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Smart growth citizenship
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  • Because we were everywhere, we got really good at networking…bringing people together, sparking a conversation and then serving as a resource for those organizations.
  • Because we were everywhere, we got really good at networking…bringing people together, sparking a conversation and then serving as a resource for those organizations.
  • Application process, letters of support, mayors letter, diversity of letters
  • Application process, letters of support, mayors letter, diversity of letters
  • A lot of public outreach and fundraising
  • And partnerships and sponsors
  • What came out of Tampa’s SDAT were 5 areas of focus which we use to select and implement projects that will build on the goals of making Tampa more sustainable. These categories direct the Urban Charrette’s 5 year Strategic Plan.
  • create a shared vision that will promote and connect development along the Tampa Riverfront.• To initiate a partnership among the stakeholders and a strategy to capitalize on the City’s major asset.
  • create a shared vision that will promote and connect development along the Tampa Riverfront.• To initiate a partnership among the stakeholders and a strategy to capitalize on the City’s major asset.
  • create a shared vision that will promote and connect development along the Tampa Riverfront.• To initiate a partnership among the stakeholders and a strategy to capitalize on the City’s major asset.
  • create a shared vision that will promote and connect development along the Tampa Riverfront.• To initiate a partnership among the stakeholders and a strategy to capitalize on the City’s major asset.
  • create a shared vision that will promote and connect development along the Tampa Riverfront.• To initiate a partnership among the stakeholders and a strategy to capitalize on the City’s major asset.
  • This was the design/idea
  • This is what it looked like
  • This is how it felt
  • Getting people to consider how streets can be better and how we can adapt our lifestyles
  • The Urban Charrette achieved Conceptual Kiley in mid-2007. The community outreach event and competition was designed to educate the Tampa community about the importance of vibrant public spaces as well as to highlight one of Tampa’s neglected treasures, Kiley Gardens
  • The Urban Charrette achieved Conceptual Kiley in mid-2007. The community outreach event and competition was designed to educate the Tampa community about the importance of vibrant public spaces as well as to highlight one of Tampa’s neglected treasures, Kiley Gardens
  • Designers, community members, students, artists, and organizations were invited to create artistic, faux, freestanding trees to display where the garden’s original trees were planted in this downtown Tampa landscape. As part of the event, the artistic trees were auctioned, with the money going to the Friends of Kiley Gardens, a non-profit organization working to restore Kiley Garden. In 2007, the project received the Best Artful Protest Award from Creative Loafing.
  • It creates VISION and VALUES
  • Concepts and hierarchy in design terms
  • Groups come to us for help, use us a resource, we are invited to sit at the table to discuss the future of Tampa
  • Choices, options…how do you get people to care enough to do something
  • Groups come to us for help, use us a resource, we are invited to sit at the table to discuss the future of Tampa
  • Regional and Urban Design Assistance Team projects have occurred for over 46 years, and Sustainable Design Assessment team programs were created as a companion program in 2005. We’ve now held well over 200 projects across the country.
  • Each DAT is comprised of a 3-5 day event. They take place in communities as small as Guemes Island (which boasts approximately 100 permanent residents) to cities such as Miami and Los Angeles. We bring multi-disciplinary teams of volunteer professionals together in teams that are specifically tailored to each communities needs, and engage the community in a visioning process, ultimately creating a blueprint for their future.
  • I’ve chosen two communities to illustrate the program more completely. The first is Port Angeles, WA, a community that provides the gateway to Victoria, Canada via a relatively short ferry.
  • Port Angeles applied to the SDAT program in 2009, asking us to bring a team of professionals to give them an objective outsider’s view of the community. They specifically requested strategies to enhance their tourism opportunities and capitalize on their proximity to Victoria, with a focus on short term and easily achievable goals as well as longer term, more ambitious recommendations. We put together a team that looked at issues associated with natural systems, transportation and transit, economic development, and urban design.
  • The team embarked on a three day charette, ultimately involving over 100 stakeholders and several hundred community members.
  • Just two weeks after the SDAT presented more than 30 recommendations, the Port Angeles Forward committee unanimously agreed to recommend 10 of those items for immediate action.
  • The planning department distilled the SDAT report into a checklist of implementation items. These lists were distributed at public meetings, which allowed the community members to indicate their own priorities. The PA Forward committee then took the community’s preferences and created a scheme for prioritization and implementation.
  • less than a month after the conclusion of the SDAT, the community joined together in an effort to revamp the entire downtown, starting with a physical face-lift. Community members donated paint and equipment, and residents picked up their paintbrushes to start the transformation.” During the first summer of implementation, over 43 buildings in the downtown received substantial upgrades, including new paint and other improvements. This effort led to a formal façade improvement program that extended the initiative exponentially. The city dedicated $118,000 in community development block grants for the effort, which catalyzed over $265,000 in private investment.
  • Port Angeles also implemented a signage and wayfinding program, which at last allowed them to capture some of those visitors who came to Port Angeles merely for its proximity to Victoria.
  • The city also moved forward with substantial public investment in its waterfront, which had a dramatic impact in inspiring new partnerships and private investment. Three years later, the city had over $75 million in planned and completed investments and had turned the corner by producing huge civic momentum across the community. In June 2012, Port Angeles was recognized with a state design award for its waterfront master plan.“The City of Port Angeles SDAT experience was far more than just a planning exercise. This opportunity for our community was a catalyst for action, implementation and improvement. Three years after the SDAT team arrived, the progress and excitement continue. A primary outcome has been that the process awakened community pride and inspired a “together we can” attitude. Today the inspiration remains and the elements and recommendations of the program continue to be the driver for publicly endorsed capital projects and investments in our community. More importantly this sustainable approach has tapped into the core values and priorities of our citizens to ensure a better and more balanced future for our City.”
  • Newport was the last city in Vermont to achieve downtown designation from the state. It had some of the highest unemployment (double digits) in VT. They submitted an application to the RUDAT program because they decided that they were done being last, and were instead ready to be first. Newport hosted the first R/UDAT in state history. Hundreds of residents and stakeholders participated in the process.
  • We recruited a multi-disciplinary team to look at the issues and create a strategy for moving forward.
  • Much like Port Angeles, Newport moved forward into implementation within days of the conclusion of the R/UDAT project. They held public meetings in which community members literally designed, crafted, and installed a new wayfinding and signage program.
  • the R/UDAT team included a recommendation to create a community garden downtown. Newport created a community garden with over 32 organizationalpartners. They took advantage of existing capacity – a downtown parking lot that was donated – and not only created a garden, but programmed it to have a transformational impact. Out of the community garden, the “Grow a Neighborhood” program was created, teaching neighborhood residents about urban agriculture, providing space for family plots, and engaging local restaurants in a farm to table initiative. Six new restaurants opened in the downtown during the first two years of implementation.
  • Newport also took advantage of widespread community participation in the R/UDAT to engage citizens in code changes, designing a participatory process to create the first form-based code in the state. Again, the community members literally wrote the new code.
  • New investments include boutique hotels, a tasting center featuring regional agriculture, and a waterfront resort. The city also created the state’s first foreign trade zone, attracting a Korean biotechnology firm and other businesses.
  • As a Newport resident put it, a civic “attitude adjustment” occurred because of the widespread participation during the R/UDAT, saying that “When you have people working together, things can happen and do happen. That’s the most important change that has occurred – a change in attitude. All of a sudden, nothing is impossible.” Putting the work in to achieving that broad based participation ensures that a community does not simply undergo the usual political process.
  • We don’t hold closed door meetings. We don’t bar the press; quite the contrary, we invite them in to participate throughout the process. We do everything we can to ensure a transparent process, thereby avoiding accusations of hidden deals and elite decision making. We find that goes a long way to gaining the trust and buy-in of the community.
  • Newport has taught us that there is no such thing as too many partners. One single person or organization has an uphill battle to achieve true success; combining forces and efforts can ultimately make all of the difference.
  • Transcript

    • 1. Smart Growth Citizenship
    • 2. Motivations for today’s session• Planners vs. The Public. “When we ask, “What would you like to see here?”, we suggest that all ideas have comparable merit. That they’re all equally worthy of implementation, even though we know that’s not the case. We lead people to believe that if they ask for a library, there will be a library, regardless of whether or not one’s needed. Or budgeted. Or carries with it the necessary political will to become real. We draw the requested coffee shop or grocery store, with no consideration of market demand or the fact that the city plays no role in leasing decisions. We take orders when we should be leading participants towards answers.” – A blog published this week• Stress over constrained public resources. “We don’t want another plan. We have plenty of them. They all sit on the shelves. We need an implementation strategy.” – Local officials in communities all over the country
    • 3. Brief History of a Movement Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody 1960s -- Jane JacobsBehind all the current buzz aboutcollaboration is a discipline. And withall due respect to the ancient arts ofgoverning and diplomacy, the morerecent art of collaboration doesrepresent something new -- maybeCopernican. If it contained a siliconchip, we‟d all be excited.-- John Gardner 1990s
    • 4. Look @ What‟s Happening Today• National League of Cities survey of U.S. Cities (2010) - 81 percent use public engagement processes "often" (60 percent) or "sometimes" (21 percent)• American Planning Association (2012) – “More than 50 percent want to personally be involved in community planning efforts, including more than half of Democrats, Republicans, and independents as well as majorities of urban, suburban, and rural respondents.”• The Citizen Planner is pervasive, and the intellectual children of Jane Jacobs are ever-growing. Civil Society rules.
    • 5. Local Government is Well-Positioned• Non-Partisan. Over 60 percent of local Govs are Council-Manager systems.• Trust in Government. 74 percent trust local government (as opposed to just 34 percent for Congress)• Social Capital Peaking. recent study: 76% trust most or some of their neighbors, 44% talk to them frequently and 65% exchange favors.
    • 6. So-called „Secrets‟ to success• Emphasis on civic, not political• Vision tied to action• Community Engagement and Process• Novel Partnerships• Extend and Expand Community Investment• Customization
    • 7. Facilitating Citizen-Led Change• Democratic wave during last 25 years at the local level• Decentralization - Neighborhood Council Systems and Neighborhood Associations• Aggregation – “there‟s an app for that.” Civic multipliers, crowdsourcing/crowdfunding ($1.5 billion in 2011)• Tactical Urbanism – start small, scale up• Empowerment – over 100 Neighborhood College and Citizen Academy programs
    • 8. Civic Strategy• Re-orient government and expand notions of the public sector to include the public• Designer Democracy: Orient design/planning profession to serve the public interest and be driven by it.
    • 9. “We have no public resources to implement”• Volunteerism = $171 billion (only 64 mill people)• Total Charitable Giving = $298.42 billion.• Non-profits = $300 billion in investment into local communities• Over half of all states have enacted legislation to enable private-sector participation in infrastructure projects, where there is an estimated $180 billion to be leveraged• Crowdfunding - $1.5 billion in 2011 alone
    • 10. So, what does this mean and how does this happen at the community scale?• Joel Mills, American Institute of Architects• Taryn Sabia, The Urban Charrette, Tampa• Erin Simmons, American Institute of Architects• Jim Diers, Neighbor Power
    • 11. The Urban Charrette is a Tampa-based non-profit organization thateducates and collaborates withcommunity, business, government,and education leaders cultivatingknowledge of leading urban designpractices to build vibrant cities.Smart Growth Citizenship: How Grassroots Action is Transforming Communities, Kansas CityFebruary 09, 2013
    • 12. We are… designers activists urbanists volunteers organized by young professionals We are Grassroots
    • 13. Our Role in the Communityvenue for civic design initiativesfacilitator of the conversationinvolve citizens in actively shaping the built environment andultimately making their neighborhoods and cities betterplaces to live.
    • 14. What we are up against…• No hierarchy to channel growth• Decentralized districts/region• People LIVE in Tampa, but LOVE where they “came from”
    • 15. In other words• Sprawl Centric• Developer Driven• Automobile Dependent• Lack of a STRONG Identity (vision)
    • 16. What we are doing about it…Serve the community as citizen urbandesigners in a Frontier Town
    • 17. The approach…solve the problems through DESIGNDesign Process• Create a Shared Vision• Establish Hierarchy
    • 18. The approach…• Omni-Present• Building a Network• Entertaining Education• Tactile Urbanism• Idea Farming
    • 19. Be everywhere, all of the time…The organization is more powerful as an IDEArather than individual personalities or a singleentity.
    • 20. Momentum Drivers• Saturday morning workshops• Coffee shop gatherings• Participated on committees (many)• Attended farmers’ markets• Spoke at City Council hearings and public presentations
    • 21. Silo-Busting: redefine the roles of professionalsin the communityBridging the Gap: connecting communitygroups and resources
    • 22. Mind Your Planners: Social Networking for Better Urban Design “To stir the pot, Fritz, 33, a graduate of USFs School of Architecture, and fellow architect Taryn Sabia, 28, founded a group called Urban Charrette earlier this year. Their goal, in a nutshell, is to make urban planning accessible -- even cool and fun -- to a crowd comprised not just of architects and designers but citizens at large.” - Megan Voeller Creative Loafing Tampa Published 08.29.2007
    • 23. • Create a forum for communication through venues and social media (face-to-face is still the way to go)• Establish key community partnerships and nurture relationships between the good, the bad, and the ugly
    • 24. Successes…Downtown Festivals Small Businesses and organizationsCommunity Gardens Neighborhood leaders and City Council membersand SDAT: Connecting Tampa
    • 25. What is the SDAT program?The SDAT program is acommunity assistance programthat focuses on the principles ofsustainability. SDATs bring teamsof volunteer professionals (suchas architects, urban designers,landscape architects, planners,hydrologists, economists,attorneys, and others) to workwith community decision-makersand stakeholders to help themdevelop a vision and frameworkfor a sustainable future.
    • 26. SDAT brought together…Municipal LeadersCounty OfficialsPlanning CommissionElected OfficialsCommunity LeadersOrganizationsCitizensStudentsBusiness LeadersMany of these groups hadnever talked to each otherbefore and those that didtended to be injurious
    • 27. connecting tampathe components of SDAT Tampa how does a cash strapped non-profit pull off an SDAT?  Open Mic Discussions  Planning Commission Presentations  Tampa Downtown Partnership Presentations  AIA Emerging Leaders  Pecha Kucha  Community Radio  Neighborhood Group Presentations  Local News Media (Creative Loafing, Tampa Bay Business Journal, St. Pete Times)  Public Events  Ybor Market  Downtown Market  Neighborhood Group Presentations -Fundraisers
    • 28. connecting tampaproject partnerssilver sponsorsbronze sponsors
    • 29. connecting tampa Long Term Recommendations  sustainability first  light rail focus  environmental / economic  more than museums  community planning  education and empower
    • 30. connecting tampaWhat came out of Tampa’sSDAT…5 focus areas that will buildon the goals of makingTampa more sustainable
    • 31. Reaching the community at large through fun,interactive events which inform consensusbuilding effortsOpen Mic NightUrbanism on TapTransit TalkWater Taxi Charrette
    • 32. The Urban Charrette’s OpenMic Night series is designedas a forum where thecommunity can openlyinteract with experts on aparticular topic andprovides the opportunity fordialog on issues that faceour city.
    • 33. The Urban Charrette isteaming with CNU Tampa tohost discussions on “Us, Them,and the City: A SeriousDiscussion Calls for SeriousDrinks.Engaging youngprofessionals where they go,the bar.
    • 34. Project Overview Tampa Watertaxi Vision Celebrating Tampa‟s waterfront by Charrette giving people an enjoyable transitexperience that connects the City‟s natural and urban environments. Tampa Downtown Partnership A major feasibility study had been finished by HillsboroughCounty – but what would it look and feel like?
    • 35. Tampa Watertaxi CharretteThe “HYDRO” is a waterborne commuting systemwhich connects theTampa community alongthe Hillsborough River byproviding an alternativetransportation choice toresidents and visitors thatis accessible, visible, andmarketable.
    • 36. Tampa Watertaxi Charrette• Unify our urban waterfront neighborhoods.• Create stronger links between the riverfront and adjacent neighborhoods.• Connect the network of cultural venues.• Educate the public about our Estuary.• Activate the Tampa Riverwalk from the river’s edge.• Enhance the quality of life for local residents and visitors.• Increase public use of the riverfront.• Celebrate place at each designated stop through heritage markers,imagery, and public art.
    • 37. Tampa Watertaxi Charrette
    • 38. Tampa Watertaxi Charrette
    • 39. Active Learning through EXPERIENCE• Mobility Market• Conceptual Kiley• ECO.lution
    • 40. Urban Charrette can seem likea guerrilla movement in itsapproach to influencing urbandevelopment, compared tothe usual process of meetings,hearings and deals betweenpoliticians, officials anddevelopers that often takeplace in paneled andupholstered chambers. -83 Degrees
    • 41. Mobility MarketTransformation of a downtown  Feature local agencies,street into a COMPLETE STREET businesses, and organizations with informative exhibits  Promote good design and improved mobility in Downtown  Support alternative modes of transportation (electric cars, transit, bike, pedestrian, etc.)  Create a sensory experience through a live complete street demonstration
    • 42. Mobility Market
    • 43. Mobility Market Sidewalks Bike lanes What is a Complete Street? Wide shoulders Plenty of crossing opportunities Bus shelters & crossings Sidewalks bulb-outs Café Seating Representatives from four agencies: TBARTA, HART,Hillsborough MPO and the City of Tampa
    • 44. Mobility Market
    • 45. Mobility Market
    • 46. Mobility Market
    • 47. Mobility Market
    • 48. Conceptual Kiley
    • 49. Conceptual Kiley
    • 50. Conceptual Kiley
    • 51. Conceptual Kiley
    • 52. The purpose of ECO.lution is to reach atipping point, said City Council memberLinda Saul-Sena, who has beensupportive of the effort. "Once a criticalmass has this vision for a sustainablecommunity, then the vision is possible."
    • 53. Why is this approach important?
    • 54. VISION +VALUES
    • 55. Because we are working to overcomeapathy by making it fun and interestingIn order it to build…CIVIC INFRASTRUCTURE• Build a framework for people to get invested• Value community, value place
    • 56. Why Civic Infrastructure Matters…Tampa population in 2011, 346,037• 25% under age 18• 10% 18-24• 32% 25-44 young professionals• 20% 45-64• 12% 65 and older32% of people 25+ have a Bachelors Degree or higherMayoral Election in 2011• 190,629 registered voters in the City• Voter turnout 22% (42,486)• Less than 5% were age 25-44 (young professionals)
    • 57. How do we know it’s working?IDEA Farming…The issues are big and require a lot of partners,community consensus, and actions.New groups approach the Urban Charrette as aresource, the seeds are planted - we now helpgrow IDEAS from the community, for thecommunity!
    • 58. • Since 1967…Collectively the DAT program, a public service of the AIA, represents over 1000 professionals from more than 30 disciplines providing millions of dollars in professional pro bono services to more than 200 communities across the country.
    • 59. R/UDATs & SDATs
    • 60. A 3-5 day event… In communities that range from Guemes Island, WA to Miami, FL… With multi-disciplinary teams tailored to each community… Engaging and empowering the community to define their own process and vision.
    • 61. DAT Principles• Multi-Disciplinary Team• Objective Outsiders• Community Participation
    • 62. Port Angeles, WA SDAT (2009)
    • 63. Port Angeles asked SDAT looked at: for:• An outside eye on community • Views, Viewsheds and needs Natural Systems• Ideas to enhance • Sustainable Transportation Tourism/International Corridor • Downtown Gateway• Improvements for Residents Corridor AND Visitors • Downtown Parking • Economic Development• Short term easy items • Urban Design• Long term costly items • Signage & Urban Design
    • 64. Immediate Implementation1. Parking study in the downtown area.2. Increase housing opportunity and multi‐use buildings in downtown.3. Institute the use of form based codes rather than conventional zoning.4. Remove the parking regulations in downtown and let the market drive parking.5. Return the Farmers Market to the downtown area.6. Signage and wayfinding system for pedestrian and vehicles.7. Improve existing buildings (appearance, facades, etc. in downtown and elsewhere).8. Provide visitor information kiosks.9. Create an entryway monument.10. Create nodes / centers of key intersections.
    • 65. Prioritization• Staff picked through and identified implementation items• Survey at Public Meeting• Committee Review and Prioritization
    • 66. Façade Improvements
    • 67. Wayfinding & Signage
    • 68. PA Today: $75 Million in New Investments
    • 69. Newport, VT R/UDAT (2009)
    • 70. Newport asked R/UDAT looked for: at:• Strategies for adaptive reuse. • Housing• Enhanced ties to the • Economic Development waterfront. • Tourism• Multimodal circulation and • Downtown & Historic linkage throughout all nodes of Preservation Newport. • Natural Environment &• Conceptual designs for an Community Open Space inviting streetscape. • Civic Health• Alternatives to existing land • Vision of the City use regulation constraints.
    • 71. Key Recommendations1. Pool collective talent and resources across the community to address critical issues.2. Implement a new wayfinding and signage system.3. Engage the Community in the Design, Creation, and Maintenance of a Community Garden.4. Convene Stakeholders to Address Loitering Concerns in the Downtown.5. Create a youth Commission or Youth Advisory Council.6. Write and implement a new form based code.7. “Vestpocket” Park Downtown.8. Take full advantage of the Rail Corridor at the Waterfront.9. Visual Repair with Recreation Potential.10. Increase Environmental Art.
    • 72. Wayfinding & Signage
    • 73. Community Garden
    • 74. Form Based Code
    • 75. Newport 2.0: $250 Million in New Investments• 2011 – Newport receives Foreign Trade Zone status• 2011 – Canadian manufacturing firm co-locates here• 2011 – 2012 – Vermont biotech firm re-locates here• 2012 – 2013 – South Korean biotech firm co-locates here• 2012 – 2013 – Senior residential resort is built• 2013 – 2 014 – Waterfront resort conference center opens• 2013 – 2014 – Re-development of blighted block on Newport’s Main St.
    • 76. Lessons Learned- Broad Community Participation
    • 77. Lessons Learned- Transparent Process
    • 78. Lessons Learned- Form Partnerships
    • 79. GROWTH ISN’T SMARTUNLESS IT GROWS COMMUNITY
    • 80. Christchurch, New Zealand
    • 81. Blue Pallet Pavilion
    • 82. St. Luke’s Labyrinth
    • 83. Dance-O-Mat
    • 84. Cycle-Powered Cinema
    • 85. Think Differently Book Exchange
    • 86. Urban Poetica
    • 87. POWER OF COMMUNITY • Respond to Disaster • Prevent Crime • Promote Health • Care for One Another • Care for the Earth • Strengthen Democracy • Advance Social Justice • Create Great Places
    • 88. STEPS GOVERNMENT AND PROFESSIONALS MUST TAKE TO PARTNER WITH COMMUNITY
    • 89. Move from Siloed Thinking
    • 90. To Focusing on Whole Places
    • 91. Department of
    • 92. Little City Halls
    • 93. Move from Starting with Needs
    • 94. To Starting with Strengths
    • 95. Neighborhood Matching Fund
    • 96. Ballard Neighbourhood
    • 97. Carkeek Park
    • 98. Eastlake Neighbourhood, Seattle
    • 99. Phinney Neighborhood
    • 100. Uptown Neighborhood Restore paradise, garden a parking lot
    • 101. Belltown Neighborhood
    • 102. Beacon Hill Neighbourhood
    • 103. Eritrean Community
    • 104. Columbia City
    • 105. International District
    • 106. Fremont Neighborhood
    • 107. Move from Top-Down
    • 108. To Community-Driven
    • 109. Neighborhood Planning
    • 110. Washington State’sGrowthManagement ActRequires localgovernments in urbanareas to accept and planfor the bulk of thestate’s populationgrowth.
    • 111. City’s Comprehensive Plan
    • 112. Delridge Neighborhoods
    • 113. Value of Community-Driven Development•Builds on local knowledge, character and culture•Multiplies available resources•Results in more holistic and innovative projects•Creates ownership that leads to less vandalism andgreater maintenance, programming and use bycommunity•Builds stronger sense of community•Creates support for growth in a way that is trulysmart
    • 114. jimdiers@comcast.net

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