate facilities for bike parking.” In a similar tone, Perez believes we should be designing buildings for increased bike storage. Perez explains that a recent project he worked on was for tenants with a large number of biker employees. On average, these biking commuters would spend well over $1,500 on a bike. “Their biggest issue was that the owner only wanted to provide outdoor bike racks, with no protection or regard to the safety of the bikes. We design elaborate enclosed garages for our buildings, we should treat bikes with the same thought that goes into the design of the garage, and not just as an afterthought,” insists Perez. Building amenities can support the increase in commuting cyclists with showers, abundant locker and storage space along with proper bike storage security. Urban areas are hotbeds for trends, and biking is just one of them. Many people choose to live in an urban area for the diversity it offers, whether it’s diversity in living arrangements, people, ideas, or transportation. As a young professional in the D.C. area, Oklak says it best: “The best part of urban living is the options it provides for people.” Specifically about transportation, Oklak adds, “The complex system of options allows for each person to use the method they feel most comfortable within the time frame they need to get to their destination. A car may still be the best option some time, but it doesn’t always have to be.”

Employees at Cooper Carry have many positive reasons for biking. I sold my car back in college when I left to study in Paris – that was seven years ago. After grad school, I biked across the country and I figured if I can do that, biking around Atlanta isn’t so bad and it saves me the cost of buying a car! -Nicole Seekely, LEED AP

With the introduction of CitiBike in New York, a commuter bike program with bike stations placed throughout Manhattan and parts of Brooklyn, you can take a bike (rates range from daily to yearly) from present location to your destination, quickly and efficiently. I’ve always rode my bike recreationally but now it’s a means of getting to and from work, meetings, etc. -Florence Giordano

I had always biked for recreation, but New York City’s CitiBike bike share program, which debuted in June, made commuting by bike on a daily basis practical. -Chris Ernst, AIA, LEED AP

I like the speed, and rush of wind that you get when you bike. I do it for enjoyment mostly and exercise as an added benefit. At times in my life I have biked to work as a way of commuting. Now I see it as a convenient (and generally faster) way to get around in the city for short trips without using a car. -Oscar Perez, AIA, LEED AP

Saves money and provides a healthier lifestyle for me. It is also healthier for the environment, less fossil fuel consumption and less pollution. -Brent Amos, LEED AP

Before joining CC, I rode a bike 13-mi round-trip three or four days a week to work and back. Did it for about four years through downtown Orlando and its outlying neighborhoods. I am also an avid trail rider for recreation - (both paved and unpaved). -Gary Warner, ASLA, AICP I don’t think I could handle the crazy frustrated people in DC traffic. Plus, everybody digs a biker! (*wink*)

-John Devlin

Cooper Carry recently recieved

T he NA I OP M aryland/DC

2 0 1 3 Aw ar d o f E xc el l en c e for the category of

Best Institutional Facility GSA Scott Project Armed Forces Retirement Home Washington, DC The project scope included demolition of the existing Scott Building (reuse of materials for new building) and the construction of a new 160,000-square-foot building. The new building includes 36 rooms for Long Term Care (LTC) and 24 rooms for Memory Support (MS). It also includes a commercial kitchen, dining room, health and wellness center, multipurpose room and other residential services and administrative functions. The project was designed to achieve a USGBC LEED Gold certification and is part of GSAâ&#x20AC;&#x2122;s program for Excellence in Public Buildings.

?. Why

Caleb Lesselles


Become an Architect

Caleb Lesselles, LEED AP BD+C, is an intern architect at Cooper Carry. Originally from Nevada, Caleb came to Cooper Carry two years ago. His project interests are in education and mixed-use with an emphasis on sustainability embedded into the architectural process. In his free time, Caleb likes origami, mountain biking, and reading sci-fi. When did you know you wanted to go into architecture?

Caleb: I probably knew around the end of high school. I really got into architecture through environmentalism. As kids we would always be going camping or hiking or other outdoor activities. And then in high school I was really into art too. I did a lot of drawing and painting and ceramics—all of the art stuff—and architecture just made sense. Where I grew up in Nevada, I could see urban sprawl happening and I heard some complaints and saw some of the negative impact it was having on the city and the people. I thought to myself, “we can do it differently; we can do it better.” I was a pretty imaginative kid growing up and still keep that today—something vital for the design profession. There is so much value in re-imagining. I wanted to be part of that process. Why architecture? Caleb: In the beginning, I had a real drive to want to somehow benefit the environment. I got my bachelors in environmental studies exactly for that reason. But when you start to get into it, you realize all the connections: if you do something good for the natural environment,

it’s going to do something good for the social environment as well. Where I am from, there was a bad part of town that no one would go to. The city started some social programming and then hired urban designers to master plan the area. In five years everything really picked up. Fifteen years later, it’s turned around to be a huge thriving area with plazas and kayaking and lots of cool spaces. Seeing that mixed with my environmentalism ideals. You see, there is environmentalism and then there is designing a place that people actually have an emotional response to. A big key to fixing environmental problems is about how we take up space and how we design space can begin to alleviate some social problems as well. It’s really all connected.

I understand you’ve been an intern now at Cooper Carry for two years. What has it been like to work at Cooper Carry?

Caleb: Cooper Carry leadership is very into getting you up to speed on how a project operates. They are always receptive and very much into getting you in, working hands-on. They do that right off the bat and it’s the best way to learn. It’s been awesome to see the working group dynamics and it’s always exciting to see everyone work together to push something forward. I’ve learned a lot about how to get ideas out there and communicate with other fields and industry professionals. All-in-all, it’s a really supportive team environment.

?. Why

Allen Dedels


Become an Architect

Allen Dedels, AIA, is a Project Manager at Cooper Carry. Born in Birmingham, Alabama, but having grown up in Atlanta, Allen came to Cooper Carry 20 years ago. His project specialties are retail and mixed-use developments. In his free time, Allen likes watching Auburn football, fishing, playing golf, riding his bike, and going to his daughterâ&#x20AC;&#x2122;s soccer games and his sonâ&#x20AC;&#x2122;s baseball games. When did you know you wanted to go into architecture? Allen: l always knew at a young age that I wanted a job where I could draw. I was in high school when I was trying to decide on being a graphic artist or an architect. The idea that I could draw and design a building and have it last a long time really appealed to me. Why architecture?

Allen: Being able to draw and design something on paper has always inspired me. When my kids were little I would come home from the office and they would ask me what I did today at work. I would tell them I got to draw and color with colored pencils and markers. What a great job. For me, as an architect, there is nothing more exciting than when I get to visit the project and see the finished building and know that I designed it or that I worked on it.

I understand youâ&#x20AC;&#x2122;ve been an architect now at Cooper Carry for 20 years. What has it been like to work at Cooper Carry?

Allen: It has been a great journey working on so many projects, big and small, especially the retail projects. I remember when I first started, we were in our office on Piedmont Road and everyone in the office could fit in the boardroom for staff meetings. I like how Cooper Carry is set up with the different studios and practice groups, giving you the opportunity to draw, design and work on the building of your choice. I have been fortunate to have known and worked with so many talented people and I am looking forward to many more years here at Cooper Carry.




Known for its mixed-use and retail designs, architecture firm Cooper Carry has seen new multifamily, retail and education clients lead the way post recession.

Design Innovators

Gar Muse

Interview by Randall Sheari

Cooper Carry became known as an innovator in mixed-use architecture in the 1990s. The company’s design for Mizner Park in Florida — one of the first truly successful mixed-use centers — put it on the map as a go-to architect for mixed-use. Gar Muse, principal of Today, the Atlanta-based firm Cooper Carry’s retail speis seeing its clients starting cialty practice group new projects, a move that’s caused the firm to increase its headcount and its creativity. Shopping Center Business recently interviewed Gar Muse, principal of Cooper Carry’s retail specialty practice group, to see what’s driving innovation at one firm. SCB: What is keeping you busy at the current time? What is on the boards at Cooper Carry? Muse: I am working on the following right now: A 70-acre mixed-use project in Daytona Beach called ONE Daytona with retail, residential and two hotels; a master plan for an IKEA store and a 100,000-square-foot design center in Bahrain; the renovation of an existing mall in Jeddah, Saudi Arabia, that is on a marina; the expansion of a Belk department store that will require a 484-car parking deck; and a 100-key limited-service hotel with about 10,000 square feet of small-shop retail under the hotel; and two office-over-retail buildings that are under construction in the Pittsburgh market in Canonsburg, Pa., that total 120,000 square feet. SCB: In the 1970s and ‘80s, Cooper Carry gained fame as one of the top mall architecture firms; in the ‘90s and

2000s that shifted, and you became known for mixed -use and lifestyle centers. In your words,how has the firm helped to shape retail real estate? Muse: Mizner Park, designed by Cooper Carry, was the most significant project of its time when it opened in 1991. It was a public-private development that included residential and office space over street-level retail. The project was about making a place and building a community with people on the streets. Its success triggered the attention of other developers and the start of alternate uses over street retail at a time when banks were skeptical to finance such projects. I joined the firm in 1990 to build the retail practice, which took the firm into designing department stores for Federated Department Stores, now called Macy’s, and mall designs, mostly renovations. One of the additions I made to the mall designs was the involvement of interior designers that were embedded in the retail group developing the design with the architects. Thus the mall interiors became more hospitality like. With the department stores, we gradually got Federated to incorporate more and more glass with views into their stores. SCB: You mentioned Mizner Park. That was one project that really put Cooper Carry on the map with mixed-use development. Cooper Carry designed that project for Crocker Partners. Can you talk about how that project inspired the firm to do more in the area of mixed-use? Muse: Because of Mizner Park’s success, the principals were determined to structure the firm to provide design expertise in live, learn, work and play projects, which are key to making places that are active and vibrant. It was in

Muse considers the Lazarus Department store in downtown Pittsburgh to be one of the company’s most influential retail projects.

1993 that we decided to focus on mixed-use projects by developing our residential and educational practices. SCB: Aside from the retail studio, do you bring in others from different disciplines of the firm to work on mixeduse? How does your mixed-use practice function? Muse: Yes. When retail is the dominant use, we bring in architects to design the office or residential uses from our other specialty practice groups so we can tap their specific expertise. We like to start the planning process with our ‘center;’ in other words, our planners and landscape architects. SCB: What do you consider the most influential retail projects that Cooper Carry has designed over the years? Muse: Besides Mizner Park, one of my choices is the Lazarus Department store in downtown Pittsburgh because of the use of glass and views into the store. As well, the renovation and expansion we designed for the Galleria in Houston. SCB: You have had a strong project — Emory Point — open recently in your backyard in Atlanta. What are some of the features of this project?

Muse: Emory Point is in a semi-urban area with mostly low- to mid-rise developments. It does a great job of creating community by providing retail for the neighborhood. It has good access, convenient parking and walkable streets that are packed with retail and restaurants. It is an excellent representative for community housing and amenity retail. SCB: Cooper Carry has been hiring over the past year. What is causing this growth? Muse: We actually started hiring the last month of 2010. We are fortunate to have a diversity of specialty practice groups. During the recession, our education practice — K-12, higher education, and science and technology groups — along with our government practice, kept us busy. In 2011, we started to get some retail and corporate work. In 2012 and 2013, our hospitality group started expanding. SCB: In retail/mixed-use, are you seeing more development or redevelopment projects?

Continued on next page

ONE Daytona is a 70-acre mixed-use project in Daytona Beach, Florida, with retail, residential and two hotels.

Mizner Park, designed by Cooper Carry, was the most significant project of its time when it opened in 1991.

Muse: Right now, we have more new projects than redevelopment, which is contrary to what we were expecting. All the mixed-use work is primarily new because of the need for apartments. We are expecting this to tail off next year. SCB: What is the inspiration for the new development? Muse: Rental apartments, mostly, and an increase in hotel room demand. The Middle East is also getting active again. SCB: You are seeing and hearing about projects before everyone else, directly from developers. Do you think that development has gotten smarter since the Great Recession? How? Muse: Absolutely. Developers now have to invest more of their own money and the financing is tighter. The recession is too fresh on the minds of the financiers. SCB: What excites you about retail development and design going forward? Muse: Here in the United States, the retail developments are more urban infill projects, along with additions to existing properties to preserve assets. These projects have more constraints and challenges that influence the design for more creative solutions.

Emory Point, located in Atlanta, provides neighborhood retail that has convenient parking and walkable streets for its customers. This article originally appeared in Shopping Center Business,October 2013. (C)


Designing for the Future of Education By Karen Trimbach, IIDA, IDEC Karen Trimbach, IIDA, IDEC, is both an interior design professor and a practitioner. Having designed the interiors of dozens of learning spaces as well as having experienced them first-hand as a teacher, she has witnessed the rapid transformation of higher-education libraries. In this article, she discusses the factors that are shaping academia and their impact on library design. Library noun \li-.brer-e, bre-re \ • a place where books, magazines, and other materials (such as videos and musical recordings) are available for people to use or borrow • a room in a person’s house where books are kept • a collection of similar things (such as books or recordings) I love my Kindle and I am not part of Generation Y. More and more, we consume our reading material digitally. This includes text books for college students. Students rent digital copies of a textbook for a semester at a much lower cost that purchasing the tome. The internet is the place for research and Wikipedia has become a more acceptable source as well. One might assume that with the rapid digitization of information and the availably of resources on the internet, university and college libraries will begin to lose their relevance. The definition of the word “library” is changing but their role in academic institutions is expanding. University libraries continue to fill the purpose that they always have but are starting to look significantly different from what we think of as a library today. With the increasing reliance on technology and what at times can be resulting social isolation, college and university libraries are playing an increasingly significant role as centers for innovation, socialization and collaboration. And yes, students still go to the library to study, but they are just as apt to go to the library to work on group projects.

Generational Changes The preferences and habits of Generation Y and their successive generations will continue to have an increasing impact on the transformation of today’s libraries. As Gen Y passes through the university system, they are leading a dramatic shift in the way we design all learning spaces including libraries. Generation Y tends to prefer diverse options and casual interactions over formal meetings. Their preference for flexibility has led to libraries and learning environments that allow for a multitude of ways that learning and education can take place. New university library environments offer a variety of space types to meet multiple needs. Group work spaces with group work tools and social spaces are often included in new libraries. Many will have, or do have coffee shops adjacent to or in the actual library space. Gen Y has also brought conversation to the library. As libraries become places for team projects, discussion, and the exchange of ideas, the idea of the library as a quiet place for reading and reflection is dissolving. Today’s libraries include both places intended for conversation as well as those meant for solitary study. Technology Technology has and will continue to have a tremendous impact on education and learning. Its impact on shaping libraries cannot be overstated. In order to adapt to this shift, libraries are becoming technology hubs. For the past 15 years, stacks have been increasingly replaced by computer tables, tablet hook-ups, and flexible seating arrangements.

Today, most universities require students to have laptops, so libraries provide high speed wireless connections. The digitization of information means that references and resources no longer need to be tied to physical spaces or geography, and can be available anywhere with an internet connection. Todayâ&#x20AC;&#x2122;s educational institutions realize this and are adapting accordingly. Libraries have attracted students and academics by becoming the preferred place to access these digital resources. Libraries are no longer the facility where books are warehoused. More space is being allocated to social spaces, group spaces, quiet study spaces and lounge areas. Less space is given over to books which are housed, in some cases, at storage locations with automatic book retrieval systems. Libraries Respond to New Learning Models The growing popularity of online courses and the hugely successful launch of massive Online Open Courses (MOOCs), have revolutionized traditional methods of teaching and learning. While lectures are quickly becoming something that can be watched online, classrooms are shifting to become places where collaboration, conversation, and hands-on-learning takes place. Libraries are becoming places well-suited for both models of learning. Lectures can be viewed on tablets from armchairs and couches, while study groups and team meetings can take place in acoustically isolated rooms, corners and spaces.

Libraries as Catalysts for Spontaneous Interaction Studies have shown that random encounters can help boost innovation in work environments because they force people to look for solutions in places that might not have otherwise occurred to them. Increasingly, science and technology companies are designing spaces with this in mind. Libraries can play a similar role on college campuses where students and educators with different areas of expertise and specialties may not otherwise cross paths. Open spaces and corridors can be designed with encounter spaces that encourage spontaneous meetings and conversation. 21st Century University Libraries Libraries wonâ&#x20AC;&#x2122;t disappear anytime soon, though their design will continue to change dramatically. Todayâ&#x20AC;&#x2122;s forwardthinking learning institutions will understand the important role that libraries play in the advancement of learning, the extension of the classroom and the exchange of ideas. Twenty-first century libraries will serve as campus information commons and will be the geographic hub that brings students, educators, and ideas together. It may take longer for community libraries to adapt aspects of the 21st century university library.

NC State University - Talley Student Center Raleigh, North Carolina

This project, once complete, will provide approximately 290,000 square feet of improved and expanded student organization, dining, meeting, and retail spaces, including the NCSU Bookstores. Occupants will include: Campus Activities, Center for Student Leadership, Ethics & Public Service, Multicultural Student Affairs, Arts NC state, Stewart theatre, Student Organization Resource Center, Student Government, Student Affairs administration, dining facilities on three floors, a 12,000 square feet ballroom, and 13 additional meeting rooms. Images shown here are of the completed portion of Phase I. The final design is on-track for LEED Silver Certification.

Southern Polytechnic State University Marietta, Georgia

Cooper Carry designed the 123,000 square foot Engineering Technology Center (ETC), the 14,600 square foot “Design II” Architectural Studio addition, and the Parking Deck for Southern Polytechnic State University in multiple phases, with multiple project delivery methods, and multiple contractors. The ETC building contains approximately 60 percent laboratory and 40 percent classroom and office space. The building houses the Computer Engineering Technology, Electrical Engineering Technology, Industrial Engineering Technology, Mechanical Engineering Technology, Mechatronics Engineering, Systems Engineering, and Telecommunications Engineering Technology programs. The ETC building has a two-story enclosed glass lobby spanning the entire façade of the entrance. Race cars, robotics and mechatronics designed by the Engineering Club, in addition to flat panel monitors exhibiting the school channel, are displayed in this student-gathering area. This space, affectionately known as the Gallery, is designed to honor the students and display their work. LEED-NC Silver Certified


Cooper Carryâ&#x20AC;&#x2122;s Transit + TOD portfolio includes Lindbergh City Center, Indian Creek Marta Station, Garnett Marta Station, North Springs Marta Station and the Omni/Dome/GWCCCC/Philips Arena/Cnn Center Station.

Raleigh Downtown Master Plan Raleigh, North Carolina

The plan was to improve the pedestrian environment of downtown Raleigh by connecting existing and emerging neighborhoods to Fayetteville Street. Cooper Carry, as Planner and Landscape Architect for the New Fayetteville Street project, transformed the area from a dead pedestrian mall to a lively Main Street. Included was the conversion study of east/west streets to two-way streets, investigating federal funding, and connecting to the future TTA station with pedestrian linkages. The plan also addressed the convention center by solving lobby access, anticipating future expansion to the south, investigating mixed-use and rooftop uses, and developing a strategy for active edges on Cabarrus Street. Located within the newly revitalized area of Fayetteville Street, Cooper Carry subsequently designed three new projects â&#x20AC;&#x201D; the headquarters for Progress Energy (left), a corporate office and condominium building for RBC Bank (now PNC Bank), above, and the Marriott City Center Hotel.

Birdhouse Social is the biggest fundraising event of the year for Architecture for Humanity Atlanta By Andrew Telker, Intern Architect Officer of Development/Cofounding Member - Architecture for Humanity Atlanta

Architecture for Humanity Atlanta (AFHA) just wrapped up the fifth Annual Birdhouse Social, and I am excited to share some photos, tell a little about the event, the organization, and get you energized to join in upcoming events! AFHA is a group of local designers, professionals, and individuals that provide design services, educate, inform, and help those who need it most. The local Atlanta Chapter re-formed in 2009 with revitalized leadership and projects. The first project was a Floating Clinic that serves the informal settlements in Lagos Nigeria with a medical clinic.

to build birdhouses in the weeks leading up to a social and silent auction. This event serves as a fundraising tool, and it promotes awareness about what we do in the local and global communities. On the night of the event, the Atrium at Studio Plex comes alive with a certain magic. Music and laughter fill the air; birdhouses hang along the corridor, lined up, freshly painted and hand crafted. The event showcases a collection of custom designed birdhouses created by architects, artists and designers. It is inspiring to see the many unique and creative birdhouse prototype designs in one gallery. All proceeds from the event go to aid the development of activist design projects being facilitated by AFHA volunteers.

Every year, AFHA hosts â&#x20AC;&#x153;The Birdhouse Social,â&#x20AC;? which is an annual fundraising event where AFHA invites the public Architecture for Humanity Atlanta -



quarter 2013

A heartfelt â&#x20AC;&#x153;Thank Youâ&#x20AC;? to those celebrating an employment anniversary in the Third Quarter of 2013.


Rick Fredlund Rich Cogburn

Project Manager 32 years

Principal 31 years

Jane Matthews

Bob Neal

Tim Fish

Principal 25 years

Accounting Manager & Deltek Manager 25 years

Gar Muse

Rick Kinkade Jr

Mike Service

Sean McLendon

Lane Chapman

Bob Just

Principal 23 years

David Goodman

Project Architect 9 years

Project Architect 18 years

Rose Pollion

Studio Administator 9 years

Payroll Administrator Principal 28 years 25 years

Project Manager 18 years

Don Reszel

Project Manager 8 years

Principal 18 years

Andrea Schaub Project Manager 8 years

Sheila Jones

Project Manager 16 years

Director K-12 Education 13 years

Allison Bickers

Andrea Smith

Planner 8 years

Corporate Legal Council 7 years

Terah Henderson

Mark Kill

Chris Ernst

Bill Halter

Flo Williams

Staff Interior Designer 6 years

Chief Operating Officer 6 years

Project Manager 4 years

Director, Corporate Services 3 years

Office Manager 3 years

Helena Depina

Tyler Blazer

Caleb Lesselles

Gary Warner

Tanne Stephens

Student 2 years

Intern Architect 2 years

Intern Architect 2 years

Director, Planning and Landscape 2 years

Pratt Farmer

Director of Marketing 2 years

Kristina Bach

Proposal Assistant 2 years

Architectural Staff 1 year

Scott Hawkins

Fuller Sherrod

Maria Galarza

Beth Anne Redmond Receptionist 1 year

“Welcome” to our “first round draft pick” beginning their career at Cooper Carry.

Project Accountant

Intern Architect

Intern Architect


Atlanta窶クew York窶ジashington


ツゥCooper Carry Inc. 2013

Aspire magazine Vol 6  
Aspire magazine Vol 6