2. Tonight
• Our Process
• Findings / What we learned
• Region / Covington’s niche
• Opportunity / Change is possible
• Scenarios / Idea testing
• Engagement / One voice
• Next Steps / Getting it done
• Questions and Ideas
3. SDAT Team
Paul Fontaine
Kofi Boone, ASLA
Jessica Strauss
Deborah Moore
Darrell Moore, FAIA
Glenn Kellogg
Elise Ross, University of Michigan
Christian Roadman, University of Michigan
4. Process
• 2 visits
– Research
– Team building
– 3 days
• Tours
• Interviews
• First impressions
• Idea testing
• Recommendations
11. Sustainable Cities:
the triple bottom line
Sustainable
Social
Environmental Economic
mix of housing options
access to amenities
transportation options
walkable
green spaces
efficient use of land
local services
mix of jobs
feasible
12. Sustainable Neighborhood Goals
mix of housing options
access to amenities
walkable to jobs and services
green spaces
efficient use of land
anchor institutions
feasible
16. Market Trends for Walkable Neighborhoods
6 in 10 prospective
homebuyers chose
walkable neighborhoods
with less time spent driving
Source: 2011 Community Preference Survey by
National Association of Realtors and
Smart Growth America
28. Randolph Park
• Making great places
• Three scenarios
• Trade offs, finding opportunities
29. What a Public Space can be
• Great places have great stories
History and Change
Culture
• Great spaces are connected
To each other
To the larger world
• Great spaces adapt and respond
Physical and human development activity
Social and political centers
37. What a Public Space can be
• Great places have great stories
History and Change
Culture
• Great spaces are connected
To each other
To the larger world
• Great spaces adapt and respond
Physical and human development activity
Social and political centers
41. • Great places have great stories
History and Change
Culture
• Great spaces are connected
To each other
To the larger world
• Great spaces adapt and respond
Physical and human development activity
Social and political centers
What public space can be
58. What is a Community School?
• Learning community for all ages
Fun after-school learning programs
Adult education and training
• Resources and services – located or
linked
Recreation for different ages, different times
Health services
• Collective problem-solving
65. Basis for Effective Community
Development –
to Build a Healthy Vibrant
Neighborhood where Residents
can live, work and play.
66. Community Engagement
Opportunity for residents to contribute and
influence outcomes which directly affect their
lives.
•
Stakeholders
•
Structure
•
Communication
•
Consensus
67. Stakeholders
Builds wider power base & levels of influence
•
Residents
•
Business Leaders
•
Schools
•
Churches
•
Social Services
•
Youth Groups
68. Structure
Helps Raise the Awareness of the
Group
•Steering Committee
•Non Profit Organization
•Short Term Group
73. 1. Real Community Engagement
2. Consider the ideas – build a plan
3. Work with Partners - Start Now!
What’s Next?
74. Consultant to bring people
together, reach consensus
Create inclusive
structures
Communicate!
Real community engagement
75. Listen to all voices
Value
• History
• Connectedness
• Adapting to Future
Prioritize
• What goes in the park
• What comes into the neighborhood
Consider scenario ideas
76. Revive community
gardens, host a
farmers’ market
Partner: Gateway,
Extension Services
Start Now – with Partners!
Insert graphic of site
analysis plan
77. Insert graphic of site
analysis plan
Neighborhood tours
Host walking tours
starting at the Park
Take field trips
79. Insert graphic of site
analysis plan
Plan fun activities
Game days for kids
and families
Nature walks down
Greenway
Partner: Youth groups,
schools, Conservancy
88. Newport, VT
Revitalization Momentum
• Newport, Vermont (2009)
• Last town in state to
receive downtown
designation, double-digit
unemployment
• Resident: “I’ve seen
Newport come, and I’ve
seen it go”
• Newport, Vermont (2011)
• $250 million in new
investment, and 2,000
new jobs
• “The biggest change here
has been one of attitude.
Now we realize that
through partnerships, we
can do anything. Now,
nothing is impossible.”
89. Newport, VT
• Initial: Community Garden (32 community partners)
• Modest, volunteer-driven: “Grow a Neighborhood” initiative,
Chairbombing
• Small, city supported: Ped improvements, façade improvements
• Partnership: Community code reform
• Private Sector: 6 new restaurants, including, Crowdfunded
restaurant, “Taste of the Town”, Regional Tasting Center
• Boutique hotels
• Major waterfront resort
• Foreign Trade Zone – Korean biotech and others
• Over $250 million and 2,000 new jobs in a town of 5,000 in just
a couple of years
Editor's Notes
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.”
