implementing a placemaking project a step by step guide · 2013. 3. 21. · 9. develop a visual...
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A Step by Step
Guide
Implementing a Placemaking Project
Involvement Process/Visioning
Place Improvement Strategies
Implementation Capacity Building
Create a Short Report and Presentation 10.
11.
12.
13.
9.
8.
7.
6.
5.
4.
3.
2.
1.
Develop a Visual Concept Plan / Diagram
Implement Short-Term Actions
Develop a Long-Term Design, Action & Management
Plan
Assess Results and Replicate
Translate the Ideas into Action with a
Working Group
Share Workshop Findings
The Placemaking Workshop
Prepare for Place Evaluation Workshop
Data Collection
Assess Public Space Challenges
Identify Key Stakeholders
Select a Site
1. Select a Site
The best sites are:
• Connected, catalytic spaces
• Have political potential
• Can get people excited
• Have many partners and stakeholders
• Desperately in need of help!
• Endangered or at risk from some
development
• Constantly complained about
What Types of Sites? Key destinations
• Schools
• Pocket Parks
• Playgrounds
• Local Stores (outdoor displays,
streetscapes, cafes)
• Mini-plazas (farmers’ markets,
performances, events)
• Transit Stations
• Religious Institutions
• Hospitals
• Major Streets and their Sidewalks
• Residential Streets
1. Select a Site
Typical stakeholders:
•Local officials
•NGOs
•Community groups
•Local experts
•Neighborhood councils
•Downtown organizations and area
retailers
•Managers or owners of properties
facing the site
•Government representatives who have a
responsibility for maintaining or
improving the space
2. Identify Key Stakeholders
Washington Square Park, New
York
2. Identify Key Stakeholders
Site assessment
Observations
Surveys
Sociabi
lity
Access &
Linkages
Comfort
& Image
Uses &
Activities
PLACE
3. Assess Public Spaces
Challenges
Houston Market Square
Square Assets
• The story and history told by the
works of art
• The artworks themselves
• The historical nature of the park
• The green, open space quality of the
park
• The beautiful oak trees and the shade
they provide
• The downtown location in the Historic
District
• The adjacency to the clock tower
• The surrounding historic buildings
and the adjacent restaurants/bars
High Point
Low Point
Natural slope
Market Square Issues
+
Channeled paths
Natural slope
=
Market Square Issues
Channelized paths
prevent easy
circulation and
movement through
the square
Market Square Issues
No way to walk from
one artwork to
experience another
Market Square Issues
Artworks that speak to
Market Square’s history
are difficult to see and
have been either
neglected or vandalized.
Market Square Issues
There are few reasons to
go to Market Square
Park.
-No park activities or
programs
-Few surrounding uses
that spill into the park.
- Unless you have a dog.
Market Square Issues
Signage in and around
Market Square is either….
…too intense…
…too discreet… …or inadequate
Market Square Issues
Adjacent properties are
dominated by parking
(50% of the uses that
face the park!).
Market Square Issues
The parkades do not
have any active ground
floor uses that contribute
positive energy to the
sidewalks.
Market Square Issues
Two active edges –
Travis and Congress
Street.
La Carafe, has the
added distinction of
being listed on the
National Register for
Historic Places.
Market Square Assets
Clear Crosswalks
Parallel parking (3 sides)
Bus connections
Market Square Assets
Mature trees line the
park’s perimeter and
are located in the
park as well
Market Square Assets
Market Square Assets
Public art works make an
important contribution
James Searles - “Points of View” Paul Hester - Etched Photos
Richard Turner, Doug Hollis – walkways,
plaza, architectural remnants Malou Flato - Tiled Benches
The Market Square Opportunity
What other focal points
and activities would
increase its user base?
and how do those
activities come
together to define
one destination –
Market Square?
The Market Square Opportunity
How can Market Sq expand outwards
and better relate to
its edges and draw in
the edge uses?
The Market Square Opportunity
4. Data Collection
Placemaking Process During the Holiday Season 2012
Interviews & Focus Groups
Key Stakeholder Meetings &
Interviews
Focus groups (neighborhood
leaders, food entrepreneurs,
DEDA)
Placemaking Workshops
Three Placemaking workshops
Total number of participants: 90
Broad mix of attendees:
41% downtown employees
20% downtown residents
13% city wide
25% area entrepreneurs
Number of zip codes represented: 27
Holiday Placemaking Hut
Two locations (Holiday Market &
D:Hive)
Estimated number of participants:
800+
Number of zip codes represented:
166
Home Zip Code –Market Hut Participants
Results
Top Specific Requests
Dog Park (48)
Food Trucks (28)
Bike Trails (25)
Buskers/Year round events (19)
Public restrooms (15)
Neon lights (14)
Basketball Courts (11)
Other Results…
Increased awareness of project (&
D:Hive)
People feel involved, engaged
A lot of excitement (and
expectation) created
Popular ideas tested and
confirmed
Specific people and groups who
can do things identified
Partners brought on board
Select workshop sites
Reserve meeting space
Set date, time,
agenda
Select and invite
participants
Organize equipment
5. Prepare for the Place Evaluation
Workshop
5. Prepare for the Place Evaluation
Workshop
6. The Placemaking Workshop: Place Evaluation Game/
Preparing
6. The Placemaking Workshop: Place Evaluation Game/
Preparing
Introduction
Self-Introductions
Objectives and Agenda
Power Point Presentation
Place Evaluation Game
Reporting Back
Closing Remarks/Next Steps
Compile & distribute a summary
of results
6. The Placemaking Workshop: Place Evaluation Game Process
6. The Placemaking Workshop: Place Evaluation Game/
Reporting Results
6. The Placemaking Workshop: Place Evaluation Game/
Reporting Results
7. Share Workshop Findings
A Step by Step
Guide
Translating the Program into Design
10. Create a Short Report and
Presentation
9. Develop a Visual Concept Plan
11. Implement Short-Term Actions
12. Develop a Long-Term Design,
Action and Management Plan
13. Assess Results and Replicate
8. Translate the Ideas into Action with a
Working Group
Next Steps
Step 8. Translate the Ideas into Action with a Working
Group
Form a Working Group
• Develop a Vision Statement
• Prioritize ideas for improvement
• Develop a draft place program
• Draw a bubble diagram of activities
• Identify things you need to know more
about
– Follow up surveys, analysis and
meetings?
– Outreach to new partners?
• Create a Short-term Action Plan
Step 8. Translate the Ideas into Action with a Working
Group
Stakeholder Interviews
• Bethany CC
• Camden
• Cameron Management
• COH/PWE
• COH/Planning
• COH/Sustainability
• Crowne Plaza River Oaks
• Gateway to Care
• Girl Scouts
• Gunda Corp
• HCC-SW
• HGAC
• HPARD
• Houston Tomorrow
• KPC
• Lamar HS
• Madison Place
• Mayor's Office
• Metro
• Playworks
• Red Cross
• St. John the Divine
• SCA
• UK TIRZ 19
• Upper Kirby Board Members
• Upper Kirby YMCA
• Volunteer Houston
• ZCA
VISION STATEMENT
• The Upper Kirby Civic Center will
become an active, dynamic, lively
community gathering space that is a
physical and programmatic center of
the Upper Kirby neighborhood,
reflecting its values, culture,
interests, and diversity. It will
be place that features all that the
area’s civic institutions have to offer – education, art, culture, fun, community, conservation,
public service, and economic
opportunity.
GOALS:
Create a sense of place and identity for both the
Upper Kirby neighborhood and for downtown.
Connect the existing area civic uses and services.
Provide active green space.
Help the Civic Center reach-out like an octopus
building thematic, programmatic and physical links
amongst themselves and with their neighbors.
Link important business services and resources to the
space and expand economic opportunities.
Celebrate the cultures and traditions of the community.
Power of Ten
The Ten Places of Upper Kirby
• 1. Eastern Gateway Plaza
• 2. Western Gateway Plaza
• 3. Lexington Street Entrance and Wedding Garden
• 4. Splash Fountain
• 5. Terrace Garden Café/Community Room
• 6. Dog Park
• 7. Children’s Play Area
• 8. Teen Area
• 9. Flexible Performance Space/Sports Field/Lawn Game
Area
• 10. Adult Game Area
• 11. Community Garden
• 12. UKMD/Civic Center Building
Step 9. Develop a Visual Concept Plan
Create a Concept Plan
- shows short-term improvements
- shows long-term improvements
Sketch or Photo - Simulation
5. Terrace Garden Café • A destination restaurant
• Outdoor terrace for dining and dancing.
• Weather protected
• Constructed out of recycled or
reclaimed materials
• Includes a meeting room/large private
dining room available
• A Farm to Table themed restaurant could
be appropriate. Special food themed
events
• The restaurant would have a small
parking lot tucked behind it with ADA
accessible spaces.
• If it were designed as a two story
building, it could have a green roof to
allow the restaurant could grow its own
vegetables and herbs.
Variables for Discussion
• Location/co-location of community
room and size
• Location and size of restaurant
(shown as 60’ x 32’ /2000 sq ft
• Retail along Richmond / market shed
• Garden expansion – what kind, in
which direction
• Water features: number, types,
locations
• Parking strategy
10. Summarize the Results of the Working Group Meeting
into a Short Report and Presentation
Report and Presentation should include:
• Vision Statement
• Goals
• Recommendations based on:
– Placemaking Game
– Working Group Sessions
– Surveys
– Interviews / focus groups
• Diagrams and Concept Plans
• Photo Illustrations
• Potential Partners
10. Summarize the Results of the Working Group Meeting
into a Short Report and Presentation
10. Summarize the Results of the Working Group Meeting
into a Short Report and Presentation
Step 11. Implement Short-Term Experiments/LQC
Create Implementation teams – experts and
community
Start with New Activities that are Easy to
Organize
•Clean-up, painting, etc.
•Temporary Events
Monitor Implementation
Develop funding & management structure for
short term
Campus Martius/Cadillac Square
LONG-TERM VISION
Detroit’s Town Square The center of a revitalized downtown, with a multitude of events all year long and a Central Market at Cadillac Square.
Campus Martius/ Cadillac Square Power of Ten
Campus Martius/ Cadillac Square LONG-TERM
Market structure Outdoor dining Shake Shack
Campus Martius/ Cadillac Square LONG-TERM
Campus Martius/ Cadillac Square LQC
Food Trucks
Campus Martius/ Cadillac Square LQC
Beer Garden Prepared Food
Market Surf Lounge
Campus Martius/ Cadillac Square LQC FOOD TRUCKS
Campus Martius/ Cadillac Square MARKETS
Campus Martius/ Cadillac Square SUMMER &WINTER BLAST EVENTS
Campus Martius/ Cadillac Square Basket Ball Court (Monroe
Lot)
2013 LQC Programs
Campus Martius
• Sunday evening music & theater:
weekly
• Sounds of Detroit: Friday
nights, bi-weekly
• Outdoor movies: bi-weekly,
Fridays
• Detroit Jazz Festival: 1x Labor
Day Weekend
• Classical Music series: weekly,
Saturdays
• Saturday children’s programs:
weekly
Cadillac Square 2013 LQC Everyday, all year
• Marketplace
– Food Trucks (weekdays lunch)
– Prepared Food Market in tents and huts (weekdays
lunch)
– Farm Stand (once a week at lunch)
• Performances occasionally accompany market
• Close one street for the summer
• More tables and chairs on square
2013 LQC Special Events
Cadillac Square
• Flea and Artisans’ Fair: Monthly (3x)
• Makers’ Faire: (1x w/ The Henry Ford)
• Neighborhoods’ Block Party: 1x
• Fashion Show: 1x
• Classic Car Show: 1x
• ProGolf Exhibit: 1x
• Octoberfest: 1x
• Basketball Exhibition: 1x (Monroe Lot)
• Carnival/Circus: 1 weekend (Monroe Lot)
All complementary to activities in Campus Martius and accompanied by food and music (small)
Bringing Back
the Buffalo Waterfront
with Lighter, Quicker, Cheaper Experiments
Step 12. Develop a Long-Term Design, Action, and
Management Plan
Design Plan
•Form a design team to work with designers
•Use report to guide new partners into
process
•Design Team should report to Working Group
(Client)
•Have regular progress meetings
•Use examples of other space to guide design
team
•Don’t be afraid to say “no” but look to
suggest alternatives
•Hold public meeting for comments before work
is finalized
Management Plan
• ID maintenance/management tasks
• ID the body to do them – city, neighborhood
group, local NGO, etc.
• Study current management and compare with
new demands
• ID funding sources
Step 12. Develop a Long-Term Design, Action, and
Management Plan
To manage the longer term design work:
• Always refer back to the report (Step 10) to guide all new
partners brought into the process.
• Make the Working Group the “client” for the project, so that
the Design Team reports to them. Others may join the working
group who should share in decision making.
• Have regular progress meetings with the Working Group and
Design Team with specific timelines and products to be
reviewed.
• Use these meetings to conduct additional brainstorming with
the Working Group to address new issues.
• Continue to use examples of spaces or ideas that reflect
what people want to see.
• Don’t be afraid to say ‘no’ or ‘we don’t like that’ to the
architect or designers, but do suggest alternatives.
• Hold public meetings to present the work of the Design Team
before everything is “final” to allow for new ideas and to get
public reaction and changes.
• Build excitement about the proposed plan, using local press
to public pictures and plans.
Design Plan Audit: Downtown
Houston Park
Step 13. Assess Results and Replicate
• What other places in the community need
to be improved?
• Who can fund planning and
implementation?
• Is there are need for a broader
“placemaking” organization?
• How can you work with other similar
projects in the region or the country?
HOW CAN YOU USE PLACEMAKING IN YOUR OWN WORK?
1. For what specific projects, do you
think you can use the Placemaking
approach?
2. What do you think would be the
biggest challenges?
3. What are some quick wins/low-hanging
fruit?
Market Square District
Access & Linkages
A 5 minute
walk (1/4 mile)
from Market Sq
captures many
existing
destinations
and
redevelopmen
t opportunities
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