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Talley Student Union North Carolina State University


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. Editor . . . . . . . . . . . . .Pratt Farmer

Welcome to the 7th issue of Aspire. As we thaw out from an extraordinary winter, and an extra extraordinary few years of economic chill there is plenty to be excited about and thankful for. This issue is about new horizons in science, learning, community, context and connections. We have included stories that span several specialty practice groups and exhibit how knowledge in one sector is relevant and applicable in others. Check out how we are exploring innovative ways to contribute to the education and training of our workforce starting on page three. See how the retail experience is evolving to address demographic and lifestyle shifts. Projects that repurpose, reuse and adapt to bring sustainable character and content are explored. There is also a story on how people at Cooper Carry are advancing the Boy Scout tradition and contributing time and energy to other community initiatives in the last few pages of our digital magazine.

Assistant Editor . . . . . Tanne Stephens

There is a contagious new energy and purpose at Cooper Carry as we expand our teams with talented new people and engage in projects that will have a sustainable and positive effect on our environment and our communities. We hope you enjoy this issue, that you learn something that Contributors . . . . . . . . Angelo Carusi you did not know before, and that you get inspired to become a part of Amanda D’Luhy connecting, collaborating and creating better places to engage with Pratt Farmer each other. Design . . . . . . . . . . . . Rick Snider

Tim Fish Mark Jensen Mark Kill

Looking Forward, Tim Fish, AIA, LEED AP, Principal

David Kitchens Gar Muse Tanne Stephens Karen Trimbach

Š Cooper Carry, inc. 2014

Cover and right photo: Talley Student Union. When complete, Talley Student Center will provide the NC State community with approximately 290,000 gsf of improved and expanded space for student organizations, meeting and event spaces, informal lounge and gathering areas, and retail venues. A new 4-story atrium will be carved from the existing structure, linking all the major program areas in the building. Additions will engage every face of the existing rectangular form, providing much-needed room for growth and strong connections to the surrounding campus from all sides. Cooper Carry is serving as the interior architect for the project.

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

Talley Student Union

Educating and Training

Georgia’s Workforce Science, technology, engineering and mathematics (STEM) fields now account for over 20 percent of all U.S. employment — a share that doubled in the 20th century and is expected to grow significantly in the 21st century. Nevertheless, many well-paying STEM jobs are going unfilled due to the lack of a trained workforce. Recognizing these challenges, states are investing heavily in sophisticated workforce training programs, public-private partnerships and new facilities to grow a robust science and technology based labor force.


Case study

the new Georgia BioScience Training Center, a signature building being built adjacent to Baxter International’s new $1 billion biomanufacturing facility about 40 miles from Atlanta. This 46,000 square foot building will house state-of-the-art STEM training spaces including laboratories, GMP pilot space, classrooms, computer labs and meeting rooms. The building declares to a global audience that Georgia’s commitment to a well-trained bioscience workforce is a top priority for the state.

“We do more than just design labs and classrooms, we foster the design of lives.”

In a press conference last year announcing the construction of Baxter’s building, along with the BioScience Training Center, Robert L. Parkinson, CEO of Baxter International said, “today we begin the work to construct a new state-of-the-art biotechnology facility. In a few years, Baxter team members working in facilities located on the ground where we are standing today will produce lifesaving biologic treatments for patients around the world.” The training center will play a key role in a workforce of some 1,500 highly skilled and trained Georgians being ready to begin work when Baxter opens its doors.

Mark Jensen Cooper Carry Science+Technology Specialty Group Leader

A Model Training Program and Training Center When the state of Georgia initiated its Quick Start program more than 40 years ago, it was designed to provide free-of-charge training to businesses across the state. That program has grown tremendously since the 1970s and it has had a positive effect on Georgia’s growth in a number of industries. During the 2011 fiscal year, the Quick Start program trained 98,544 employees and created or saved over 13,000 George jobs. The Quick Start program has launched many into new careers in bioscience, distribution, automotive production, advanced manufactuting, and agribusiness. Recognized internationally as one of the most successful STEM workforce development programs in existence, Quick Start is a model for other states economic development efforts. Cooper Carry was engaged by Quick Start to create

A unique feature of the training center —operated by Georgia Quick Start, a division of the Technical College System of Georgia—is that the center will not only be used for training Baxter International employees, but will also serve as a highly visible component of Georgia’s strategic plan to brand the state as a global destination for bio-related industries, and to recruit new such industries to create jobs in Georgia. Presently there are 433 bioscience companies employing nearly 20,000 Georgians. Continued on next page

S C I E N C E + T E C H N O L O G Y

The Georgia BioScience Training Cente is a signature building being built adjacent to Baxter International’s new $1 billion dollar biomanufacturing facility about 40 miles from Atlanta.


Case Study

Public-Private STEM Synergies Several of our STEM industry projects are on, or adjacent to, universities. For instance, The Global Center for Medical Innovation (GCMI) is an independent, non-profit organization that has launched the South-

east’s first comprehensive Medical Device Innovation Center. GCMI seeks to unite core members of the medical device community, including universities, research centers, clinicians, established device and drug companies, investors, and early-stage companies, with the goal of accelerating the commercialization of innovative medical technology and developing an experienced workforce. G.P. “Bud� Peterson, President

S C I E N C E + T E C H N O L O G Y

Our Science+Technology specialty practice group, working with companies and officials across the south, is having a significant impact with the education and retraining of Georgia’s workforce.

of the Georgia Institute of Technology said, “the convergence of the life sciences with engineering provides a unique opportunity to expand our technology in areas that will support the health care industry of the future. The Global Center for Medical Innovation will bring together in one location the key infrastructure needed to rapidly move new medical devices and new medical technologies to market.”

The Medical Device Innovation Center will accelerate the commercialization of next-generation medical devices and technology. The Center has the equipment, clean room facilities, engineering expertise and partner network needed to help bring ideas from concept to market.

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The single-story, 14,000 square-foot facility which is near the Georgia Institute of Technology campus in Atlanta houses design spaces, material and mechanical engineering resources, along with rapid and functional prototyping equipment capable of producing medical devices for development, pre-clinical testing and clinical studies. Designed to meet Federal Drug Agency guidelines and also centralize diverse programs and research centers that were previously scattered across the country, the new facility is considered a significant milestone and the first of its kind. Cooper Carry designed the project to meet FDA requirements for GMP validation. The project includes ISO 7 and 8 level clean rooms, cGMP clinical production, cGMP sterile packaging, device fabrication, a physical testing lab, assembly areas, education and workforce training spaces, and office space. GCMI was one of six winners of a national i6 Challenge focused on driving commercialization and innovation in the U.S. in an effort to move great ideas from the lab to the patient, creating jobs and economic growth.


Case Study

Sustaining Leadership Earlier this year our Science+Technology studio began to expand its practice beyond the southeast where much of its work has been concentrated. The new Biomedical Sciences & Engineering Education Building (BSE) at the Universities at Shady Grove (USG) in Maryland will be an innovative home for STEM workforce development that nurtures the new jobs that are critical to sustaining the Maryland economy. Twenty-five percent of nationwide job growth in the next 25 years is projected to be in STEM, health, healthcare delivery and the biosciences. With more than 250 biotechnology companies, the National Institutes of Health (NIH), the National Cancer Institute, the Food and Drug Administration, and NIST, all located along the I-270 corridor, Montgomery County and the region are expected to see a disproportionate share of this growth. How well the State responds to this demand for workers with a well-educated, well-trained workforce will determine if

The project includes ISO 7 and 8 level clean rooms, cGMP clinical production, cGMP sterile packaging, device fabrication, a physical testing lab, assembly areas, education and workforce training spaces, and office space.

S C I E N C E + T E C H N O L O G Y

Georgia Regents University, Cancer Research Center in Augusta, Georgia Maryland can maintain its role as a national and international leader in the biosciences. The high-tech $169 million Biomedical Sciences and Engineering Academic Complex will: (1) serve the needs of both employers and job-seekers in the community by offering programs in such high growth areas as medicine, dentistry, allied health, and electrical, mechanical and biomedical engineering; (2) focus on producing a talent pool for current and future jobs created by technology and life sciences companies in the County; (3) help position Montgomery County as a hub for the life sciences industry; (4) strive to build partnerships with biosciences companies, federal labs and innovation centers in support of technology transfer and commercialization; and (5) provide a dental clinic to the community-at-Iarge.

William Kirwan, chancellor of the University System of Maryland, calls USG the “crown jewel” of the system. It’s helping to build the local workforce by producing graduates with specific skills that area businesses seek, he says. Little wonder that other state university systems, including those in Texas and Tennessee, have shown interest in the USG model. The University of Massachusetts’ system already is planning to open a center based on USG, Kirwan says. “It’s a very effective and efficient way of responding to the educational needs of the county,” he says. Interestingly, Students at USG must meet the same program requirements as students enrolled at the participating universities’ home campuses. But they don’t fit the traditional college profile: Their average age is late 20s, and many are looking to change careers. About 30 percent of undergraduates are white; 23 percent are African-American; 17 percent are Asian; and 16 percent are Hispanic. Undoubtedly, Continued on next page

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.

the BSE building, when completed, will have a profound impact on the advanced training necessary for America’s workforce to compete on an international scale.


Case Study

Bridging from public service to private industry Another training facility that will impact the workforce in Georgia and beyond is being designed on a 40 acre site near Robbins Air Force base in Warner Robbins, Georgia. The proposed Military Academic and Training Center is planned to provide both the military community stationed at Robins Air Force Base in central Georgia and regional armed forces at other facilities,

as well as the civilian central Georgia population, with improved higher education options. It will supplement the existing Middle Georgia State College and Technical College System of Georgia campuses at Warner Robins and will be similar to a facility located in Kentucky. It is anticipated to be a building of approximately 50,000 square feet to be located on a 40 acre site on Wall Street in Warner Robins, Georgia. Academic programs at the center will be offered in support of the educational needs of the military and civilian population in the region. Preliminary analysis suggests select associate, bachelor, and graduate programs in logistics , STEM fields - science, technology, engineering, & math, business management, and nursing. This project being designed in collaboration with JMA Architects in Perry, Ga., just recently kicked off and will be completed in about 18 months.

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In Huntsville, Ala., the Hudson Alpha Institute for Biotechnolgy was designed by Cooper Carry and opened in 2007. It is the cornerstone of a 153-acre biotech campus strategically located in Cummings Research Park, the nation's second largest research park. A not-for-profit organization, HudsonAlpha, has a three-fold mission of conducting genomicsbased research to improve human health and well being; sparking economic development; and providing educational outreach to nurture the next generation of biotech researchers and entrepreneurs, as well as to create a biotech literate public.

onstrating a belief that proximity between research and industry builds collaboration and moves discovery into application at a faster, more efficient pace. HudsonAlpha’s educational programs for teachers and students are organized around two guiding principles: preparing the future biotechnology workforce and cultivating an awareness of the influence of genetics and biotechnology on the lives of all citizens. These educational programs occupy state-of-the-art bioscience teaching laboratories and meeting spaces.

Approximately 75 percent of the 270,000 squarefoot building’s assignLed by Dr. Richard Myers, able spaces are flexible former chairman for the laboratories for high RNA/ department of genetics at DNA screening, bio-safety Stanford University, Hudlevel-3 containment, sonAlpha’s research faculty The HudsonAlpha Institute for Biotechnology (HAIB) vivarium (animal holding focuses on using genetics is a bioscience research institute focused on a three- and procedure), biology and genomics to understand fold mission of conducting genomics research to stability testing, tissue the normal function of organ- improve human health and well being. array, tissue culture, cell isms, to inform and improve culture, microbiology, patient care and to assist in analytical chemistry, development of new and sustainable energy sources. bioscience clean labs, biology PCR, microscopy, flamThis research takes place under the same roof with mable and hazardous waste storage, freezer farms, more than 20 biotechnology-related companies, demglassware washing, sterilization and autoclaves.

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HudsonAlpha’s research faculty focuses on using genetics andgenomics to understand the normal function of organisms, to inform and improvepatient care and to assist in development of new and sustainable energy sources.

Continued on next page

S C I E N C E + T E C H N O L O G Y


Case Study

Putting STEM on display There are several projects on university campuses which represent this advanced training philosophy. Southern Polytechnic State University, Engineering Technology Center (ETC) is one such building. The $38 million 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. Sustainability was a high priority for this project. Innovation credits include points for a 40 percent water reduction and a full white roof membrane. The project has achieved LEED-NC Silver certification.

Two of the Division of Engineering's programs mechanical engineering and civil engineering - were also among the most popular majors. Thomas Currin, Associate Dean of engineering, said it was important to bring the two schools together under one roof in order for them to learn to collaborate, the same as they would in the real world. "Unlike other some other schools, our priority mission is really workforce development," Currin said. "Most of our students graduate and go into the workforce. They don't go on to grad school, so the better we can prepare them for entering into the job market, the better job we're doing."

While we take immense pride in the innovative designs of these buildings, we also take great pride in and are honored by the students, professors and companies who ultimately use these facilities to advance many causes in many professions.

While we take immense pride in the innovative designs of these buildings, we also take great pride in and are honored by the students, professors and companies who ultimately use these facilities to advance many causes in many professions. Cooper Carry employees talk about our design philosophy of “connecting people to place� and how important it is for someone interacting with a place or space we have designed. In our Science+Technology practice we are connecting people to many places beyond their current world. They leave these building with more skills, knowledge and a greater sense of what they can accomplish for themselves, their families and their fellow citizens.

A Changing Retail Landscape:


From Front Porch To Town Square

Retail is about people looking for an experience . . .


By David Kitchens, Principal They say the only thing constant is change—and change has slowly been creeping over retail development and design for years now. In the Washington metro area, we are working on two retail projects that serve as excellent examples of some of the changes going on in similar areas all over the country. In Arlington, Va., we are repositioning the Ballston Mall. Currently an indoor mall, our efforts are geared towards turning the retail out to the street and enhancing the public realm. In Alexandria, Va., we are working on the Landmark Mall Redevelopment which includes a new master plan and mixeduse main-street development which will replace the present indoor mall.

retail facility in the country that had a structured parking garage associated with it, establishing it as a suburbanoriented shopping mall. Landmark Mall also started as an outdoor shopping center which had two anchors that were free standing stores and then an outdoor connection of retail between the two anchors. Both malls were very suburban and very automobile-oriented. Ballston has drastically changed to a more urban environment. While predominantly suburban, the Landmark area’s density is increasing and the city of Alexandria is anticipating further growth. This urbanization is an influencer that begins to shape our development and design strategies.

“We want the architecture

to reflect the design and styles from the area and existing community. We want to bring community members to the table. This may be our design, but we never forget that this will be someone else’s home.”

There are two themes that have been changing the retail landscape at Ballston Mall, Landmark Mall, and many other retail developments. Demographic shifts and urbanization have both contributed to the strategies in retail repositioning and design. There is a whole new demographic that surrounds both the Ballston and Landmark malls. The Ballston area has changed over the last eight years into a very young, millennial demographic. The Landmark area has also changed and now has a much more diverse, international community. Changing demographics means a shifting set of needs, and sustainable development of any kind must serve its surrounding community. As planners, it is our job to make sure all the puzzle pieces fit. Urbanization has also guided our strategies with these two retail projects. Both of these malls have very similar histories in that they were built as outdoor shopping centers. Ballston Mall originated back in the 1950s, and was called Parkington Shopping Center. It was the first


One of our strategies in revitalizing and repositioning retail in up-and-coming urban areas is mixing uses. Mixing uses is the key component to successful retail in these areas, and it works. There are several outdoor malls that have been built in the last 12 years, and although fresh from a trendy standpoint, they will have challenges of any other single-use development – once the newness wears off, customers will go to a “newer, better” mall. If you build a one-stop mall, then that mall has the potential to go out-of-style. However, if you design a retail/mixed-use area, you have the opportunity to truly build a community where people shop, live, work, and play. That community is what will keep people coming back and what may get other people to stay. The key component, especially with Ballston and Landmark, is adding those key life components—what we call populator uses. Populator uses include residential, office, civic, or hospitality elements, which help to create a captive audience. Continued on next page


The strategy of mixing uses has been going on for some time now, but we’re hearing about it more, especially in the Washington area and other similarly urban areas around the country. The integration of uses allows people to be a little freer from their automobiles and to be able to make more spontaneous daily choices. The biggest question is what mix of which uses will be successful. The answer is different for every site, and we come to those decisions through intense, creative problem-solving. First and foremost, you have to look at the numbers. How large the site is will dictate how much development is allowed in the area. Once you have that number, you begin to divide up the uses depending on what makes sense for the area and what would best serve the existing community. There is also an amount of intuitiveness in development that goes along with the math. Great developers have an intuitive feel looking at a piece of property about what could go on there and what might work. For example, if you want retail on a site, it needs to be readily accessible to attract customer interest. Many talented developers can look at a site and say “this is a retail site” or “this would be a good residential site.” As architects and planners, we come up with a strategy of how to mix the uses, allowing those decisions to be guided by market analysis and research. Similar to developers, planners often have an intuitive idea of what kind of buildings will work on a site; I often start with those ideas and then allow the plan to be shaped by the current market. It is exponentially important that the new development works well with the existing community.

Ballston Mall Repositioning Arlington, Virginia CLIENT: Forest City Enterprises SCOPE: Retail Renovation/Expansion: 375,000 sf Office: 60,000 sf Residential: 325,000 sf/300 units SERVICES: Master Planning Architecture

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Landmark Mall Redevelopment Alexandria, Virginia CLIENT: The Howard Hughes Corporation SCOPE: 51 acres of redeveloped land 1,104,000 sf floor area SERVICES: Master Planning Architecture

CONNECTING COMMUNITIES Our goal is always to better connect community. From my perspective, it’s not only about changing the buildings, but it’s about creating and enhancing connections to the surrounding area—whether it be by public transit, walking, driving or biking. For example, our Landmark project is a more traditional, larger mall site on 88 acres. Because of the space and program, we can afford to build a whole new road structure to better connect it to the community. In the beginning of our design process, we really dove into the parts and pieces of the site and community starting with rebuilding the infrastructure. From there, we worked on how to rebuild the mall land development into a mixed-use community that matches the city’s small area plan. We work to improve connections because these connections foster walkability and the public realm aspect of an area. This all affects design as you build in the different components to the buildings. We want the architecture to reflect the design and styles from the area and existing community. We want to bring community members to the table. This may be our design, but we never forget that this will be someone else’s home.


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Landmark Mall is designed as a single use retail mall, originally conceived as an outdoor shopping center with all at grade parking. Through the years, the property was added onto and eventually enclosed connecting the three major anchor department store with mall type retail and food court tenants.

R E T A I L Retail is an experiential use. This becomes truer with the increase of online shopping. Deciding to go out and shop at a physical store sometimes involves food, sometimes a movie, but either way you look at it, retail is about people looking for an experience. As a planner, my first job is to understand who the users are and how we can design something that is accessible to as many of those people as possible. Accessibility is vital to building a healthy community. We want to create a place that is easy for people to get to; a place that people can enjoy when they do get there; and a place where people would choose to live, work, and play. I want to be able to go back to that place after it’s done and see people enjoying the experience and enjoying life. I remember going to one particular ribbon cutting and everyone was excited about the new downtown we helped design. We did not have a very big budget for that particular project, but I feel like we gave the community its soul back.

spaces—where you can meet a friend, meet a stranger, read a book, or people watch. With the expansion of suburbia, the number one evil in our society was the automatic garage door opener because it allowed people to drive home, open the garage door from the car, close it, go into their house and never meet their neighbors. Similarly, the loss of the front porch has diminished some valuable community interactions. We put a big front porch on our house when we moved in. People call us the “porch people” because we sit out on the porch all the time, saying hi to everybody. That is just one form of building community and what we lost in some of our town squares because everybody would drive to their office buildings, go up to work and then walk down and drive home. To me, doing retail and building the public realm within the retail is all about rebuilding gathering spaces for people. It doesn’t even have to be retail necessarily, although retail is a great component because it gets people out and gets people interacting with each other.

“With the expansion of

suburbia, the number one evil in our society was the automatic garage door opener because it allowed people to drive home, open the garage door from the car, close it, go into their house and never meet their neighbors.”

When we talk about connecting a community, that desire is not limited to improved infrastructure and accessibility. We want to connect communities socially as well. It just so happens that one can often affect the other. Throughout history people have always wanted safe places to meet people. I hear it all the time that people are looking for places to meet other people where they feel safe, and not just physically safe, but emotionally safe as well. People talk about being tired of the bar scene or being afraid of being taken advantage of at the bar scene. It makes me think about how we used to build communities through churches and through civic programs. We’ve gotten away from that, unfortunately, but I think that community can and has been built through connections at town squares as well. I think about all the towns and cities across our country where connections were made with the man out there in the middle of the square playing checkers, or with that person always sitting at that bench feeding the birds. Town squares have historically been used as meeting

We had a project called Mizner Park in Boca Raton, Fla., where the fountain square provided that place for people to sit and watch people watching people. There is a lot to watch when people get together; seeing the enjoyment people get out of just being able to have that quick interaction with somebody, whether it’s meeting an old friend or it’s a weekly gathering, that’s really what it’s about for me. At Mizner Park, and other places we have done, there are people who get together at a gazebo or park; imagine every Thursday evening they get together. One guy plays his ukulele, one person plays a guitar or banjo and another plays a hand drum or bells. They sit there together playing, talking, laughing, and connecting. With each of our projects, that connecting of people is what we aspire to do.


The Adaptive Reuse of Yesterday’s Office Buildings It has been said that the most sustainable building is the one that already exists, but we would add that existing buildings can also be the most effective and responsive solutions to market and real estate challenges. Over the past three years, we have witnessed a significant increase in adaptive reuse projects. In the Mid-Atlantic region area alone, Cooper Carry is currently designing four adaptive reuse projects that aim to convert old office buildings and manufacturing facilities into residences, schools and hotels. These projects present unique challenges for architects and designers that can lead to extraordinarily creative and effective solutions. Because existing buildings are already part of the community fabric, a keen understanding of the history and surrounding environment is key to a successful adaptive reuse project. As designers, we strive to understand the community and neighborhood history before delving into any project. “We are frequently being asked to evaluate sites to determine the value of reusing and adapting exist-

ing buildings,” says Principal David Kitchens, AIA. “What makes adaptive reuse projects so exciting is that they turn into reclamation efforts. It is our job to guide the preservation of key historical elements that were part of a city’s or a neighborhood’s past and celebrate their connection to the present.” In many ways, knowing the history of a building or site can give architects and planners an idea of where to take the direction of the design. In the case of residential and hospitality projects, developers are finding that adaptive reuse can provide a level of authenticity for which guests and residents are willing to pay for with a value-add premium. As members of the millennial generation seek out unique experiences in every aspect of their lives, they have created a market that supports living and hospitality options that are by no means cookie-cutter in their design or operations. Cooper Carry was recently engaged by CAS Reigler, a developer specializing in unique urban real estate products,

Above: Cooper Carry is converting this 19thcentury historic building into residential units (Photo Credit: Brandon Lenk). Left: The conversion will retain the look and feel of the neighborhood.

to provide design services for the conversion of a 25,950 square-foot brick building into residential units at 515 N. Washington Street Alexandria, Va., an urban, walkable city south of Washington, D.C. The historic structure was built as a cotton factory in 1847. Since then, it has functioned as a Civil War prison, a bottling plant, a spark plug factory, residential apartments, and most recently, an office building. The project’s varied history as well as its prime location on the George Washington Parkway, one of Alexandria’s main roads, has resulted in some unique obstacles and unexpected opportunities for project Continued on next page

“What makes adaptive reuse projects so exciting is that they turn into reclamation efforts. It is our job to guide the preservation of key historical elements that were part of a city’s or a neighborhood’s past and celebrate their connection to the present.”

stakeholders. Our architects and designers have had to navigate not just the structural, code, and layout challenges of the building but they have had to coordinate with multiple agencies and community groups to ensure that new design complies with the existing neighborhood and National Park Service guidelines and aesthetics. Brandon Lenk, AIA, LEED AP, the project’s design lead, has found these hurdles to be particularly energizing. “Without inherent challenges, every building would look the same, and this project has had its share of obstacles. That said, at the end of the day, what will make this project cool, is the team’s ability to meet those challenges head on and move forward with the most innovative solutions.”

The existing structures in Bridgeport, Conn., previously housed manufacturing facilities such as the Bassick Caster Company, Howe Machine Company and American Gramophone.

The proposed design will create a live-work- play community that will celebrate its historic past and revitalize the Bridgeport, Conn., neighborhood Cooper Carry is also master planning and designing a project that will transform a neglected manufacturing center into a mixed-use development intended to spark the revitalization of a larger district in Bridgeport, Conn. Spanning several blocks, the adaptive reuse project will convert vacant manufacturing facilities into a vibrant live, work, play community. The resulting development will include several hundred residential units, office and live work lofts, as well as retail space. The existing structures are excellent examples of 19th and 20th century multi-level manufacturing facilities, which previously housed such prominent companies as the American Gramophone Factory. The proposed design will preserve the building’s elegant facades and commemorate the neighborhood’s historic past. The project’s designers have found ways to pay homage to the site’s history by creating artful accessories out of components such as obsolete heating devises.

Owners are also finding that existing buildings can be the most cost-effective and sustainable solutions to real estate challenges. Cooper Carry is transforming a five story mid-rise office building into an elementary school, in Falls Church, Va., where like many other urban areas, real estate is limited. As architect, Lauren Perry Ford, AIA, LEED AP, explains, “Twenty to 30 years ago, we had green space and ten acre sites. Schools could have their pick and could develop very proto-typical schools with sports fields and other amenities. As urban populations are ballooning, those sites are no longer available or affordable, so schools are looking at creative solutions to resolve overcrowding.” The new school will provide desperately needed expansion space for the existing Bailey’s Elementary School for the Arts and Sciences. The first of its kind in northern Virginia, the vertical layout enabled the designers to think inventively about how learning and collaboration would take place. Continued on next page


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Bailey’s Elementary School for the Arts and Sciences design will organize groups of classrooms into two-story learning communities that open onto common learning areas with an interconnecting stair (see below). conceptual programming Baileys Elementary School PROJECT NO: 20130392

AXonoMetrIc VIeWs © 2013 Cooper Carry, Inc.

625 North Washington Street, Suite 200, Alexandria, Virginia 22314

Tel. 703-519-6152

Fax 703-519-7127

terrace for private events, a fitness center, and a small restaurant. While the linear floor plates of the existing office building lent themselves to typical guest room layouts, the narrow site meant that the architects needed to look at alternative solutions to allow natural light into the public spaces. Andrea Schaub, AIA, LEED AP, likened the process to solving a puzzle. “Working with the constraints of a building that was originally intended for a different use is like solving a jigsaw puzzle- you end up experimenting with many solutions before you find the perfect fit. The process can be tricky at times but ultimately very rewarding.”

The school design will organize groups of classrooms into two-story learning communities that open onto common learning areas with an interconnecting stair. In Washington, D.C., Cooper Carry’s hospitality team is converting a 1960s office building into an 11-story Hyatt Place hotel. The adaptive reuse project will create a 164key hotel complete with conferencing space, a roof-top

As developers and owners continue to search for efficient real estate solutions and opportunities to match the unique demands of the changing market, we anticipate that adaptive reuse projects will continue to increase. Kitchens sums it up, “Adaptive reuse projects create authenticity, interest and diversity in their design and represent a creative way to balance the connections that have been developed in the past with needs of the present community.” We look forward to seeing what the future will bring.

Carusi participates in ULI Panel Project Various people at Cooper Carry have provided their time and expertise to industry organizations called on to assist a community in identifying challenges to growth or a decline in the quality of life. The Urban Land Institute (ULI) is one such organization that has asked many in the firm to lend a hand in specific pro-bono projects. Over a week in October of last year, Angelo Carusi, AIA, LEED AP, CDP, Principal in our Retail Specialty Practice Group, was asked to join other professionals, along with ULI staff, to work with the city of Longboat Key, Fla., in helping the

community and its leaders update the town’s 20-year comprehensive plan and to further plan and vision a roadmap into the future for identification and implementation of next steps. Located off the coast of southwest Florida, Longboat Key is a ten-mile barrier island and a beautiful, peaceful, and unique community. The key’s convenient location, desirable climate, and white sand beaches have made the town an attractive place for year-round recreational opportunities including boating, fishing, golf, tennis, and biking. While there is

much to love about Longboat Key, the community has recognized the need for change. Most homes and condominiums were constructed more than 30 years ago, and many now do not meet flood regulations or the demands of the new and emerging real estate markets. There have been divisive and distracting debates over density restrictions adopted by the town in 1984. Community leaders expressed concern that Longboat Key’s future must be revisited to ensure that the high-quality lifestyle and pleasing mix of residential areas and commercial uses can be maintained and Continued on next page

enhanced. Using a broad-based community process, the panel identified ten questions of specific interest focusing on the following: evolving market demand; balancing residential, commercial, and tourism uses; creative approaches to leverage Longboat Key’s assets; and comments on the advisability of a town center and community center. The ULI panel analyzed data, interviewed locals, and brought their experience to bear on the challenges and opportunities facing the community. This report will help guide the community as it charts a new course for the future. Over the week, the panel gained an understanding of Longboat Key and its people, history, and poten-

tial future. The panel analyzed key data and studies completed to-date, researched market trends and peer communities, and performed over 80 interviews with community leaders, local residents, and businesses. The town assembled a thorough and informative briefing book that helped the panel prepare and arrive ready to hit the ground running. The full “Advisory Services” report represents the results of the panel’s research and efforts. The panel’s scope of work was framed by the questions below, which were answered throughout the report. Below are the salient questions the group focused on in leading the community discussion and review:

1 How realistic is the vision plan for Longboat Key to help ensure that it continues to attract residents and visitors to maintain it as a premier destination? 2 Who will be the likely residents of and visitors to Longboat Key over the next 20 years? 3 What should the balance of residential, tourism, and supportive commercial services be to ensure Longboat Key’s status as a premier residential and visit or destination? 4. How should the town government encourage revitalization to make properties attractive for the future? 5. Do the differences in the north key, mid key, and south key warant

Angelo Carusi, Principal separate planning efforts? If so, what would be the primary elements of those plans?

an implementation roadmap with specific steps and priorities for Longboat Key to undertake. If the community embraces this roadmap, the panelists are confident that the smart, successful people of Longboat Key can and will continue to build a better future together.”

A ULI Advisory Services Panel Report

and regulatory systems put in place in the1980s have outlived their useful life and have been the unfortunate 6. What challenges and opportunities focus of too much litigation and community division. The good news should the town be aware of that are likely to influence its future and is that options have been preserved, how can the town prepare for them? and the town and community have made many good decisions to retain 7. What innovations or creative the assets and qualities that make approaches should Longboat Key the key unique and extraordinary. develop to address challenges in To continue and enhance success, community infrastructure that Longboat Key must take steps to could be applied on Longboat Key? recognize and understand the needs of new and emerging demographic 8. What are Longboat Key’s most trends and real estate markets. The important assets? next generation of residents and visi9. How important is the concept of a tors needs and wants different things “town center” to Longboat Key, and than the generations that spearheaded what are the best attributes and development in the 1970s, 1980s, where should it be located? and1990s. So it’s time to re-envision 10. Should Longboat Key have a the future. The panel recommends community center? that those plans not be just amended but replaced, and that such a process is really an opportunity to build comAfter more than 60 hours of intermunity together. The panel believes views, discussions, data analysis that the de facto town center exists at and brainstorming, the panel issued the Publix site, and can be enhanced a 40 page report to the city of Longand enlivened through a number of boat Key. In the conclusion of the civic and community investments that report, the panel shared the followwill leverage new private sector develing: “RESIDENTS, BUSINESSES, AND VISITORS love Longboat Key for opment and create a genuine sense of place. There are also other opportumany different reasons. All appreciate the natural beauty and community nity sites where new development and community investments might best be assets, the strong social networks and diversity of local neighborhoods, focused to take advantage of existing and the peaceful, high-quality lifestyle. resident and visitor user patterns and But the community has struggled with existing public and private infrastructure. Transportation on Longboat Key how best to retain important characteristics like the low-density character has a dramatic impact on the image while providing sufficient commercial of the community and quality of life of services for residents and opportuni- its residents. A series of enhance ties for the next waves of homebuyers ments have been identified to enhance mobility along Gulf of Mexico and visitors. Like some of the aging Drive. Lastly, the panel has identified housing stock, the land use policy

Longboat Key Florida October 20–25, 2013


What Inspires Our At Cooper Carry, we like to stay at the heart of why we do what we do. We believe the most beautiful, long-lasting, successful designs come from architects who believe in working and designing for something bigger than themselves. Nowhere is this more apparent than in K-12 educational design. Read excerpts from this page to see what’s in the hearts of our designers and why we do what we do.

For the most part, I believe in an underlying motivation that many architects possess: the innate and constant - desire to improve their surrounding environment as well as the lives of those around them. Indeed, architecture is an ongoing dialogue between individual expression and inspiration, but it is also the study of the theater of life and how this theater for human activity can inform our decisions, mold our habits, improve our lives, and shape our futures. I believe that what inspires me the most about working within Cooper Carry’s k-12 practice is having the ability to help shape and improve the lives of others, build their futures, and, perhaps, inspire future architects in the process. -Robert L. S. Edsall

Although everything these days seems to revolve around money, especially when things get tight, working in K-12 is about something more important—it’s about investing in our future generation. With that said, I have no doubt that educational architecture is the most important work we do as architects. What makes it rewarding is that we get to work with people who are inspired by what’s most important: our future. Whether it’s working with the principal of a school, a teacher, a group of students or school administrators, there seems to be a common denominator of doing what’s best for the things that matter most in life.

-Bob Just Director of K-12 Education

As a former educator, I think about how school and classroom design affect the learning, efficiency, and routine of its users. School and classroom design can frustrate or enhance the learning experience. Considering the end user is unique in school design since the final design output has the potential to positively or negatively affect learning. Whether it’s a consideration as small as designing classrooms with two doors in order to save hours of instructional time over the course of a year or the creation of a design driven by a school’s complex and varied needs for flexibility, the learning experience at the scale of the student must be considered in making design decisions. It is the quality learning experience of each student that inspires good school design. -Emily Finau

K-12 Designers? I got into architecture to feel like I was leaving a mark on our future. Working in K-12 helps me feel like I have a bigger impact on the world. Even if all it does is help children want to come to school to learn, some of those children will go off to do amazing things, and in some tiny way, I helped shape a better future through their accomplishments. -Jessica Moeller

Many building types offer great opportunities for

Many building types offer great opportunities for notable design but do not have the same relation to the end user like K-12 does. Working on Education projects, we focus a lot on the children and staff that will be using the buildings on a daily basis rather than designing for transient users. To me, it’s most rewarding working with the client, principal and teachers to deliver a practical, well-designed school that also pushes the envelope of 21st century learning. -Clay Jackson

North Atlanta High School, Hillside Building

Atlanta, Georgia

Boy Scouts of America “To help other people at all times” Since 1910 the Boy Scouts of America (BSA) has been an integral part of the lives of many boys. Designed to serve boys from ages six to 18, the program is built around fostering leadership skills in growing young men. In the program, boys learn skills in first aid, swimming, archery, canoeing, camping, cooking, and yes, even architecture, to name a few. Schedules are filled with summer camps, family camp weekends, high adventure excursions and the like. At Cooper Carry a number of people in the firm have been in the scouting program as boys and adult volunteers. Currently, three members of the firm are serving as adult leaders in various capacities and a fourth recently hung up his uniform after more than 25 years of participation and service. Since 1990, under the guidance of Sean McLendon, AIA, a Principal in the Atlanta office, Cooper Carry has completed a number of design projects for the Atlanta Area Council of BSA, both pro-bono and reduced fees. Not by coincidence, as a Boy Scout, McLendon attained the rank of Eagle which is the highest honor in Scouting. Approximately one percent of all boys in Scouting reach that rank. Notably, only one president, Gerald Ford, was an Eagle Scout. McLendon volunteered to help Scouting soon after he became an architect. His first commission was to design a flag plaza at Bert Adams Scout Reservation and his work

for Scouting has grown steadily from there. In addition to designing dining halls at the Bert Adams and Woodruff Scout Reservation, McLendon designed Cub Adventure World at the Bert Adams Scout Reservation near Covington, Ga., which includes a swimming pool pavilion, dining hall, archery range, nature lodge and “cub condos,” which are platforms designed to accommodate walled canvas tents, as well as the monumental entry stations at both camps. The most significant project to-date has been the design of a new, state-ofthe-art, volunteer service center which opened in 2003 northeast of Atlanta near Vinings. In 2000, the Atlanta Council of the BSA decided that it would relocate its offices from a high rise office building in downtown Atlanta in order to be more easily accessible to the more than 30,000 youth and 11,000 adult volunteers taking part in Atlanta Area Council programs. “Our task in designing that building was to (a) effectively deal with a topo that had an 80’ drop and (b) assuage a land owner who was dictating a building design that in their words would not be a ‘log cabin.’ We embraced both challenges wholeheartedly and set about to design a building that, while representing the overwhelming influence of the great outdoors, would

The facility consists of corporate offices for full-time staff as well as support services for the area’s scout leaders and volunteers. The building also includes one of the largest scout stores in the nation, a programs and registration center, as well as state-of-the-art meeting room facilities. for leader training.

As a Boy Scout, Sean McLendon attained the rank of Eagle which is the highest honor in Scouting.

Stephen Carlin, SEGD, LEED AP, an Associate in Cooper Carry Environmental Graphic Design discipline was drafted into the program as an adult leader when his son, Robert first joined the Cub program.

also make a statement of Scouting’s entry into the 21st century,” says McLendon. The building houses a Scout store, training rooms which serve the thousands of adult volunteers, and administrative offices for over 50 Scout staff. Natural stone and bowstring trusses form the entry to the building. Creatively incorporated into the building entry columns are strategically placed cast replicas of some of the merit badges required to achieve the Eagle rank. The castings were commissioned to a local Atlanta artist to create and incorporate into the structure.

The shoes of Tim Fish, AIA, LEED AP, a Principal in our Higher Education specialty practice group, served as an adult leader in his son’s troop.

In addition to the design work, McLendon also serves as a Troop leader in his local scout unit and will be traveling with a group of Scouts, including his son, Wyatt, to Philmont Scout Ranch in Cimmaron, N. M., this summer where they will spend 12 days hiking in parts of the over 10,000 acres of mountains and prairie lands donated to the BSA in 1942. Last year, Tim Fish, AIA, LEED AP, a Principal in our Higher Education specialty

practice group, served as an adult leader on an expedition to Philmont. Fish’s group hiked about 170 miles at Phlimont in two separate contingents. Today, Fish serves as an adult volunteer in his son’s Scout Troop 463. When asked what advice he has given McLendon, Fish says he should “not forget to treat the water before you drink it” and “don’t try to out hike a 16 year old.”

Cooper Carry principal Sean McLendon designed the dining hall at the Bert Adams Scout Reservation.

Another Scout volunteer is Stephen Carlin, SEGD, LEED AP, an Associate in Cooper Carry Environmental Graphic Design discipline. Like many adults in Scouting, Carlin was drafted into the program as an adult leader when his son, Robert first joined the Cub program. “Robert’s den leader was transferred to another city and the Cubmaster assembled the parents to ask for a volunteer to step forward. When Robert asked me if I would do it, I just couldn’t say no,” Carlin relates. Four years and many Scout meetings later, Carlin has transformed into the ultimate leader. In early April he earned the coveted “Woodbadge,” a designation to distinguish fully-committed Scout leaders. The 18 month program is filled with classroom training, outdoor exercises and leadership projects – all designed to enhance the adult Scout leader’s contribution to Scouting. It is important to note that Carlin was the environmental graphic designer for Cub World, mentioned earlier in this article. Volunteering for Scouting won’t end soon for Carlin as his younger son, Michael, just started at age six at the beginning of the school year. “I’m in it for the long haul,” he says. Our marketing director, Pratt Farmer, is an Eagle Scout as well. Like the others in this article, Farmer was reacquainted with Scouting when his son, Andrew,

joined as a Cub. He too, like his father, earned his Eagle rank at the age of 15. In addition to serving at the local level in Scouting, Farmer served on the national Scout staff as the volunteer editor in chief (managing 635 boy reporters) for the 1997 and 2001 Scout Jamborees at Fort AP Hill in Fredericksburg, Va. He later served on the Executive Board for the Northeast Georgia Council of BSA. Other Cooper Carry employees who are Eagle Scouts are William Callihan, Bob Just, Joe Martin, Mike Service, David Thompson, and Zack Wilson. Employees who have served as Scout leaders (years) include Rick Snider (1), Manny Dominguez (2), Gary Brown, (3), Bob Just (4), Brian Parker (5), Rick Fredlund (10). Cooper Carry is fortunate to be able to not only provide our design services to such a worthwhile community organization, we are proud of the contributions our members make after their workday ends. Our hats off to these volunteers and the many more from across the firm who look for ways that they can give back to their community.

3330 Peachtree Road, Atlanta, Georgia

The Best Views in All of Arlington, Va. Students were encouraged to take into account the stunning views that this trophy office building allows in their layout design.

Varied Facade Treatments The project’s exterior consists of both curtain wall and precast concrete with punched windows. From an interior design standpoint, the facade treatment plays a large factor in where you place certain spaces. Students learned to maximize the view potential by keeping the areas surrounding the best view corridors open.

A Canopy that Celebrates the Past The first-floor diamond-patterned awning is an exact replica of the roof of the midcentury Bob Peck Chevrolet dealership that previously occupied the site.


COOPER CARRY EMBRACES INTERIOR DESIGN EDUCATION Cooper Carry Interior Designer and Associate, Karen Trimbach, IIDA, IDEC, is an adjunct professor at Marymount University. She takes a practice-based approach to instruction and used the Cooper Carry-designed 800 N. Glebe Road speculative office building as a teaching tool in her undergraduate Office Design Studio and Hospitality Design Studio classes. According to Trimbach, “800 N. Glebe Road is a great example of a current building that is reflective of the work students might see in the real world.” Students in Trimbach’s two studio design classes were tasked with assignments to create layouts, renderings and floor plans for hypothetical restaurant and office tenants that would occupy spaces within 800 N. Glebe Road.

Mixed Uses Mean Multiple Lessons: Retail & Office Because the building has office space over retail, it provided a useful example of different project types for two different design classes. Students got to stretch their muscles in both retail and office design.

Context-Driven Design The dramatic curve of the facade mimics the curve of the street and evokes a feeling of movement that is echoed in the other two buildings (also designed by Cooper Carry) that line the corridor.

THE RESULTS Trimbach’s practice-based approach to teaching has benefited not just her students, but also Cooper Carry. We are privileged to have one of Trimbach’s former students, Kelly Zimmer, employed at Cooper Carry as an Interior Design Student Intern. Zimmer was a student in both Trimbach’s Office Design Studio and Hospitality Design Studio classes. As you can see from her creative renderings and floor plans for the hypothetical spaces in 800 N. Glebe Road, we are lucky to have her on board! Kelly Zimmer

Space Planning for Restaurants In her Hospitality Design Studio class, Trimbach encouraged her students to consider different views and to optimize the space. She challenged her students with program requirements that included a lounge, bar, and different types of dining. As you can see from the floor plan, Zimmer was able to make these elements work within the 800 N. Glebe Road building envelope.

Today’s Office Layouts The unique floor plans of the building enabled students to space-plan within multiple varying geometric shapes. Efficient floors provided a teaching opportunity since despite the unusual floor shape, the core placement is fairly typical for an office building. Zimmer’s floor plan maximizes the efficient floor plate.

Zimmer was inspired by the 1960s aesthetics of the TV series the Jetsons in her vision for the retail/restaurant space in 800 N. Glebe Road. She proposed the “Jetsons� restaurant which combines features futuristic finishes and 1960’s elements.

For her office planning assignment, Zimmer created a joyful, energetic space for a hypothetical accounting firm client. To attract young talent, the space included an open floor plan, sustainable features, and spaces for cross-generational collaboration.

Why Allison Bickers

Become a Planner

Allison Bickers, AICP, LEED AP, is a planner at Cooper Carry. Originally from Georgia, Allison came to Cooper Carry almost nine years ago. Her project interests are in urban design, community outreach, and historic preservation. In her free time, Allison likes tennis, crocheting, reading, and above all else, taking care of her new baby boy. When did you know you wanted to go into planning?

Allison: Not planning specifically, but getting involved in building better communities started in childhood. I took a lot of road trips with my grandfather to visit my great grandmother or to visit family and I just remember always being intrigued by towns and places with a vibrant downtown with restaurants and people walking around. I grew up in a more rural and suburban area so that downtown concept was so foreign to me—it didn’t have to be a large town it could be a small rural town but the down town was vibrant. There was just something really fascinating to me that you could live in a house with a yard and walk to restaurants or walk to get coffee. I remember visiting my great grandmother and she lived in a teeny tiny town in south Georgia but everyone walked to school walked to the two or three stores that were downtown and that was just mind blowing to me and I was fascinated by that and thought, “I want to live in a place where I can do this.” This childhood fondness of the downtown was the foundation of my profession interests. When I was in graduate school most of my work was related to historic downtowns whether in Washington, D.C. or small downtowns in other locations and I realized through my research that I can have the most

impact on communities through planning and community development. I wanted to make communities better and my interests and talents were suited to planning and urban design because I – well, I’m probably not the strongest hand drawer or designer, but I like the elements of design that really impact place—widths of sidewalks, retail, all mixed with the economic development aspect as well. My background is economics and historic preservation from a planning school and a profession in planning married all of those things Why planning? Allison: I think that there’s always the opportunity for building partnerships that make a community better. Particularly for the public sector work that we do what is really always gratifying is the ability to get to know the community and find people –private developers, public agencies—that have the opportunity to meet the needs of the community in a better way. Building partnerships between the community and people who really can help them make their place, make their community better, this is why I chose planning. But if I think back to what sort of makes my heart rate rise and what peaks my interest that did even as a child and I think it’s going places where you have a lot of different people from a surrounding area that come and gather in one place. Whether it’s a two block retail section or there are restaurants or coffee shops, having an opportunity to gather informally and formally and meet your neighbors is important for any community. Being

able to do your daily activities in one place allows you to keep in contact with other people around you which I think always creates a healthy community. A healthy town or city or neighborhood is where you know each other. And that doesn’t mean you have to believe the same things politically or religiously or anything like that. It is good to know people who are different from you and you are much more likely to know people who are different from you if there is a place that everyone has to go to do their daily activities. What is really concerning to me is that you see a lot of articles and research about the polarization politically in the United States and less and less people are talking to others who have different opinions from them which really flies in the face of how traditionally it used to be—when you couldn’t isolate yourself. You knew people who were different from you, particularly politically, and you could be civil. And I think that is becoming increasingly diminished and I think that’s sad. I think that there’s a lot of “love your neighbor as yourself” but you know you can’t love your neighbor if you don’t know them. I understand you’ve been at Cooper Carry for almost nine years. What has it been like to work at Cooper Carry? I think that it’s a very supportive environment. My coworkers are smart and talented, but on another level, most people in the office really care about the person sitting next to them. When people ask “how are you,” they really want to know how you’re doing. And that means when working on a project with a deadline we support one another –I can count on my colleagues to lend a hand and give their opinion and this just makes every project we do better. I’ve also just had a baby, and so I have experienced the kind of support coworkers give when life changes are happening. They are excited and really on your side. I think that there’s a lot of mutual respect throughout the office and a desire to enjoy work-- not just come and get your job done. Making the most of your time here but also enjoying what you do

sets our projects apart. And the benefit of doing planning is I get to take part in a lot of projects. I don’t get stuck on a project for 3 or 4 years, I get this great opportunity to have four or five projects going at the same time that offer a lot of variety. I get to talk to and get to know a lot of different clients and see the variety of means and approaches to real estate development. It’s a great benefit to my public sector clients that I get to participate in so many different projects with a variety of mixed-uses, week in and week out.

Why Chris Lazarek

Become a Landscape Architect

Chris Lazarek, ASLA, LEED AP BD+C, is a landscape architect at Cooper Carry. Born in Florida but having grown up in suburban Atlanta, Chris came to Cooper Carry seven years ago. While he enjoys doing environmental design on any project he can get his hands on, Chris has a special interest in urban design projects. In his free time, Chris likes volunteering, playing kickball, and “googling” massive amounts of random information.

Continued on next page



When did you know you wanted to go into landscape architecture? Chris: There is a hidden secret among Landscape Architects: most who decide to go to school for it have a parent who does it. Neither of my parents were landscape architects. They actually always wanted me to be a lawyer. My first job at 16 was working for an environmental planner. So, when I started college at the University of Georgia, I decided to major in environmental science with the ambition to do environmental law. I really liked environmental science, but it wasn’t my passion so I started taking electorate classes to see if I could find something I was passionate about. A friend of mine started doing landscape architecture after he graduated and he seemed to love it so I decided to talk to the Dean and find out more about the landscape architecture program. Once I got into the program, I knew it was my passion and it has driven me ever since. I really enjoy what I do—from the sketching of ideas all the way up to how stuff is built including the engineering of a project. Why landscape architecture? Chris: I like to call landscape architecture environmental design because that is what it really is—designing and being creative and innovative. I’m a landscape architect, not a tree-hugger. The process and the complexities of environmental design are what really energize me. I like having a big idea and then getting down and moving closer and closer to the details—figuring out how they all are going to work and how they are all going to fit together. As I went through school and took the different courses, I knew urban design was it. What brought me in and what keeps me here is the variety of things you learn everyday and the ways you can apply it. We get to guide a project from initial design to it actually coming to life. I was never into art at all, but this is an art form. The spaces between buildings and the ways people use them encompass sociology, ecology, and everything else. There is such a huge combination of knowledge areas that go into what

we do. For every new building, about 30 percent of that project is environmental design. No two projects are the same. It’s really amazing to be able to look at our wall and see what we have done, to be proud of something I am a part of. This is not a dog-eat-dog profession, it’s teamoriented and collaborative and I love being able to work with people. I understand you’ve been a designer now at Cooper Carry for seven years. What has it been like to work at Cooper Carry? Chris: My last semester in college was a senior project. I actually chose to do a mixed-use development not far from the Cooper Carry office in Atlanta. When I came in for the interview in 2007 and showed them my project, they were convinced I understood what landscape architects do. Right away I got to come in and work on a big project. Seeing the passion from leadership got me excited. There is a rush here and I am not one to sit still. I like to constantly be busy and I would rather be too busy than not busy enough. I was lucky to make it through the financial crisis. A lot of landscape architects I know left the industry and started working in other professions. Even with the financial crisis, I knew I would never leave environmental design. Cooper Carry, especially since the financial crisis, is constantly evolving and seeing that growth, getting to jump in and work at a fast pace is so invigorating. I also like the way Cooper Carry is organized into a variety of practice groups—that just means there is a more diverse group of people I get to work with. I get so much exposure, not just with all the people, but with different projects in multiple Cooper Carry offices and in all of the different practice groups. There are a lot of talented people here and to be able to reach out and see their thought processes and how they do things allows me to adapt those new and innovative ideas to an environmental design approach. What building architects do and what we do is not that different—we just do the spaces between the buildings. A lot of the theories and approaches intertwine. I like the multidisciplinary approach of Cooper Carry—the way we are organized allows for the crosspollination of ideas, giving life to holistic solutions.

NAIOP Maryland/DC

2014 Capital Challenge

The NAIOP Maryland/DC Capital Challenge is an annual intercollegiate real estate case competition in which five regional universities compete for a $10,000 prize. Students are paired with a team of consultants in the building industry to include architects, developers, contractors, banks, financial analysts, and other organizations involved with the building industry. Cooper Carry has been a sponsor for the event for five years and has volunteered from our Washington, D.C. office to work with the university team on the project. This year, Principal David Kitchens, AIA, and Intern Architect Caleb Lesselles, LEED AP BD+C, worked with the American University team. “I volunteer to help because it’s important to give back, and it’s especially nice when the volunteering is related

to your profession,” explains Lesselles. The student team examined a development project at Pike 7 Plaza, a prominent site in Tyson’s corner, that includes a mixed-use development analysis. The competition is a chance for students to gain experience in a real-world environment. Although the project is hypothetical, it is based on real data. Kitchens and Lesselles, along with other building industry consultants, met several times with the student team to give feedback and help them craft a realistic strategy in a real-world scenario that will prepare them for their future real estate careers. “Competitions like this are important because they allow for a more creative thinking outside-thebox. Ideas that may seem too risky to bring up in an actual project can

be explored, and unexpected innovations could uncover a better way to do things,” says Lesselles. The competition can also be a useful experience to those volunteering to guide the effort, Lesselles explains. “It’s an opportunity to see how other stakeholders view a project and collaborate with them in an academic setting. Helping the students also helps us as architects learn about the other aspects of a project other than design.” Cooper Carry has been the consultant to the winning team two of the five years involved, however, this year the team from the Johns Hopkins Carey Business School took home the winning prize. We look forward to volunteering again next year in what will be the 2015 Capital Challenge.


Recent MARRIOTT AC PHIPPS HOTEL, ATLANTA, GA Hospitality, Noble Investment Group



Post Parkside at Wade, Raleigh, NC

Kim Rousseau Director - Interiors

Corporate Specialty Practice Group Other Specialty Practice Groups: Government, Higher Education, Office, Residential, Retail, Science + Technology A Magna Cum Laude graduate of the University of Florida, Kim Rousseau, NCIDQ, has over 18 years of professional experience in interior design and project management, specializing in commercial office interiors. As the Director of Interior Design, Rousseau leads a strong team of designers dedicated to great design achievements which fundamentally begin with establishing strong communication with clients, understanding their needs, and formulating the solution tailored to the project’s objectives. Rousseau’s dedication to client service and inspired design is grounded in her ability to successfully manage design projects from conception to close-out.

Rousseau has led design projects around the globe and was the project manager for the award-winning corporate headquarters for one of America’s most notable Fortune 500 companies. She has a wide variety of experience that includes professional service offices, corporate headquarters, research and development facilities, child care centers, innovation centers, college campuses, and camps. Rousseau is NCIDQ certified and a registered Interior Designer in Florida and Georgia. She is a Leader in Energy and Environmental Design Accredited Professional, Interior Design and Construction (LEED AP ID+C). With active memberships in CREW and CORENET, Rousseau believes it is important to advance knowledge and share Best Practices of design within the real estate community.



hile interviewing candidates for employment, one of my favorite questions centers on teams, teaming and team experiences. Our professional service scopes require that we deliver solutions to complex problems – political (remember those entitlements meetings adjourning at midnight?); economic (your fees and designs cost how much for a life cycle of how long why?); social (what’ll the impact be on both users and the broader community?); and technical (function, aesthetics, health, safety, welfare, building science, project delivery and risk management). Wow, those are lots of responsibilities! One person can’t solely provide responses addressing these complexities; we require team structures and teammates to do so. Most of the above focuses on only half of a team’s purpose - the tasks. Why are we doing this? Who’s involved? What are stakeholder expectations and deliverables? When are they required? How can we leverage our tools and processes to do all of that? Holy cow… There’s another half of the team equation – our relationships. This can be the more challenging part. Relationship-building requires special attention to and interaction

By Mark Kill, AIA, LEED AP, CDT with our teammates. Teams are a series of variable Venn diagrams. We participate in project team—the internal team; the broader consultant teams; the still wider owner/ contractor teams including programmers, users, subcontractors and suppliers; and finally, third party regulatory and jurisdictional authority teams. Parroting and active listening are two ways to help ensure clear communication. OK, that’s a lot of love that has to go around.

eureka! There are then possibilities for confusion, anxiety, frustration and more. There’s a solution to it all, though.

Hold on now, there’s more love needed! We’re also involved in corporate teams: our particular Specialty Practice Group; design disciplines; our various offices; and support groups consisting of marketing and business development, technical service, business, human capital and risk management functions, information systems, and administrative support. I’m worn out, but I need to keep the love coming.

The answer is situational awareness and active participation. Team leaders inspire trust among teammates as foundational. Team dialog, commitment and accountability are the following assemblies. Results are the rewards. We understand that our team’s intentions are good and that we operate with each other’s interests and the team’s goals in mind. We openly discuss our differences while avoiding destructive, interpersonal politics. We share our understandings of goals, decisions and assignments – there’s buy-in. Finally, we’re willing to make our teammates aware of performance; the tasks, or behaviors; our relationships, which can derail the team’s success. We celebrate victories and dissect challenges for future improvement.

So, we not only have to get our work done and our solutions and services delivered, we have to pay attention to and nurture one another while doing it. That can be taxing when heaped upon design, its communication, coordination, quality management and deadlines. A bit of stress is added to the gumbo and

These are works in process as we continue practicing. In closing, I attribute what I’ve learned about fundamental teaming to my parents, siblings, wife and kids. I also recognize my coaches and mentors at Kennesaw State, Stephen Brock, David Tennant and our own, Kevin Cantley.

4th Congratulations!

quarter 2013

A heartfelt “Thank You� to those celebrating an employment anniversary in the Fourth Quarter of 2013.


Kevin Cantley Pope Bullock

President/CEO 33 years with firm

Principal 32 years with firm

Angelo Carusi

Principal 30 years with firm

Project Architect 20 years with firm

Librarian 20 years with firm

William Collier

Lauren Perry Ford

Jun Li

Brandon Danke

Khrysti Uhrin

Project Manager 15 years with firm

Project Architect 14 years with firm

Manny Dominguez

Jason Albers

Director of Design 6 years with firm

Staff Architect 4 years, prior cc service 4.8 years with firm

Architectural Staff III 14 years with firm

Mikki Cash

Marketing Coordinator 3 years with firm

Lee Ayers

Project Manager 9 years with firm

Betsy Kill

Project Architect 9 years with firm

Christopher Lazarek Nicole Seekely Landscape Designer 1 Intern Architec 3 years, prior cc service 3 years with firm 2+ years with firm

Allen Dedels

Project Manager 20 years with firm

Richard Lee

Architectural Staff III 7 years with firm

Alysha Buck

Intern Architect 3 years with firm

Brandon Lenk

Lesley Braxton

Ben Gholson

Architectural Staff I 4 years, prior cc service 1.67 years ith firm

Project Architect 3 years with firm

Architectural Staff I 3 years with firm

Lynnette McKissic

Ty Shinaberry

Emilia Delsol

Studio Administrator 1 year with firm

Project Manager 1 year with firm with prior service

Gwen Kovar

Interior Designer II 3 years with firm

Abbey Oklak

Certified Planner 2 years with firm with prior service

Janet Diercks

Specifications Manager 2 years with firm

Receptionist 1 year with firm

“Welcome” to our “first round draft picks” beginning their careers at Cooper Carry.

Joseph Almeida Intern Architect

Samantha Yeh Student Architect

Heba Bella Elamin Student Architect

Robert Edsall Intern Architect

Ansu Zaza

Systems Engineer I

1st quarter 2014 Congratulations!

A heartfelt “Thank You” to those celebrating an employment anniversary in the First Quarter of 2014.

Jerry Cooper Sherry Wilson Greg Miller Keith Simmel Christopher Bivins Principal 54 years with firm

VP of Finance 32years with firm

Principal 29 years with firm

Principal 22 years with firm

Andres Rubio Layton Golding Chris Culver Nate Williamson

Project Architect 13 years with firm

Brent Amos

Project Architect 6 years with firm

Project Manager 11 years with firm

Project Architect 11 years with firm

Bobbi Sweeney Amanda D’Luhy Marketing Coordinator 5 years with firm

Marketing Manager 4 years with firm

Design Architect 11 years with firm

Project Architect 18 years with firm

Nancy Gomez

Billing Administrator 14 years with firm

Steve Jackson Steve Carlin

Project Architect 10 years with firm

Senior Graphic Designer 8 years with firm

John Beres Gary Brown Krista Dumkrieger Architectural Staff III 4 years with firm, prior cc service 8.75 years

Intern Architect 3 years with firm

Intern Architect 3 years with firm

Matthew Carr

Rick Casey Rod Johnson Younghui Han

Project Architect Project Interior Designer Office Assistant 3 years with firm, prior 3 years with firm, prior 3 years with firm, prior cc service 3.4 years cc service 7.9 years cc service 10.25 years

Cherie Caines

Architectural Staff III 3 years with firm, prior cc service 6.5 years

Architectural Staff III 3 years with firm

Xin Xu

Gary Elder

Claudia Lofton

Alex Fortney

Andrew Telker

Interior Designer I 2 years with firm

Jessica Moeller

Intern Architect 1 year with firm

Architectural Staff 1 year with firm

Interior Designer III 3 years with firm

Intern Architect 1 year with firm

Zach Wilson

Brandi Haughton

Marketing Coordinator 3 year with firm

Project Interior Designer 3 years with firm, prior cc service 5.2 years

Intern Architect 3 year with firm

Florence Giordano

Oscar Perez Rick Snider

Office Manager 2 years with firm, prior cc service 2.3 years

Director of Design Senior Graphic Services for Government Designer 2 years with firm 2 years with firm

Emily Finau Lydia Caseman

Intern Architect 1 year with firm

Executive Assistant 1 year with firm

Jason King

Project Architect 1 year with firm

“Welcome” to our “first round draft picks” beginning their careers at Cooper Carry.

Kelly Zimmer

Student Non-Architectural

Jessica Burgard Project Architect

Shawn Huang Staff Architect

Robert Aydlett Project Architect

Alexis Jones

Vinnie Yee Kim Rousseau Intern Architect

Director of Interior Design

Kristin Novak

Whitney Carter

Anshul Bhargava

Andrew-Marc Thomas

Richard Berrios

Mushtaque Abban Stuart Thiel

Donnie Bass

Joe Martin

Andrew DaCosta

Vincent Velasco Intern Architect

Interior Designer I

Staff Interior Designer

Intern Architect

Intern Architect

Intern Architect

Intern Architect

Vincent Brownbill Project Architect

Architectural Staff I

Intern Architect

Intern Architect

Intern Architect

Intern Architect

Xinyao Qin

Intern Architect

Robin Lackey Project Architect

Mayur Patel

Architectural Staff I

Resourceful To Say The Least

To say that our Resource Librarian is very resourceful would be a huge understatement. Betsy Kill began her career at Cooper Carry some 30 years ago when she joined the firm as an administrative support team member. During the ensuing years, she married, took some time off to raise a family and would occasionally come in to work on special projects. “Diane Monroe believed that if the firm had a special project, I would be the ideal person to jump in and manage it to completion,” says Kill. Her special projects soon led her back to the firm on a part-time basis as the needs of her family continued to change.

When Cooper Carry began offering interior design services as a complement to its burgeoning practice areas, Kill returned as the Resource Librarian to build, organize and maintain a working materials library. In her present roll in Atlanta, she maintains a library of about 600 square feet

filled with material samples, specification books, and other product and trade technical resource materials, which the architects and designers use on a daily basis. “Much of my time is spent talking with manufacturers’ reps who provide samples per our requests or have something they believe we might incorporate into future projects,” Kill relates. She then catalogues the items and shares them with the design teams.

In addition to managing the library, she also coordinates the Atlanta in-house Brown Bag Seminars and Technical Lunch & Learns each month. Brown Bag Seminars are of varying subjects and are designed to educate our staff related to project management. The Technical Lunch & Learns are generally sponsored by a manufacturer to better acquaint and educate attendees about a particular product or design approach. As the coordinator for these events, Kill assists in developing the presentation calendar, manages the

set up of the venue, and generally handles the catering interface and promotion for the event. “These events are very helpful to all of the architects and designers because they bring the product to light and we get to not only touch and feel the materials, but have access to the reps so that we can ask very detailed questions about it. Without Betsy’s coordination, attention to detail and her enthusiasm in getting us to attend, we would have a certain void in our materials program,” says long-time Cooper Carry architect, Rick Fredlund. Notwithstanding Kill’s full-time responsibilities in the library, she can often be seen helping the administrative staff with a project or pitching in to pull a last-minute assignment together. For several years, Kill co-chaired the firm’s annual United Way Campaign and she did a yeoman’s job at that! Suffice it to say, Kill is one resource who offers support and brings value to our projects and their teams.




ツゥCooper Carry Inc. 2014

Aspire magazine Vol 7