Implementing a Placemaking Project A Step by Step Guide · 2013. 3. 21. · 9. Develop a Visual Concept Plan 11. Implement Short-Term Actions 12. Develop a Long-Term Design, Action

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

=


Channelized paths

prevent easy

circulation and

movement through

the square


No way to walk from

one artwork to

experience another


Artworks that speak to

Market Square’s history

are difficult to see and

have been either

neglected or vandalized.


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.


Signage in and around

Market Square is either….

…too intense…

…too discreet… …or inadequate


Adjacent properties are

dominated by parking

(50% of the uses that

face the park!).


The parkades do not

have any active ground

floor uses that contribute

positive energy to the

sidewalks.


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


Mature trees line the

park’s perimeter and

are located in the

park as well



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?


How can Market Sq expand outwards

and better relate to

its edges and draw in

the edge uses?


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


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


Reporting Results


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





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

Implementing a Placemaking Project A Step by Step Guide · 2013. 3. 21. · 9. Develop a Visual Concept Plan 11. Implement Short-Term Actions 12. Develop a Long-Term Design, Action

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